| http-equiv="Content-Type" content="text/html; | | | | Primarily, BPM is a process and a management |
| charset=utf-8"> | | | | discipline. Enabling technology is meaningless without |
| Many organizations have learned that Business | | | | the processes and management disciplines for |
| Process Management (BPM) can compress cycle | | | | exploiting the technology - in this case the tools for |
| times, reduce cost and improve responsiveness, yet | | | | managing an organization’s business processes. |
| only about one-third of "process-oriented" companies | | | | BPM involves managing the end-to-end work that |
| go beyond the basics of the initial project. A growing | | | | organizations perform to create value for their |
| number of companies are starting to implement the | | | | customers. The performance of this work is how |
| basics of documenting, analyzing and designing | | | | organizations fulfill their mission. An entire industry has |
| business processes, as well as process improvements. | | | | emerged around BPM, as organizations have |
| Yet companies must go beyond the basics to | | | | recognized the importance of actively managing their |
| practice continuous process improvement. If you | | | | business processes. Many organizations have also |
| keep moving by monitoring and continuously | | | | recognized a gap in the skills necessary to be |
| improving core processes, you are sure to double | | | | effective at BPM. |
| your performance improvements. | | | | Many companies have taken the first step towards |
| Management and improvement of end-to-end | | | | Business Process Management by documenting |
| business processes is difficult and requires more than | | | | existing processes, designing and implementing |
| a simple, one-time effort. Continuous process | | | | automated and streamlined approaches. Yet only |
| improvement means a fundamental shift in leadership | | | | about one third of self-proclaimed "process-oriented" |
| values and disciplined measurement and management | | | | companies go beyond these basics. BPM is not a |
| of the value that processes create for customers | | | | once-and-done project; it is an ongoing discipline of |
| and shareholders. | | | | continuous process improvement. |
| Those companies implementing business process | | | | NVISH BPM Software implementation services enable |
| management have learned that it can compress cycle | | | | your business to establish required infrastructure, |
| times, reduce cost and improve responsiveness. | | | | including process governance, process methodology, |
| However, if you treat BPM as a once-and-done | | | | and measurements, prior to undertaking a BPM |
| project, you run the risk of suboptimal gains or the | | | | Software implementation project. Once the |
| gradual erosion of initial gains. If you cut costs by | | | | infrastructure is built, NVISH performs the Business |
| automating the customer-inquiry process, for | | | | Process Engineering and Modeling steps required to |
| example, but don't go on to analyze, redesign and | | | | establish the scope of the automation. Continuing to |
| manage the larger order-to-cash process, you'll miss | | | | utilize NVISH BPM methodology, a solution analysis is |
| further gains simply because the root causes of | | | | performed to determine functional components such |
| many customer complaints stem from the larger, | | | | as web services, legacy functions, and newly |
| end-to-end process. | | | | developed or acquired services, business rule |
| Business Process Management is a disciplined | | | | exposure and workflow automation. Throughout |
| approach to identify, design, execute, document, | | | | implementation, testing and deployment, NVISH |
| monitor, control, and measure both automated and | | | | works to ensure that our clients understand how to |
| non-automated business processes to achieve | | | | operate, analyze and optimize processes with the |
| consistent, targeted results consistent with an | | | | BPM Software. |
| organization's strategic goals. BPM involves the | | | | BPM is the core domain of NVISH. Our team has |
| deliberate, collaborative and increasingly | | | | enormous experience in application development and |
| technology-aided definition, improvement, innovation, | | | | integration around various BPM engines such as |
| and management of end-to-end business processes | | | | Fujitsu Interstage BPM, BEA Aqualogic, etc. Our |
| that drive business results, create value, and enable | | | | pre-packed BPM service offerings make it easy for |
| an organization to meet its business objectives with | | | | our customers to relate with us, irrespective of |
| more agility. | | | | where they are in their BPM developments. |