Inside the Briefcase

IT Briefcase Exclusive Interview: Keeping Your (Manufacturing) Head in the Clouds

IT Briefcase Exclusive Interview: Keeping Your (Manufacturing) Head in the Clouds

with Srivats Ramaswami, 42Q
In this interview, Srivats Ramaswami,...

IT Briefcase Exclusive Interview: New Solutions Keeping Enterprise Business Ahead of the Game

IT Briefcase Exclusive Interview: New Solutions Keeping Enterprise Business Ahead of the Game

with Sander Barens, Expereo
In this interview, Sander Barens...

IT Briefcase Exclusive Interview: The Tipping Point – When Things Changed for Cloud Computing

IT Briefcase Exclusive Interview: The Tipping Point – When Things Changed for Cloud Computing

with Shawn Moore, Solodev
In this interview, Shawn Moore,...

Driving Better Outcomes through Workforce Analytics Webcast

Driving Better Outcomes through Workforce Analytics Webcast

Find out what’s really going on in your business...

Legacy Modernization: Look to the Cloud and Open Systems

Legacy Modernization: Look to the Cloud and Open Systems

On the surface, mainframe architecture seems relatively simple: A...

Business Process Management: Alternative Views

March 3, 2011 No Comments

Research and Markets (http://www.researchandmarkets.com/research/027980/business_process_m) has announced the addition of the “Business Process Management: Alternative Views” report to their offering.

This Cutter IT Journal special issue argues that business process management (BPM) is not just about swim lane charts; it is also about managing unpredictable processes, frequently changing rules, collective knowledge, and convergence with SOA. This issue reveals why BPM is a broad enterprise-level discipline worthy of executive attention.

Articles in this issue include:

Introduction: BPM’s Place in the Enterprise by Claude Baudoin.

BPM: It’s About Managing Change by David Wright. Discover a four-layer model (processes, services, rules, data) that allows business rules to assume a prominent place, and learn how business rule management becomes an instrument of change management.

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