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Results for: Information Systems 
- Best Practices in Tools and Technology: The Seven Tenets of Process Management
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Tools and technology make process management more efficient and easier to communicate throughout an organization.
Type: Best Practices and Business Drivers Topics: Business Process Management (BPM), Business Excellence, Process, Information Systems, Knowledge and Information Management, Information Technology, Process Improvement, Information Sharing, Information Management, Process Management, Software Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 1.1.3.3 Analyze systems and technology, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2 Design the change, 7.5.4.1 Understand confirmed requirements, 7.5 Develop and maintain information technology solutions, 7.5.4 Create IT services and solutions, 7.5.4.2 Design IT services and solutions, 7.6.1.2 Define deployment process, procedures, and tools standards, 7.6 Deploy information technology solutions, 7.6.1 Develop the IT deployment strategy, 7.7.1.3 Select delivery methodologies and tools, 7.7 Deliver and support information technology services, 7.7.1 Develop IT services and solution delivery strategy- Relevance: 73%
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- Choose Appropriate Tools to Support Process Frameworks
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Selecting the best technology and other tools to support the implementation and maintenance of a process framework is critical.
Type: Best Practices and Business Drivers Topics: Business Process Management (BPM), Business Excellence, Process, Content management, Knowledge and Information Management, Information Management, Document Management, Change Management, Organization and Management, Information Systems, Information Technology, Process Management, Project Management, Product Development, Organization Structures Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2 Design the change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 7.5.4 Create IT services and solutions, 7.0 Manage Information Technology, 7.5 Develop and maintain information technology solutions, 7.6.2.1 Plan change deployment, 7.6 Deploy information technology solutions, 7.6.2 Plan and implement changes Industry: Energy and Utility, Engineering, Financial Services/Banking, Insurance, Metals, Mining, Petroleum/Oil/Gas, Printing & Publishing, Professional Services/Business Services, Steel, Transportation/Freight Carriers- Relevance: 65%
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- Five-Stage Approach to Implementing a Knowledge Management System
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Infosys uses a five-stage approach to developing and implementing knowledge management system solutions.
Type: Case Studies Topics: Content management, Knowledge and Information Management, Information Management, Information Systems, Information Technology, Information Sharing, Portals and Collaboration Processes: 12.3.2.5 Develop new knowledge management approaches, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.2 Assess knowledge management capabilities, 12.3.2.6 Implement new knowledge management approaches, 12.3.3 Identify and plan KM projects, 12.0 Manage Knowledge, Improvement, and Change, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 7.1.3 Manage the IT portfolio, 7.0 Manage Information Technology, 7.1 Manage the business of information technology, 12.3.1.7 Assess IT needs and engage IT function, 12.3.1 Develop KM strategy Industry: Logistics- Relevance: 52%
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- Applying APQC's Process Classification Framework to Collaboration Spaces at Lexmark (Slides)
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In these slides from a 2010 APQC Webinar, Dennis Pearce, enterprise knowledge architect at Lexmark International, explains how Lexmark refined and restructured its virtual collaboration spaces according to APQC's ...
Type: Presentations Topics: Content management, Knowledge and Information Management, Information Management, Document Management, Information Systems, Information Technology, Process, Business Excellence, Information Sharing, Portals and Collaboration, Organization Structures, Organization and Management Processes: 1.1.3.3 Analyze systems and technology, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.2 Assess knowledge management capabilities, 12.3.2.5 Develop new knowledge management approaches, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.5.1 Assess alignment with business goals, 12.3.5 Manage the KM project life cycle Industry: Computers, Consumer Products/Packaged Goods, Electronics, Software- Relevance: 52%
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- Applying APQC's Process Classification Framework to Collaboration Spaces at Lexmark
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Dennis Pearce, enterprise knowledge architect at Lexmark International, explains how Lexmark refined and structured its virtual collaboration spaces according to APQC’s Process Classification Framework (PCF) ...
Type: Presentations Topics: Content management, Knowledge and Information Management, Information Management, Document Management, Information Systems, Information Technology, Process, Business Excellence, Information Sharing, Portals and Collaboration, Organization Structures, Organization and Management Processes: 1.1.3.3 Analyze systems and technology, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.0 Manage Knowledge, Improvement, and Change, 12.3.2.4 Enhance/modify existing knowledge management approaches, 12.3.2 Assess knowledge management capabilities, 12.3.2.5 Develop new knowledge management approaches, 12.3.4.1 Design process for knowledge sharing, capture, and use, 12.3.4 Design and launch KM projects, 12.3.4.3 Identify specific IT requirements, 12.3.5.1 Assess alignment with business goals, 12.3.5 Manage the KM project life cycle Industry: Computers, Consumer Products/Packaged Goods, Electronics, Software- Relevance: 52%
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- Trends in Sales Tools and Structures
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Leading sales organizations work to integrate the latest IT tools into their sales processes.
Type: Best Practices and Business Drivers Topics: Business Excellence, Information Systems, Knowledge and Information Management, Information Technology, Sales Management, Sales and Marketing, Salesforce Automation Processes: 3.1.1.1.1 Understand consumer needs and predict customer purchasing behavior, 3.1.1 Perform customer and market intelligence analysis, 3.1.1.1 Conduct customer and market research, 3.5.1.2 Identify leads, 3.5 Develop and manage sales plans, 3.5.1 Generate leads, 3.5.2.2 Manage customer relationships, 3.5.2 Manage customers and accounts- Relevance: 46%
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- People, Process, and Technology - U.S. Army Armament Research, Development, and Engineering Command (ARDEC) Case Study
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Process management can become needlessly complex and difficult to sustain. Learn how the U.S.
Type: Case Studies Topics: Business Process Management (BPM), Business Excellence, Process, Information Systems, Knowledge and Information Management, Information Technology, Process Management Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 7.4.2.1 Define information elements, composite structure, logical relationships and constraints, taxonomy, and derivation rules, 7.4 Manage enterprise information, 7.4.2 Define the enterprise information architecture Industry: Engineering, Government/Military- Relevance: 41%
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- Nonmember Price: $50.00
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- People, Process, and Technology: A Triple Play for Business Process Management (Best Practices Report)
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Learn how to sustain process management by building strong development strategies, processes, technological tools, and measures.
Type: Reports and Books Topics: Business Process Management (BPM), Business Excellence, Process, Information Systems, Knowledge and Information Management, Information Technology, Process Management Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 7.4.2.1 Define information elements, composite structure, logical relationships and constraints, taxonomy, and derivation rules, 7.4 Manage enterprise information, 7.4.2 Define the enterprise information architecture Industry: Energy and Utility, Engineering, Government/Military, Pharmaceutical- Relevance: 41%
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- Nonmember Price: $195.00
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- People, Process, and Technology - The United Illuminating Company Case Study
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Many organizations implement process management only to see the benefits fade after a few years.
Type: Case Studies Topics: Business Process Management (BPM), Business Excellence, Process, Information Systems, Knowledge and Information Management, Information Technology, Process Management Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 7.4.2.1 Define information elements, composite structure, logical relationships and constraints, taxonomy, and derivation rules, 7.4 Manage enterprise information, 7.4.2 Define the enterprise information architecture Industry: Energy and Utility- Relevance: 41%
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- Nonmember Price: $50.00
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- People, Process, and Technology - Wyeth Pharmaceuticals Case Study
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Process management presents an enormous challenge to many large organizations, but the experience of many organizations proves that it can be implemented successfully and sustained over the long term.
Type: Case Studies Topics: Business Process Management (BPM), Business Excellence, Process, Information Systems, Knowledge and Information Management, Information Technology, Process Management Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 7.4.2.1 Define information elements, composite structure, logical relationships and constraints, taxonomy, and derivation rules, 7.4 Manage enterprise information, 7.4.2 Define the enterprise information architecture Industry: Pharmaceutical- Relevance: 41%
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- Nonmember Price: $50.00
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