by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : August 30, 2013
they deploy IT and really take a look at where they are spending their money," said Chris O Connell, vice presi- dent of federal sales at Appian, a BPM software vendor. "There s continued and immense pressure on federal agencies," agreed Yogesh Khanna, vice president and chief technology of cer at CSC s North American Public Sector. He added that his company is seeing an increase in the number of clients asking about BPM. The fundamentals Ross said BPR, BPI and BPM represent different approach- es, but they stem from a common motivation. "Those terms...all come from the same point of view in reaching a goal of improvement and creating a more ef cient and effective process to get the job done," he said. But with BPR s successors, "we found we could go faster and we could be a little more evolutionary rather than revolutionary." BPR advocated a top-to-bottom overhaul of a business process and called for a detailed mapping of the "as is" process and the desired "to be" environment. The method did not allow for stepwise improvements, and the to-be process sometimes required an entirely new system. In addition, Ross said, BPR involved large expenditures on retraining the workforce. He said his organization found that it could not afford traditional BPR. "We had to come up with a different model that was a little more affordable," Ross said. NOAA s Acquisition and Grants Of ce began making the transition to BPM in 2008. The new approach allows for incremental change and the ability to take smaller bites of the process improvement apple. Ross said the model lets the of ce separate contract formation from contract administration, for example. That way, it can address ele- ments such as acquisition planning under the formation umbrella and leave administration for another day. "It is much easier if you make it a little more exible... and be incremental about it," Ross said. NOAA s grants of ce has created a number of systems using BPM, including acquisition planning and the Grants Online tool. The Commerce Department has embraced the latter system departmentwide, Ross added. Software is typically part of a BPM project. Such tools aim to help organizations de ne and automate business processes, and they create work ows that enforce a cus- tomer s business rules. Vendors include Appian, BP Logix, IBM, Microsoft, OpenText and Oracle. The National Institute of Mental Health, for instance, The BPM life cycle Identify potential or actual bottlenecks and opportunities for savings or improvements Track individual processes and performance Identify and describe existing processes and de ne "to-be" processes Analyze combinations of variables to determine how the processes might operate under different circumstances EXECUTE MODEL MONITOR DESIGN OPTIMIZE Handle tasks using a combination of software and human input Source: Bonitasoft ExecTe c h 26 August 30, 2013 FCW.COM
August 15, 2013
September 15, 2013