TIQM - Nov� weblog v�novan� ��zen� informa�n� kvality

Weblogy AKA MONITORu, v�novan� SRM, ITIL a IM bezpochyby dob�e zn�ze. Na z�klad� aktu�ln�ho v�voje v oblasti ��zen� informa�n� kvality, jsem se rozhodl doplnit existuj�c�ch 15 odborn�ch weblog�, o dal�� specializovan� weblog, v�novan� pr�v� monitoringu zdroj� vztahuj�c�ch se k informa�n� kvalit�. P�edpokl�d�m, �e bych mohl 1. etapu vkladu nejd�le�it�j��ch komentovan�ch upout�vek na zaj�mav� zdroje v �esk�m a anglick�m jazyce, ukon�it ke konci pr�zdnin. P�edem ��k�m, �e souhlas�m s t�m, �e droben� poznatk� t�kaj�c�ch se ICT a IM, m� sv� nev�hody. V dob�, kdy disciplina teprve formuje sv� p��stupy, obsah a strukturu, v dob� kdy sou�asn� s t�m v�t�ina praktik� hled� z�chytn� body pro dopln�n� sv�ch poznatk�, v�hody plynouc� z vy�len�n� d�l��ho t�matu mohou p�eva�ovat. Proto v�m nab�z�m tento nov� weblog a sou�asn� ��k�m, �e uv�t�m jak�koliv n�m�ty, kter� by specifikovali m�sto ��zen� informa�n� kvality v �ir��m kontextu informan�ho managementu.
Nov� weblog najdete na T�TO adrese.

Procesn� p��stup k ��zen� IT a ITIL

V �ervnov�m ��sle m�s��n�ku Professional Computing najdete bohatou nab�dku poznatk� z oblasti ITIL. Na 14-ti stran�ch je zde 6 cenn�ch p��sp�vk� v�novan�ch ITIL. Zde je alespo� seznam jejich n�zv�:
- Co je to ten ITIL?
- Procesn� p��stup k �izen� IT a ITIL
- Na technologii nez�le��, na slu�b�ch ano
- ITIL je zejm�na o lidech
- Spr�va a ��zen�
- Nov� verze ITIL v praxi.
Zaj�mav� je p�edev��m �l�nek v�novan� procesn�mu p��stupu k ITIL.

Nenechte si uj�t virtu�ln� konferenci k BPM

Vyrazit na konferenci a je�t� k tomu na t�ma BPM, je jist� p��n�m mnoh�ho z n�s. Ale "Florida je daleko" a ne ka�d� m� �as a pen�ze na cestu spojenou s ��ast� na takov� akci. Tak�e nev�hejte a prohl�dn�te si nab�dku t�mat VIRTU�LN� konference na t�ma: "Process Management and the Bottom Line".
D�l�� t�mata: BPM, BAM, Human Centric, ECM, Collaborative Platforms, Process Modeling, Business Benefits, Best Practices.
Co tom v�em ��kaj� sami organiz�to�i?
"Many organizations have adopted Business Process Management as an IT best practice. Confusion abounds, however, as to how enterprises can best benefit from this technology. This full day virtual conference will teach business and IT managers how to reap the financial and efficiency benefits of Process Management. Learn how to wield BPM, BAM, human centric workflow products, ECM, collaboration platforms, and process modeling to impact the bottom line."
Conference Agenda
- The View From The Field
� Is BPM Helping Companies Succeed?
- How putting BPM at the top of the stack helps the bottom line
- Business-Empowered BPM Implementation: Good for Business... and IT
- Panel Discussion: BPM in the Enterprise
Registrovat se budete na ka�d� d�l�� t�ma samostatn�. Konference je ji� z�tra - 18.6.2008!
Adresa k p�ihl�en�: ZDE-ZDE

The Discipline of Business Modeling

Auto�i p��sp�vku: Steve Baker and Cedric Tyler, opublikovali v roce 2005 na port�le BPMTrends pozoruhodn� �l�nek, kter� ani po 3 letech neztratil na v�znamu. Cituji z textu nejzaj�mav�j�� ��st:
"How do we create this discipline?
We propose that the discipline is comprised of the following four pillars � i.e., areas of study:
1) A Business Modeling Language: A �language� to describe the elements (elementalinformation components) of a business. The language must be complete, simple, and rule-based.It must have a syntax and semantics. It must be easily understood by a majority of the business.
2) Information Gathering/ Knowledge Harvesting Methods: A set of methods that describeshow to leverage the plethora of existing corporate information (including explicit, implicit andtacit), and convert or extract the elemental business information into the business modelinglanguage.
3) Language Application (or Re-use) Methods: A set of methods for using these businessinformation models for all corporate initiatives. Whether it is a strategy, a product, processimprovement, Sarbanes-Oxley compliance, or a new IT system � all corporate initiatives mustoperate from the same elemental understanding of the business as described in the businessmodeling language.
4) Business Modeling Suite (Automation): Finally, to truly leverage the complexity andinterrelatedness of the business information, we need to employ advanced technology to capture,store, analyze and use it."
Pln� zn�n� najdete na T�TO adrese.

Using process standards to improve business performance

Port�l www.bpminstitute.org opublikoval v roce 2007 p�edn�ku, kterou p�ednesla Dr. Linda Ibrahim, Chief Engineer for Process Improvement, z Federal Aviation Administration (FAA).
Pro �leny, t.j. pro hosty port�lu, kte�� se na n�m zaregistrovali (free), nab�z� port�l ke sta�en� jednak prezentaci ve form�tu PDF ( slajdy ) a ve form�tu MP3 audio-z�znam p�edn�ky.
P�edn�ka je uvedena na port�lu takto:
"Process standards embody collective thinking on best practices to improve the business. Are we using them? Are we using them wisely? This presentation will describe and compare various process standards and improvement approaches, and provide recommendations on ways to use them to accomplish a variety of business objectives."
Pln� zn�n� najdete na T�TO adrese.
Pro sv� studenty jsem ze slajd� sestavil slideshow. Webovou adresu slideshow sd�l�m na po��d�n� mailem.

CIO Forum 2008

CIO Forum 2008 se uskute�n� v Hotelu Diplomat, v Praze, dne 19.6.2008.
Po�adatel konference - Thomas Taylor - avizuje akci takto:
- Konference pro IT profesin�ly
- To nejlep�� z podnikov�ho IT na jednom m�st�
- Odborn� konference pro ty, kdo definuj� strategie
Agenda konference - n�zvy p�edn�ek:
- Informa�n� a komunika�n� technologie v �esk� republice
- eDOC, eCON,ePRO, eSET - zkratky, kter� v�m usnadn� pr�ci
- Jak zlep�it efektivitu outsourcingu
- Archivace dat - jde pouze o data?
- Jak efektivn� chr�nit sv� data
- Co si m�eme dovolit?
- Virtualizace - jeden z hlavn�ch proud� IT
- Elektronick� podpis v praxi
Akce je ur�ena pro odborn�ky tvo��c� strategii, specialisty p�ij�maj�c� rozhodnut�, pro IT odborn�ky v podnic�ch, IT konzultanty, Administr�tory server� a s�t�. V lo�sk�m roce byli mezi 120-ti ��astn�ky konference z�stupci firem: �koda Holding a.s., �esk� Po�ta, s.p�esk� republika - Ministerstvo obrany, Komer�n� banka,a.s.Asseco Czech Republic,a.s, Datanet Systems s.r.o. , Secunet s.r.o., Profinit, N�rodn� vzd�l�vac� fond, o.p.s.a dal��.
V�ce informaci najdete na T�TO webov� adrese.

The Importance of the Business Process Model

Dalo by se ��ci, �e je ten �l�nek je�t� "tepl�" - publikov�n byl 5. �ervna 2008, a stoj� opravdu za pozornost! Cel� n�zev �l�nku:
"Don't Underestimate the Importance of the Business Process Model to Your System Replacement ProjectBy". Autorem je Sandra Lusk.
Zde je p�r slov z �vodu:
"The reasons to replace an existing system may be technical in nature such as upgrading the platform or notice that key software will no longer be supported by the vendor. Or, it may be due to changing business conditions and the need to respond quicker in an increasingly more dynamic market and customer demands. In these cases, the decision to replace the system is often accompanied by a mandate that there be no change to the underlying business process. The intent being that the user will perform essentially the same tasks but with a different tool. This focus on the technology could lead to the assumption that analysis and documentation of the underlying business processes need not be performed".
Shrnut� �l�nku:
"To summarize, key considerations when doing a System Replacement project are:
- Business Process modeling is a value adding activity and should be planned for accordingly.
- Validate current state processes if they exist, create them if they don�t.
- Make sure you have the full picture by using a System Interaction model, Business Process model, Narratives and documented Business Rules.
- Involve the Business Users early.In order to support agile development, the underlying business strategy and business architecture must be well-defined and well-documented.
Pln� zn�n� �l�nku najdete ZDE-ZDE.

ABECEDA BPM

�BPM je v podstat� prvn� technologi� p��mo podporuj�c� spolupr�ci u�ivatel� IT a obchodn�k� na budov�n� aplikac� efektivn� integruj�c�ch lidi, procesy a informace.� T�mito slovy uv�d�j� t�i auto�i: Mark Cooper, Paul Petterson a Patrik Khudhur, sv�j �l�nek nazvan� ABECEDA BPM, kter� opublikoval �asopis Business World v lednov�m ��sle 2008. Pod n�zvem �abeceda� si zpravidla p�edstavujeme n�co jako v�znamov� slovn�k pro dan� obor. "ABECEDA BPM" zm�n�n�ch 3 autor� je pojata odli�n�. Neklade akcent na terminologii, ale na praktick� ot�zky souvisej�c� s vyu�it�m BPM. Auto�i si polo�ili 9 p�ev�n� velmi nal�hav�ch a aktu�ln�ch ot�zek, na kter� stru�n�, ale velmi v�sti�n� sami odpov�daj�. Jde o n�sleduj�c� ot�zky:
- Co je to BMP?
- Co� takhle mal� p��klad?
- Jak BPM zapad� do mozaiky podnikov�ch syst�m�?
- Jak� obchodn� procesy ( business procesy ) jsou nejvhodn�j��mi kandid�ty pro BPM?
- Jak� je vztah BPM a architektury orientovan� na slu�by (SOA)?
- Zn� sv�t BPM standardizaci?
- Co v�echno zahrnuje implementace BPM?
- Jak jsou v r�mci podniku organizov�ny projekty BPM?
- Jak zm��it a specifikovat n�vratnost investic z projektu BPM?
�l�nek kon�� t�mito slovy:
"Maximalizace n�vratu investic z projektu nasazen� BPM vy�aduje n�sleduj�c�:
- zvolit za c�le spr�vn� procesy
- sestavit vhodn� slo�en� projektov� t�m
- dr�et se iterativn� metodiky
- soust�edit se na obchodn� ( business) c�le. Ty budou poh�n�t dal�� vylep�en� a zvy�ovat m�ru zapojen� u�ivatel�."

Organiza�n� struktura a procesy

N�kte�� zast�nci procesn�ho ��zen�, kter� se mnohde rozv�j� v nerovn�m z�pase s funk�n�m ��zen�m, jsou nep��znivou situac� �asto natolik rozlad�ni, �e se uchyluj� k nads�zkam ve smyslu "organiza�n� struktura - nep��tel proces�". Velmi bych se p�imlouval k hlub��mu promy�len� pojmu organiza�n� struktura. Nads�zky jsou sice b�n�m zp�sobem zd�razn�n� v�znamu ur�it� postoje. V ur�it�ch situac�ch v�ak mohou v�st k nedorozum�n�m, p��padn� i ke �kod�m. Zav�d�n� procesn�ho ��zen� toti� ( na prvn� pohled trochu paradoxn� ), vyvol�v� pot�ebu promy�len�ho rozhodov�n� i o ot�zk�ch, t�kaj�c�ch se organiza�n�ch struktur firem a instituc�. Promy�len�, modern� organiza�n� struktura, m�e velmi siln� procesn� ��zen� podpo�it. Sv�m upozorn�n�m nem�n�m sni�ovat v�znam kritick�ho p��stupu k negativn�m dopad�m funk�n�ho pojet� org. struktury. Ale organiza�n� struktura nen� jenom funk�n� ��zen�! A nav�c, v �ad� organizac� st�le z�st�vaj� ostr�vky, kde m� ( alespo� nyn� ) funk�n� ��zen� sv� opodstatn�n�. Jako autor rozs�hl� studie o pru�n�ch org. struktur�ch (z r. 1975 ), jsem fandou modern� organizace a modern� formy ��zen� pr�ce v inovativn�ch t�mech. V nej�sp�n�j��ch firm�ch "nezlikvidovali" org. strukturu, ale inovovali ji tak, aby co nejv�c podporovala procesn� ��zen�. Modern� organiza�n� struktura, jej�m� posl�n�m je m.j. podpora ��innosti procesn�ho ��zen�, je v�sledkem n�ro�n�, c�lev�dom� pr�ce odborn�k�. Procesy nejsou ve vzduchopr�zdnu a chaos ve firm� je cestou do pekel.

BPM na rusk�ch port�lech

Soust�edil jsem sadu odkaz� na pozoruhodn� webov� zdroje v�novan� BPM v rusk�m jazyce. Postupn� je budu dopl�ovat a t��dit. Ukazuje se, �e stoj� za to porozhl�dnout se i "za hranice" anglicky mluv�c�ch �i p��c�ch port�l�. V n�m�in�, francouz�tin�, ru�tin� atd., je toho mnoho, co n�m na prvn�ch str�nk�ch sv�ho v�b�ru Google.com oby�ejn� neuk�e.
Rozcesn�k na rusk� str�nky najdete na adrese www.akamonitor.cz/aka-ru.htm.

Modelov�n� a zdokonalov�n� proces�

Ve dnech 26. - 27. kv�tna 2008 jsem se v Praze z��astnil kurzu po��dan�ho firmou LBMS. T�ma kurzu bylo "Modelov�n� a zdokonalov�n� proces�". S obsahem a pojet�m kurzu se m�ete sezn�mit na port�lu firmy LBMS na T�TO adrese.
Kr�tkou slideshow, sestavenou z fotografi� po��zen�ch na �kolen� a z n�kolika vybran�ch slajd� prom�tan�ch b�hem p�edn�ky, najdete na port�lu AKA MONITOR na T�TO adrese.

Zkuste si rusk� port�l BPMS.ru

Na rusk�m port�le v�novan�m BPMS (BPMS.ru), najdete �l�nek, kter� je kvalitn�m konspektem obsahu zaj�mav�ho pojedn�n�. Co ��k�te tomu, zkusit si jednou pro zm�nu rusk� zdroj? Uji��uji V�s, �e p�i n�v�t�v� port�lu BPMS.ru budete stejn� p�ekvapeni, jako jsem byl j�, kdy� jsem se na jeho adresu poprve dostal d�ky Googlu. Cht�l jsem d�t do t�to zpr�vy ochutn�vku rusk�ho textu, ale bohu�el blogger byl z toho pon�kud zmaten, tak�e to mus�m �e�it obr�zkem:
Zde m�te ochutn�vku - jde o n�zvy "p�t� P" z teorie BPM:


Cel� text v ru�tin� najdete na T�TO adrese.
Ob�v�te se, �e by to pro v�s bylo p�ece jenom trochu moc? Netrouf�te si to otev��t?
M�m tu pro v�s motivaci. Pro ty z v�s, kdo si str�nku s textem v ru�tin� otev�ete, prozrazuji, �e na konci rusk�ho textu je odkaz na str�nku s origin�ln�m �l�nkem v angli�tin�.
Rozhodl jsem se prohl�dnout rusk� port�ly v�novan� procesn�mu managementu d�kladn�ji, proto�e, jak se m�ete sami p�esv�d�it na BPMS.ru, obsahuje - krom� p�vodn�vch text� v ru�tin� - bohat� sady odkaz� na cenn� zdroje v nejr�zn�j��ch jazyc�ch.

BPM: The Right Way to Do It

BPM: JAK TO D�LAT SPR�VN�. Na n�e uveden� adrese najdete pln� zn�n� pozoruhodn�ho �l�nku, publikovan�ho na port�lu BPTrends. Autorem je Smita Sharma. V �vodu k �l�nku se do�tete:
"IntroductionBPM is really all about managing processes, the people who are the �doers� of the process, andthe systems that help them achieve what they do. Ironically, more often than not, one tends toassociate BPM with the technology which helps manage processes better. A question of �Do youhave a BPM-enabled organization?� may result in triumphant nods and the detailing of the recentimplementation of a BPMS. However, there exists today a clear gap between the business viewof BPM and the IT view of BPM that often leads to failed BPM endeavors. BPM is a discipline thathelps an organization achieve rigor, agility, and control across enterprise wide processes. Thismay or may not be enabled by technology, but, if enabled, it makes process managementsimpler. The problem arises when BPM initiatives are driven from the IT perspective with no focuson strategic alignment, vision, and a value derivation. BPM then ends up being anotherapplication in the IT ecosystem, which is exactly what it should not be."
Pln� zn�n� �l�nku najdete na T�TO adrese.