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 gartner bpm


CRM and BPM: “We Goes Together Like Peas and Carrots”
In 2009, I attended two Gartner Summit events: the Gartner Business Process Management (BPM) Summit in March in San Diego; and Gartner Customer Relationship

gartner bpm  quite converging disciplines in that Gartner found enough synergy to host its CRM and BPM summits back-to-back in Washington, D.C. in late 2008  (events I did not attend). While BPM vendors are beginning to offer more CRM capabilities, CRM vendors are “returning the favor” with BPM features (e.g., workflow and  business rules engines ). This process (no pun intended) may have begun several years ago. Namely, in 2005, the former Onyx Corporation (acquired by Consona Coporation in 2006 and meanwhile

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Software Functionality Revealed in Detail

We’ve opened the hood on every major category of enterprise software. Learn about thousands of features and functions, and how enterprise software really works.

Get free sample report
Compare Software Solutions

Visit the TEC store to compare leading software by functionality, so that you can make accurate and informed software purchasing decisions.

Compare Now

Business Process Management (BPM)

Business process management (BPM) defines, enables, and manages the exchange of enterprise information through the semantics of a business process view, which involves employees, customers, partners, applications, and databases.  

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Documents related to » gartner bpm

How Do Your BPM Metrics Measure Up?


While many business process metrics are “inside-out,” focused on efficiency, it can also be useful to look at them from the “outside-in,” focused on successful business outcomes. Accurate, relevant metrics are becoming increasing important to companies seeking to make smarter business decisions. As John Dixon, a Gartner Inc. research director, says: “BPM without metrics is just a shot in the dark.”

With the scope of process widening beyond traditional organizational boundaries to large-scale business networks, the dynamic nature of these networks will accelerate, contributing to the complexity that organizations will need to address. Plus technologies such as social, mobile, big data, analytics, and the cloud that are having to be applied to BPM further complicates matters. Approaches have to change from being reactive to proactive. To handle all of this should be intelligent software that uses business metrics and analytics.

This white paper takes a look at BPM metrics best practices, as well as how to establish a baseline and ensure BPM metrics support the organization’s key business outcomes. Read on to discover more about how using BPM metrics can help you achieve fact-based business innovation and transformation that can help your BPM metrics “measure up” so you can more easily achieve true business agility.

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Customer Process Management: The Real-time Enterprise Depends On the Merging of CPM and BPM


Customer-facing processes are challenging to manage because they are always changing. Conventional workflow automation and stand-alone business process management (BPM) technologies lack many critical components found in customer relationship management (CRM). However, converging BPM and CRM provides the responsiveness, cost-effectiveness, and manageability to achieve optimal results. The converged approach helps align priorities enterprise-wide, reduce risks, and unblock revenue growth potential.

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PegaWorld 2011 Revisited


How did Pegasystems avert disaster and become one of the fastest growing technology companies? The business process management (BPM) vendor started delivering software that users could change relatively easily. TEC Principal Analyst P.J. Jakovljevic takes a close look at Pega BPM and how this customer-centric software with its unique approach to process execution and modeling has contributed to Pegasystems’ success.

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The Wizardry of Business Process Management - Part 1


The business process management (BPM) market is sizzling hot, with Gartner Dataquest estimating its compound annual growth rate (CAGR) at 13 percent in 2009. In fact, almost all leading BPM vendors have been buzzing about their unprecedented growth and profitability, especially amidst the ongoing economic drought. It is truly difficult to argue against the need for companies from all walks of

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BPM Technology Taxonomy: A Guided Tour to the Application of BPM


As modern enterprises grow in complexity and scope, managers struggle to keep pace. Business process management (BPM) is increasingly seen as a way to master the swelling complexity of modern corporations and coordinate the work of thousands of people by focusing on well-defined processes. Find out how BPM, applied the right way, can fulfill the promise of IT to automate business processes and directly support strategy.

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Teamworks: Business Process Management (BPM) Competitor Analysis Report


Business process management (BPM) defines, enables, and manages the exchange of enterprise information through the semantics of a business process view, which involves employees, customers, partners, applications, and databases.

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Euromadi: Integrating BPM and ECM


Euromadi was looking to automate its business processes and increase effectiveness. With hundreds of suppliers all over the world, it needed a system that could help manage the relationships of more than 220 associate companies. By integrating business process management (BPM) with an enterprise content management (ECM) system, Euromadi has increased productivity and reduced data input and maintenance by 30 percent.

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Using BI and BPM to Address the Information Challenges of Midsize Companies


Business intelligence (BI) and business performance management (BPM) are two disciplines that become critical as companies progress through the midsize stage. BI and BPM provide key capabilities that every midsize company should have, to answer fundamental questions about performance, now and in the future. Learn how your operations are affected by specific challenges—and how a BI/BPM solution can help address them.

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IBM & ILOG Matrimony: Good for BPM, Uncertain for SCM? -- Part 3


Part 2 of this blog topic continued to analyze IBM’s rationale behind acquiring ILOG to bolster its service oriented architecture (SOA) and business process management (BPM) platforms, in part due to the capabilities of archrival Oracle. What About ILOG's SCM Products? Whether as a sort of “collateral damage” (given IBM’s foremost interest in beefing up its SOA/BPM infrastructure product) or

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IBM & ILOG Matrimony: Good for BPM, Uncertain for SCM? -- Part 1


While my two separate blog post series about workflow automation and Business Process Management (BPM) and about the long tails of supply chains were coming to their respective ends, one event that is curiously pertinent to both topics has meanwhile taken place in the market. Namely, at the end of July 2008, IBM acquired ILOG, a specialized software provider with headquarters in France and the

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