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Results for: 7.5 Develop and maintain information technology solutions 
- 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: 76%
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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: 68%
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- Business Process Management II: Using Technology to Enable Business Processes - Study Overview
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APQC's 2006 Business Process Management II: Using Technology to Enable Business Processes study investigated the connections between business process management (BPM) and the technologies that support it.
Type: Best Practices and Business Drivers Topics: Business Process Management (BPM), Business Excellence, Process, Information Technology, Knowledge and Information Management, Process Improvement, Process 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, 1.2.4 Coordinate and align functional and process strategies, 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, 7.1.1 Develop the enterprise IT strategy, 7.0 Manage Information Technology, 7.1 Manage the business of information technology, 7.1.1.2 Identify long-term IT needs of the enterprise in collaboration with stakeholders, 7.5.4 Create IT services and solutions, 7.5 Develop and maintain information technology solutions Industry: Aerospace, Chemicals, Food/Beverage/Restaurant, Government/Military, Hospitality, Transportation/Freight Carriers- Relevance: 60%
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- Technology for Sales and Operations Planning at Newell Rubbermaid
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Diana Mark, supply chain manager at Newell Rubbermaid, describes the technology the organization uses to enable sales and operations planning (S&OP) processes across the organization.
Type: Presentations Topics: Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Information Technology, Knowledge and Information Management, Data Management, Information Management Processes: 4.0 Deliver Products and Services, 4.1.1 Develop production and materials strategies, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.5 Manage logistics and warehousing, 7.5 Develop and maintain information technology solutions, 7.0 Manage Information Technology Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics- Relevance: 54%
- Member Price: FREE
- Organizing Enterprise-Wide IT Efforts Using APQC's Process Classification Framework
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At one APQC member organization, IT is using APQC's Process Classification Framework (PCF) to link IT applications to processes and to functions.
Type: Case Studies Topics: Business Excellence, Business Process Management (BPM), Process, Information Technology, Knowledge and Information Management, Records Management, Information Management, Computer Networks, Information Services, Networks, Process Management, Process Mapping Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 7.1 Manage the business of information technology, 7.0 Manage Information Technology, 7.1.1.4 Define and establish IT architecture and development standards, 7.1.1 Develop the enterprise IT strategy, 7.1.2 Define the enterprise architecture, 7.1.2.3 Maintain the relevance of the enterprise architecture, 7.4 Manage enterprise information, 7.4.2 Define the enterprise information architecture, 7.4.4 Perform enterprise data and content management, 7.5.3 Develop and maintain IT services and solutions architecture, 7.5 Develop and maintain information technology solutions, 7.8.3.5 Evaluate and improve IT knowledge strategies and processes, 7.8 Manage IT knowledge, 7.8.3 Manage IT knowledge life cycle Industry: Electronics, Professional Services/Business Services- Relevance: 47%
- Member Price: FREE
- Nonmember Price: Download FREE
- Tools and Technologies: Essential to Business Process Management
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The application of appropriate technological tools is critical to business process management (BPM) success.
Type: Presentations Topics: Information Technology, Knowledge and Information Management, Process Management, Business Excellence, Process Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 7.5 Develop and maintain information technology solutions, 7.0 Manage Information Technology- Relevance: 47%
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- Support IT Components of Business Process Management from the Top Down
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IT solutions for business process management (BPM) need top-down structures and leadership support to facilitate their development and implementation.
Type: Best Practices and Business Drivers Topics: Business Process Management (BPM), Business Excellence, Process, Information Technology, Knowledge and Information Management, Organization Structures, Organization and Management Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 7.5 Develop and maintain information technology solutions, 7.0 Manage Information Technology Industry: Chemicals, Consumer Products/Packaged Goods, Food/Beverage/Restaurant, Hospitality- Relevance: 45%
- Member Price: FREE
- Embracing Simplicity in Performance Measurement Systems
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Performance measurement systems work best when they are simple and straightforward to use and interpret. Learn the strategies best-practice organizations L.L.
Type: Best Practices and Business Drivers Topics: Business Excellence, Measurement Analytics, Measurement, Information Management, Knowledge and Information Management, Information Technology, Measurement, Portals and Collaboration Processes: 7.0 Manage Information Technology, 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 Manage enterprise information, 7.5.4 Create IT services and solutions, 7.5 Develop and maintain information technology solutions, 7.5.4.2 Design IT services and solutions Industry: Financial Services/Banking, Retail/Catalog/Mail Order, Telecommunication- Relevance: 45%
- Member Price: FREE
- Benefits of Using Collaborative Tools
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APQC's perspective on best practices in Benefits of Using Collaborative Tools, featuring case examples from Bausch & Lomb, Texas Instruments.
Type: Best Practices and Business Drivers Topics: Process Improvement, Business Excellence, Process Processes: 7.5 Develop and maintain information technology solutions, 7.0 Manage Information Technology- Relevance: 44%
- Member Price: FREE
- Content Migration: Planning and Executing the Successful Conversion of Data
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Content migration solutions are numerous and varied. That's why doing your homework before deciding on a particular solution is absolutely necessary to ensure that your migration goes smoothly.
Type: Articles and White Papers Topics: Information Management, Knowledge and Information Management, Information Technology, Data Management Processes: 7.0 Manage Information Technology, 7.5 Develop and maintain information technology solutions- Relevance: 44%
- Member Price: FREE
