2010 BPM & Workflow Handbook
Methods, Concepts, Case Studies and Standards
in Business Process Management and Workflow
Spotlight on Business Intelligence
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Keith D. Swenson, Fujitsu America, USA, and Vice Chair, Workflow Management Coalition
- Knowledge Work and Unpredictable Processes
Keith D. Swenson, Fujitsu America, USA,
and Chair, Workflow Management Coalition
- Intelligent, Automated Processes: Embedding Analytics in Decisions
James Taylor, Decision Management Solutions, USA
- Using BPM to Drive Clinical Intelligence and Process Oversight in the Acute Healthcare Setting
Ray Hess, The Chester County Hospital, USA
- Enterprise Process Automation–Providing the Gift of Time
Roy Altman, Peopleserv Inc., USA
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Read Introduction (PDF) with abstracts of each chapter.
Praise for 2010 BPM and Workflow Handbook (read full reviews here in PDF)
…I found inspiration for current debates in the business, for instance in the chapter on knowledge processes. The handbook is spot-on for the hot potatoes of our industry…
Jesper Juul Andersen, General Manager at A. P. Moller - Maersk A/S, Denmark.
I found the section on Business Intelligence in process management particularly relevant as the objective of BPM is to “get better at getting work done”. We can only get better if we know what to measure, how to measure and how to interpret and use the results. The article on Predictive BPM makes an interesting read. I have been in this industry for more than 10 years and I still found something new or useful in every article.
Pieter van Schalkwyk,
eXomin Pty Ltd.,
The environment is changing so rapidly around identifying and driving value through enterprise transformation, that this handbook is essential to present ideas, and encourage thought and action. I think it’s extremely useful for anyone planning to stay current, at a fraction of the cost of a comparable seminar.
Jones Consulting Group, LLC,
I would strongly recommend this book to all BPM Technical and Business Analyst Practitioners because reading this will help in understanding how BPM is evolving and is becoming the most important aspect in all industries...
From the practitioner’s perspective the handbook provides a perfect balance between a better understanding of the business outcomes available through this business technology and the architectural strategies and approaches to be adopted for the design of this important and necessary technology response.
Ron Perry, Principal Consultant, InfoBis (Asia Pacific), Australia
Publication Date: July 2010
Quality softcover. 284 pages.
US $75.00 Retail.
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focus on Business Intelligence?
Swenson, WfMC Vice Chair says, "Regardless of whether you design a fixed
definition in advance for a predictable process, or whether a case manager
extends the plan for an unpredictable process while working, the results can be
analyzed with process intelligence technology. Retrospective analysis can tell
us if the processes are going according to plan, and can tell us if the plan
itself is a good idea. In cases where work was performed without the guidance
of a process, process mining, also known as automatic process discovery, can
tell us what the process has actually been without having to involve people in
lengthy, and error prone, interviews. Process mining can tell us what is
efficient and inefficient about an existing work pattern, and it can give us a
jump-start on new BPM implementation efforts when no previous process
(Process) Intelligence is a field that is just beginning to show very promising
results. Eleven independent chapters bring us views of this topic. After all,
in the end, it is process analytics that keeps us all honest. Because it can
measure performance, Business Process Intelligence is a critical part of
delivering on the promise of improving performance of the business."
Table of Contents
SECTION 1--SPOTLIGHT ON BUSINESS INTELLIGENCE
In 2010 we
include a special spotlight on Business Intelligence to illustrate how Business
Process Management (BPM) and Business Intelligence (BI) are increasingly
intertwined. Linking business intelligence and business process management
creates stronger operational business intelligence. Users seek more intelligent
business process capabilities in order to remain competitive within their fields
and industries. BPM vendors realize they need to improve their business
processes, rules and event management offerings with greater intelligence or
Business Process Intelligence:
Beyond the Convergence of BPM and BI
Linus Chow, Manoj
Das and Peter Bostrom, Oracle Corp, USA
Knowledge Work and Unpredictable Processes (FREE CHAPTER HERE)
Open Source Business Intelligence and Business Process
Keith D. Swenson, Fujitsu America, USA,
and Vice Chair, Workflow Management Coalition
Patrick Beaucamp, BPM-Conseil/Vanilla,
Artificial Intelligence and the Future of BPM: Semantic
Francesco BATTISTA, Respondo, Italy and
Gianpiero BONGALLINO, Italy
Khoshafian, Pegasystems Inc., USA
Intelligent, Automated Processes: Embedding Analytics
James Taylor, Decision Management
Assigning Work Items More Efficiently Using Business
Staying Ahead of the Curve with Decision-Centric
Juan J. Moreno, Marcelo Cordini,
Cristian Mastrantono, INTEGRADOC and Universidad Católica, Uruguay; Martín Palatnik,
Universidad Católica, Uruguay
Sheila Donohue, CRIF Decision Solutions,
Combining Knowledge, Process and BI to Deliver Agility
in a Collaborative Environment
Using BPM to Drive Clinical Intelligence and Process
Oversight in the Acute Healthcare Setting
Marinela MIRCEA, Bogdan GHILIC-MICU,
Marian STOICA, Academy of Economic Studies, Bucharest, Romania
Ray Hess, The Chester County Hospital,
Using BPM and Business Intelligence to Improve
SECTION 2--THE BUSINESS VALUE OF BPM AND WORKFLOW
Jonathan Emanuele and Cynthia Mascara,
Introduces new key concepts and sets out the business case for workflow
technology and BPM. This perspective is covered by papers that provide practical
information on Business Process Management (including case studies) designed for
an audience of business users.
BPM-on-Demand: Fantasy or Fast Track to Agility?
Jon Pyke, WfMC Chair, United Kingdom
A Generic Framework for Business Process Management
Philippe Declercq and Vincent Fauliot,
Automation–Providing the Gift of Time
Roy Altman, Peopleserv Inc., USA
Transforming Security through Enterprise Architecture
Christine Robinson, Christine Robinson
and Associates and Daniel Turissini, Operational Research Consultants, USA
Customer Experience Transformation—A Framework to
Achieve Measurable Results
Vinaykumar S Mummigatti, Virtusa, USA
SECTION 3--STANDARDS AND TECHNOLOGY
BPM standards have evolved from technical nuance to a business imperative.
This perspective is covered by papers on system structure and values, operation
and scalability issues, written for an audience of Information Technology (IT)
How to Optimize Capability: Centered Enterprise
XPDL 2.2: Incorporating BPMN 2.0 Process Modeling
Nathaniel Palmer and Jason Adolf, SRA International, Inc., VA, USA
Shapiro, Global 360, USA
Workflow Control-path Intelligence and Its Implications
Haksung Kim, Dongnam Health University
and Kwanghoon Kim, Kyonggi Univ., Rep. of Korea
Workflow Design Patterns for Developing and Maintaining
e-Business Workflow Systems
Farhi Marir and John Ndeta, Knowledge
Management Research Centre, Faculty of Computing, London Metropolitan
Utilizing Process Definitions for Process
Automation: A Comparative Study
Yesildoruk and Onur Demirors, Middle East Technical University,
Informatics Institute, Turkey
SECTION 4—DIRECTORIES AND APPENDICES
Structure and Membership Information
Online Resources in BPM and Workflow
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2010 BPM and Workflow Handbook, Spotlight on Business Intelligence