Name: Sripathi Bhat Neelavar
Posts by Sripathi Bhat Neelavar:
When to join the BPM bandwagon: Things for an organization to consider before making a decision
February 15th, 2011Many organizations that have implemented an ERP package or are currently in the process of consolidating their silo functional applications sometimes fail to appreciate the nuances of having BPM technology. Many times it is just the fact that there are too many vendors selling the “magic bullet” to improve the organization’s process efficiencies, resulting in an indecisive state of mind. This blog helps to clarify a few things organizations must know given their specific maturity state of IT environment. It will also provide insight as to when they should go in for BPM. The blog will start with analyzing decision conditions for a) organizations with minimum IT automation and b) organizations fairly well-automated but without an ERP package and c) organizations that are already mature with an ERP package implementation. Read the rest of this entry “
Why Release Manager is critical for avoiding BPM Implementation Risks
February 3rd, 2011Unlike implementing package enterprise software like SAP or bespoke implementation using any of the 3G development tools, BPM implementation needs special techniques that are quite different from the former approaches. However, this situation should not be construed as an implementation roadblock. It is just that ensuring proper process will result in smooth implementation while not doing so will lead to BPM Implementation risk. In this blog we will discuss few areas that need to be properly planned to ensure such an implementation risk is reduced.
For those who have embarked upon automating business process in a big bang approach [automating business processes of multiple interlinked functions] the biggest challenge is how to ensure efforts related to integration do not blow up and deviate from the scheduled timeline. Some organizations think that having multi-vendor partners for implementation “de-risks” implementation schedule delays. However things can get un-manageably complicated if the coordination between the multi-vendors is not planned and controlled.
BPM in 2011: Focus on Business Process Optimization
January 6th, 20112011 is going to be a year of stabilization and optimization for many organizations that initiated BPM projects in 2010. Organizations that started the BPM journey will start looking at deriving real-time benefits of core principles on which most BPM tools today reside. These core principles are business process design, automation, tracking and monitoring. Organizations have realized the importance of BPM and are able to value and articulate the subtle difference between system process automation [read ERP] and business process management (BPM).
In 2011, organizations that implemented BPM will look forward to service companies to help them realize BPM ROI through advanced concepts like process optimization, SLA improvisation and others. In this blog post I will delve into these concepts in a bit more detail.
Making an ERP System Agile: the BPM Way
August 10th, 2010ERP systems have long faced inflexibility and agility issues while addressing the process needs of an organization. BPM can play a catalytic role in making the ERP system more agile and flexible to the evolving and dynamic process requirements of organizations.
Many BPM tools and systems have evolved with the objective of leveraging existing investments in ERP systems, where the bulk of the core IT processing is being handled. BPM tools are expected to make ERP more agile by plugging gaps in human interaction and workflow process in enterprise IT systems. Read the rest of this entry “
