Search results

This IBM® Redpaper™ publication provides a practical bridge toward achieving successful BPM solution implementation within 60 days. It is based on an approach using phases and specific activities outlined in the IBM Business Process Management Prescriptive Guide to Solution Implementation. To provide a realistic context for the solution, we incorporate the process, business model, and specific scenario from a health care provider. The context is based on a live code demo that consists of a fictitious application based on a customer scenario, using the approach in the IBM Business Process Management Prescriptive Guide to Solution Implementation to assemble the solution. This Redpaper discusses how to analyze, model, and manage the processes within this realistic health care scenario.

This IBM® Redpaper™ publication is about business process management and encouraging process architects to model, analyze, deploy, monitor, and continuously improve business processes.

The IBM® Business Process Management (BPM) Enabled by SOA Method provides a structured process for developing an organization's cross-functional, customer-focused, end-to-end core business processes that achieves strategic business objectives, integrates verticals, optimizes core work, and creates a framework for continuous improvement. This methodology is an IBM intellectual property that is used in BPM engagements but not available in detail to readers of the IBM Redbooks publication outside of IBM. Our purpose in this IBM Redpaper is to introduce you to the concepts that we use in the IBM BPM Enabled by SOA methodology.

Market demand for business process management (BPM) has grown significantly in recent years and shows no sign of abating. Based on consultations with our clients, a set of capabilities that IBM® makes available enables you to build robust and holistic BPM solutions, whether they are integration-centric, human-centric, or content-centric. In this IBM Redpaper™ publication, we provide an overview of the IBM BPM portfolio to BPM market watchers who have a keen interest in understanding the most current BPM technology releases and how they can be used together. Specifically, we review the key benefits and capabilities of the WebSphere® Dynamic Process Edition of the IBM BPM Suite.

Simulation scalability and performance in WebSphere Business Modeler depend on the amount of free memory at the start of simulation. If a simulation appears to be running, but there is no activity in the control panel, the simulation engine might have run out of memory. If you suspect that your simulation has run out of memory, check the runtime-workspace\.metadata\.log for a java.lang.OutOfMemoryError entry. If you see this error in the log, it means that the simulation engine stopped because of insufficie

Lean Six Sigma (LSS) produces real results in difficult economic times by uncovering process waste, reducing non-value adding activity, and increasing productivity. The benefits are even felt in IT. Business process management (BPM) and service-oriented architectures (SOAs) combine with LSS to accelerate improvements and results. At the same time, they increase organizational flexibility and technology enabled responsiveness. Many successful companies have found that the linkages are clear. Early adopters who have worked their way past cultural and organizational barriers are seeing impressive performance and financial results. The rewards can be great, especially for those who take action now. This IBM® Redguide™ publication is intended to help companies that are leaders in their markets and are looking for new ways to differentiate themselves from their competitors. In this guide, we describe the key BPM, SOA, and LSS components, highlight the linkages between them, and summarize the results that leading firms have achieved. We outline the think big, start now steps that are needed to move your own initiative forward. In this guide, we also suggest ways to successfully avoid some of the barriers that have hampered others by focusing on the tools that deliver measurable results quickly.

Automotive manufacturers in Europe are facing major changes to several processes. These processes include their new product introduction, manufacturing, and service after sales processes. The changes come in the wake of the European Union (EU) Directive 2000/53/EC on end of life vehicles (ELV) and Directive 2002/95/EC on the restriction of the use of hazardous substances (RoHS) in electrical and electronic equipment. Failure to reach regulation targets will cost each original equipment manufacturer (OEM) approximately 1 billion euros annually. As the automotive industry continues to expand, the need for cost-efficient responses to regulation that strives for process efficiency grows increasingly important. The automotive industry demands robust, flexible solutions that provide insight into business processes in order to remain competitive and profitable. This paper illustrates how automotive manufacturers can use Product Lifecycle Management (PLM) and business process management (BPM), including business activity monitoring (BAM) methodologies and technologies, to develop and deploy optimized solutions. Such solutions will help address the carbon impact of the post-sales management of hazardous vehicle materials and recycling of the vehicle materials upon end of life. This paper unites existing methods and technologies including process operational status, event correlation, aggregation, and predictive analysis. It explores future technologies that create a vision for addressing ELV environment challenges. It

Among the critical business success factors for enterprises to realize the value of service-oriented business transformation is the ability to effectively and efficiently analyze the business's needs and use that analysis to drive the transformation of the business and its supporting architecture. A common language, blueprints (models), a governable enterprise service-oriented solution development and delivery platform, and processes are key components and enablers needed to implement these critical business success factors. This IBM Redpaper covers important aspects of how to implement each of these key components and enablers, and how to use them together to achieve the needed business and technical results. Specifically, this Redpaper provides important positioning information and detailed tooling guidance on how to use IBM Rational Software Delivery Platform (SDP) with IBM Banking Industry Enterprise Models (IFW) to develop and deliver service-oriented banking solutions.

The purpose of this Redpaper is to provide guidance for the preparation of business process models, developed with the WebSphere Business Modeler, which will ultimately be monitored by the WebSphere Business Monitor. The model preparation, including business measure development, and the configuration of monitoring, including dashboard design, is the main focus of this paper. There are other resources from IBM for guidance on general process modeling, deployment, and execution. By use of examples to illustrate the concepts of continuous improvement management, this Redpaper presents the mechanisms for an organization to: - Model and simulate a business process. - Define business measures. - Monitor the application to observe key performance indicators. Throughout the paper best practices are highlighted to provide additional guidance for using WebSphere Business Monitor and WebSphere Business Modeler and for optimizing the value of the developed solutions. This paper will evolve and be updated as more best practices are identified..