Charter for BPM alignment - Revision history

wikademia>Eme: moved Archive:Charter for BPM alignment to Charter for BPM alignment

2010-11-22T15:47:46Z

moved Archive:Charter for BPM alignment to Charter for BPM alignment

← Older revision	Revision as of 15:47, 22 November 2010
(No difference)

wikademia>Eme: moved Archive:Charter for alignment to Archive:Charter for BPM alignment

2010-11-22T15:47:33Z

moved Archive:Charter for alignment to Archive:Charter for BPM alignment

← Older revision	Revision as of 15:47, 22 November 2010
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wikademia>Wikademia: moved Charter for alignment to Archive:Charter for alignment

2009-06-05T16:12:13Z

moved Charter for alignment to Archive:Charter for alignment

← Older revision	Revision as of 16:12, 5 June 2009
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wikademia>Wikademia at 18:57, 17 May 2009

2009-05-17T18:57:14Z

← Older revision		Revision as of 18:57, 17 May 2009
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	== Executive Summary ==		== Executive Summary ==
	The promise of ~~BPM is~~ that it enables organizations to realize business benefit more quickly and with lower costs than other programs and mechanisms. An organization must be able to accurately measure the solution-level benefits, to associate those metrics with specific objectives, and to determine if project changes must be made to achieve greater returns.		The promise of business process managementis that it enables organizations to realize business benefit more quickly and with lower costs than other programs and mechanisms. An organization must be able to accurately measure the solution-level benefits, to associate those metrics with specific objectives, and to determine if project changes must be made to achieve greater returns.

	A program must be able to properly forecast returns and conversely, to validate that those returns are realized. A comprehensive set of metrics would include some measurement of change management impact as well. BPM impacts the way the business operates, and the less disruptively this can be done the lower the cost of implementation.		A program must be able to properly forecast returns and conversely, to validate that those returns are realized. A comprehensive set of metrics would include some measurement of change management impact as well. BPM impacts the way the business operates, and the less disruptively this can be done the lower the cost of implementation.

wikademia>Wikademia at 19:08, 16 May 2009

2009-05-16T19:08:43Z

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 == Executive Summary ==
 The promise of BPM is that it enables organizations to realize business benefit more quickly and with lower costs than other programs and mechanisms.  An organization must be able to accurately measure the solution-level benefits, to associate those metrics with specific objectives, and to determine if project changes must be made to achieve greater returns.
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 [[Category:Charters for business process management program governance]]
 {{ntnes}}

wikademia>Wikademia at 20:48, 11 April 2009

2009-04-11T20:48:27Z

← Older revision		Revision as of 20:48, 11 April 2009
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	[[Category:Charters for business process management program governance]]		[[Category:Charters for business process management program governance]]
			{{ntnes}}

wikademia>Wikademia: 5 revisions

2009-04-11T05:54:17Z

5 revisions

← Older revision	Revision as of 05:54, 11 April 2009
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wikademia>Chungw: added category

2009-04-10T21:36:49Z

added category

← Older revision		Revision as of 21:36, 10 April 2009
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	== Lesson exercises ==		== Lesson exercises ==


			[[Category:Charters for business process management program governance]]

wikademia>Chungw: capitalized aliases for links

2009-04-10T21:25:01Z

capitalized aliases for links

← Older revision		Revision as of 21:25, 10 April 2009
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	=== Behaviors ===		=== Behaviors ===
	*[[Pipeline selection]]		*[[Pipeline selection\|Pipeline Selection]]
	*[[Metrics are essential]]		*[[Metrics are essential\|Metrics Are Essential]]

	=== Anti-Behaviors ===		=== Anti-Behaviors ===
	*[[Inconsistent metrics are meaningless]]		*[[Inconsistent metrics are meaningless\|Inconsistent Metrics Are Meaningless]]
	*[[Opacity leads to higher costs]]		*[[Opacity leads to higher costs\|Opacity Leads To Higher Costs]]


	== Conclusions ==		== Conclusions ==

wikademia>Chungw: added navigation to other charters

2009-04-10T18:55:35Z

added navigation to other charters

← Older revision		Revision as of 18:55, 10 April 2009
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			== Related lessons ==
			{\|
			\| [[Image:Charters.gif\|left\|link=The charters for bpm program governance - an overview]]
			\| [[The charters for bpm program governance - an overview\|The Charters for BPM Program Governance - An Overview]]
			\|-
			\| [[Image:Engine.gif\|left\|link=Charter for the bpm engine]]
			\| [[Charter for the bpm engine\|Charter for the BPM Engine]]
			\|-
			\| [[Image:DemocracyGlobe.gif\|left\|link=Charter for bpm democracy]]
			\| [[Charter for bpm democracy\|Charter for BPM Democracy]]
			\|-
			\| [[Image:Alignment.gif\|left\|link=Charter for alignment]]
			\| [[Charter for alignment\|Charter for Alignment]]
			\|-
			\| [[Image:Resolution.gif\|left\|link=Charter for conflict resolution]]
			\| [[Charter for conflict resolution\|Charter for Conflict Resolution]]
			\|-
			\| [[Image:Investment.gif\|left\|link=Charter for bpm investment]]
			\| [[Charter for bpm investment\|Charter for BPM Investment]]
			\|-
			\|
			\| [[A charters glossary\|A Charters Glossary]]
			\|}


	== Executive Summary ==		== Executive Summary ==
	The promise of BPM is that it enables organizations to realize business benefit more quickly and with lower costs than other programs and mechanisms. An organization must be able to accurately measure the solution-level benefits, to associate those metrics with specific objectives, and to determine if project changes must be made to achieve greater returns.		The promise of BPM is that it enables organizations to realize business benefit more quickly and with lower costs than other programs and mechanisms. An organization must be able to accurately measure the solution-level benefits, to associate those metrics with specific objectives, and to determine if project changes must be made to achieve greater returns.