Reduce the Risk of BPM Project Failure with a New Approach to Project Management
Or, if you're already a Process Excellence member, sign in below to view this content. Sign In to Watch Become a member to Watch
Introducing Wagile – an approach that combines the best of Waterfall and Agile to deliver project success
There are two very different sides to a BPMS/BPM project – the business operation side and the supporting technology side. To date, the focus of formal project management approaches has mainly been on the technology side. But now business managers are looking for ways to reduce project duration while increasing control and overall solution flexibility.
How can you simultaneously increase control and flexibility and reduce timelines?
That’s where Wagile comes in – a hybrid that you get when you cross Waterfall and Agile, the two main approaches to controlling projects. The true power of Wagile is found when it is used from a business perspective to increase BPM project understandability, align everyone on the business and technology sides to the desired outcome, increase control and offer greatly increased low risk flexibility.
Dan Morris, PEX columnist and Jim Sinur, formerly of Gartner Research, have been working on this evolution and have discovered how Wagile can be used to improve BPMS/BPM project outcome and reduce the risk of failure.
In this webinar you will:
- Learn the traditional methods of managing BPM Projects and understand their limitations
- Explore what Wagile is and how you can use it in your organization to reduce the risk of BPM Project failure
- Get practical ideas and advice on how to avoid the common pitfalls of BPM projects and ways Wagile will help you avoid them
Dan has over 25 years of experience in business and IT operation transformation and management. He is currently serving as a Managing Principal for Wendan, Inc. Wendan is a BPMS methodology and consulting firm offering the ADDI (Architect, Design, Deploy, Improve) BPMS methodology. ADDI is the first vendor neutral BPMS methodology and is designed to provide consistency while allowing each project team to customize it to fit the size, complexity and requirements of the project. The methodology provides instructions detailing the activity to be performed in the tasks, the data that is needed and the deliverables of tasks.
Dan has served as the US Practice Director for BPM/SOA consulting at Capco, as the US Practice Director for Business Transformation for Insurance, Healthcare and Life Sciences at Infosys Technology, as an Executive Consultant for IBM, and as a CIO. He is the author of three books on Business Transformation and over 50 papers and articles. Dan has spoken at over 25 conferences – including the first Gartner Business Process Management Summit. Dan holds a BS in Geology and has Certified Business Process Management Professional (CBPP) and Certified Business Architect (CBA) certifications.
Dan has also been a guest lecturer at the University Of Illinois School Of Business and served on the Forrester International BPM Council.
Jim Sinur is an independent thought leader in applying business process management (BPM) to innovative and intelligent business operations (IBO). His research and areas of personal experience focus on business process innovation, business modeling, business process management technology (iBPMS), process collaboration for knowledge workers, process intelligence/optimization, business policy/rule management (BRMS), and leveraging business applications in processes.
When with Gartner, Mr. Sinur was critical in creating the first Hype Cycle and Maturity Model, which have become a hallmark of Gartner analysis, along with the Magic Quadrant. He has been active in the rules, data and computing communities, helping shape direction based on practical experience. Mr. Sinur has vertical industry experience on the investment and operational sides of the insurance and financial services.
Prior to joining Gartner, Mr. Sinur was a director of technologies with American Express, where he worked on a large, industrial-strength, model-driven implementation of a business-critical merchant management system. This system is still active in the merchant retention and support functions for American Express. His responsibilities there included architecture, advanced development technologies and data/database administration.