If you don’t have the resources to do all the back office processes internally, you can always choose to outsource these tasks.
In the past we have used a number of ways to outsource some of our backoffice processes – depending on how much additional resources we needed.
We have used Odesk and eLance for project based resources. These two companies are now merged into Upwork. ( https://www.upwork.com/)
For more permanent resources requirements we used a BPO service in manila: Microsourcing. ( http://www.microsourcing.com/ ) which has been aquired by Salmat.
A Google search shows a few other examples of outsourcing BPO services:
Back Office Pro takes a creative approach with its back office outsourcing services and delivers a range of services to its clients from across the globe.
Another example of a company that targets US companies for Manila based backoffice outsourcing. This company seems to be mainly focusing on voice services.
Whether BPO is suited for your business really depends on what you want to achieve. What are your goals and how important is it to you and your clients that your resources are employed locally or not.
Business process management (BPM) has been referred to as a “holistic management” approach to aligning an organization’s business processes with the wants and needs of clients
Business process management
BPM or Business Process Management is often referred to[by whom?] as ‘Management by Business Processes’
Business process management BPM life-cycle
Business process management activities can be grouped into six categories: vision, , modeling, execution, monitoring, and optimization.
Business process management Cloud computing BPM
Cloud computing business process management is the use of (BPM) tools that are delivered as software services (SaaS) over a network. Cloud BPM business logic is deployed on an application server and the business data resides in cloud storage.
Business process management Further reading
Roger Burlton (2001). Business Process Management: Profiting From Process. ISBN 0-672-32063-0
Business process management Further reading
James F. Chang (2006). Business Process Management Systems. ISBN 0-8493-2310-X
Business process management Further reading
Jean-Noël Gillot (2008). The complete guide to Business Process Management. ISBN 978-2-9528-2662-4
Business process management Further reading
Keith Harrison-Broninski (2005). Human Interactions: The Heart and Soul of Business Process Management ISBN 0-929652-44-4
Business process management Further reading
John Jeston and Johan Nelis (2008) Management by Process: A roadmap to sustainable Business Process Management. ISBN 978-0-7506-8761-4 and Business Process Management: Practical Guidelines to Successful Implementations (2006) ISBN 0-7506-6921-7
Business process management Further reading
Martyn Ould (2005). Business Process Management: A Rigorous Approach. ISBN 1-902505-60-3
Business process management Further reading
Howard Smith, Peter Fingar (2003). Business Process Management: The Third Wave.
Business process management Further reading
Andrew Spanyi (2003). Business Process Management Is a Team Sport: Play It to Win! ISBN 0-929652-02-3
Business process management Further reading
Mathias Weske (2012). ?Business Process Management: Concepts, Languages, Architectures (Second Edition)? ISBN 978-3-642-28615-5
Business process management Further reading
Marlon Dumas, Marcello La Rosa, Jan Mendling, Hajo A. Reijers (2013). ?Fundamentals of Business Process Management? ISBN 978-3-642-33142-8, 978-3-642-33143-5
Aspect-oriented software development Aspect Oriented Business Process Management (AOBPM)
However, current Business Process Management Systems do not support this kind of modelling.
Aspect-oriented software development Aspect Oriented Business Process Management (AOBPM)
Aspect Oriented Business Process Management (AOBPM) tries to support separation of cross-cutting concerns from the core business concerns. It defines a set of requirements and a formal model. This model is designed using Coloured Petri Nets (CPN).
Enterprise content management – Business process management
Business process management (BPM) goes a step further than workflow. Although the words are often used interchangeably, BPM aims to completely integrate all of the affected applications within an enterprise, monitoring processes and assembling all required information. Among BPM’s functions are:
Business process automation – Purchase of a Business Process Management solution with BPA extensions
The next section explains that a Business Process Management system is quite different from BPA
Operational Intelligence – Business process management
A business process management suite is the runtime environment where one can perform model-driven execution of policies and processes defined as BPMN models. As part of an operational intelligence suite, a BPM suite can provide the capability to define and manage policies across the enterprise, apply the policies to events, and then take action according to the predefined policies. A BPM suite also provides the capability to define policies as if/then statements and apply them to events.
Business Process Modeling – Business process management
As organizations strive for attainment of their objectives, business process management attempts to continuously improve processes – the process to define, measure and improve your processes – a process optimization process.
Complex event processing – Integration with business process management
Of course, rarely does the application of a new technology exist in isolation. A natural fit for CEP has been with business process management, or BPM.C. Janiesch, M. Matzner and O. Müller: A Blueprint for Event-Driven Business Activity Management, Lecture Notes in Computer Science, 2011, Volume 6896/2011, 17-28, BPM very much focuses on end-to-end business processes, in order to continuously optimize and align for its operational environment.
Business process management
(2010), [ www.bpm-handbook.com Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture] (International Handbooks on Information Systems) (Vol
BPM or Business Process Management is often referred to as ‘Management by Business Processes’
Business process management – Changes in BPM
Gong, Y. and Janssen, M. (2011). From policy implementation to business process management: Principles for creating flexibility and agility. Government Information Quarterly, 29 (Supplement 1), Pages S61-S71, Elsevier.
Service-oriented architecture implementation framework – Business process management
Business process management (BPM) considers systems and IT assets as activities or tasks that participate in well-coordinated and centrally orchestrated Business processes. Traditionally, the challenge of BPM is that while it is possible to construct processes that achieve integration goals, enterprises typically use BPM tools only at design time, modeling processes as they used to be or processes as they should be, but rarely processes as they actually are in the IT environment.
Business process management (BPM) has been referred to as a “holistic management” approach to aligning an organization’s business processes with the wants and needs of clients
Business process management
BPM or Business Process Management is often referred to[by whom?] as ‘Management by Business Processes’
Business process management BPM life-cycle
Business process management activities can be grouped into six categories: vision, , modeling, execution, monitoring, and optimization.
Business process management Cloud computing BPM
Cloud computing business process management is the use of (BPM) tools that are delivered as software services (SaaS) over a network. Cloud BPM business logic is deployed on an application server and the business data resides in cloud storage.
Business process management Further reading
Roger Burlton (2001). Business Process Management: Profiting From Process. ISBN 0-672-32063-0
Business process management Further reading
James F. Chang (2006). Business Process Management Systems. ISBN 0-8493-2310-X
Business process management Further reading
Jean-Noël Gillot (2008). The complete guide to Business Process Management. ISBN 978-2-9528-2662-4
Business process management Further reading
Keith Harrison-Broninski (2005). Human Interactions: The Heart and Soul of Business Process Management ISBN 0-929652-44-4
Business process management Further reading
John Jeston and Johan Nelis (2008) Management by Process: A roadmap to sustainable Business Process Management. ISBN 978-0-7506-8761-4 and Business Process Management: Practical Guidelines to Successful Implementations (2006) ISBN 0-7506-6921-7
Business process management Further reading
Martyn Ould (2005). Business Process Management: A Rigorous Approach. ISBN 1-902505-60-3
Business process management Further reading
Howard Smith, Peter Fingar (2003). Business Process Management: The Third Wave.
Business process management Further reading
Andrew Spanyi (2003). Business Process Management Is a Team Sport: Play It to Win! ISBN 0-929652-02-3
Business process management Further reading
Mathias Weske (2012). ?Business Process Management: Concepts, Languages, Architectures (Second Edition)? ISBN 978-3-642-28615-5
Business process management Further reading
Marlon Dumas, Marcello La Rosa, Jan Mendling, Hajo A. Reijers (2013). ?Fundamentals of Business Process Management? ISBN 978-3-642-33142-8, 978-3-642-33143-5
Aspect-oriented software development Aspect Oriented Business Process Management (AOBPM)
However, current Business Process Management Systems do not support this kind of modelling.
Aspect-oriented software development Aspect Oriented Business Process Management (AOBPM)
Aspect Oriented Business Process Management (AOBPM) tries to support separation of cross-cutting concerns from the core business concerns. It defines a set of requirements and a formal model. This model is designed using Coloured Petri Nets (CPN).
Enterprise content management – Business process management
Business process management (BPM) goes a step further than workflow. Although the words are often used interchangeably, BPM aims to completely integrate all of the affected applications within an enterprise, monitoring processes and assembling all required information. Among BPM’s functions are:
Business process automation – Purchase of a Business Process Management solution with BPA extensions
The next section explains that a Business Process Management system is quite different from BPA
Operational Intelligence – Business process management
A business process management suite is the runtime environment where one can perform model-driven execution of policies and processes defined as BPMN models. As part of an operational intelligence suite, a BPM suite can provide the capability to define and manage policies across the enterprise, apply the policies to events, and then take action according to the predefined policies. A BPM suite also provides the capability to define policies as if/then statements and apply them to events.
Business Process Modeling – Business process management
As organizations strive for attainment of their objectives, business process management attempts to continuously improve processes – the process to define, measure and improve your processes – a process optimization process.
Complex event processing – Integration with business process management
Of course, rarely does the application of a new technology exist in isolation. A natural fit for CEP has been with business process management, or BPM.C. Janiesch, M. Matzner and O. Müller: A Blueprint for Event-Driven Business Activity Management, Lecture Notes in Computer Science, 2011, Volume 6896/2011, 17-28, BPM very much focuses on end-to-end business processes, in order to continuously optimize and align for its operational environment.
Business process management
(2010), [ www.bpm-handbook.com Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture] (International Handbooks on Information Systems) (Vol
BPM or Business Process Management is often referred to as ‘Management by Business Processes’
Business process management – Changes in BPM
Gong, Y. and Janssen, M. (2011). From policy implementation to business process management: Principles for creating flexibility and agility. Government Information Quarterly, 29 (Supplement 1), Pages S61-S71, Elsevier.
Service-oriented architecture implementation framework – Business process management
Business process management (BPM) considers systems and IT assets as activities or tasks that participate in well-coordinated and centrally orchestrated Business processes. Traditionally, the challenge of BPM is that while it is possible to construct processes that achieve integration goals, enterprises typically use BPM tools only at design time, modeling processes as they used to be or processes as they should be, but rarely processes as they actually are in the IT environment.
The Business Process Management Toolkit contains presentations, templates, and essential resources:
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Presentations can be used to educate, as the basis for management presentations, or when making business cases for Business Process Management implementation.
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Supporting documents and assessments that will help you identify the areas within your organization that require the most activity in terms of change and improvement.
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
The additional information will enable you to improve your organizations methodology knowledgebase.
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
A Quick Look Inside-This Accomplished Toolkit Contains:
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Presentation 1-Toolkit Introduction Business Process Management
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Presentation 2-BPM and Workflow Software
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Presentation 3-Avoiding Disaster: your first BPM Project
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Presentation 4-Value and Benefits: make your case for BPM
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Presentation 5-BPM and ROI
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Presentation 6-BPM Continual Improvement
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Toolkit Roadmap
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Align Roles and Responsibilities to Make BPM Work
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
BPM-Design for Workflow and Rules Management Systems
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
BPM Architecture Considerations
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
BPM Benefits Checklist
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Business Process Management-how to scale your process Documentation Initiative
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Business Process Modeling Notation
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Business Process Modeling Overview
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Example Common Business Objectives-BPM
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
KPIs (Key Performance Indicators)
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Perform Business Continuity and Disaster Recovery via Business Process Management and Other Software Tools
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Project to Program
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
RACI Methodology and BPM
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
The Business Process Model
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
The Integration of Knowledge Mapping into Existing Business Processes
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Case Study
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Business-Process-Model-Medicare Australia
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Medicare Case Study Example
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Bonus Material
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Simple Six Sigma Calculator
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Six Sigma-Short Overview
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Six Sigma Defining Requirements
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Six Sigma Factsheet
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Six Sigma Presentation
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Six Sigma Starter Kit Document
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
Purchase the Business Process Management Toolkit Risk Free Today!
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
The instant you purchase the collection, the factsheets, presentations, and tools included above will be available to you through a simple download!
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
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The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
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The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
in certain scenarios. That is why we give you the results without you having to do all the legwork; we do the research, the analysis, and the collating of information we find.All you have to do is take the outcome of all that work and use it as part of your project-to make it unique to your job, project, or task at hand in a way that only you can do.
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
This is nothing like you have seen before. The Art of Service has cracked the code and has supplied you with the smarter approach to business management!
The Business Process Management Toolkit- Practical Guidelines to Successful Implementations
There are a lot of Business Process Management (BPM) software packages around – most of which present almost identical features but at the same time, a touch of uniqueness in them as certain functions integrated with some set them apart from the rest. This is the reason why it is a bit challenging to categorize BPM software, but nonetheless, here are the three software types with functions that are innate in almost all BPM packages.
(a) Workflow-based applications This software type suggests how processes can be efficiently delegated to automated systems and team members. To get this done, a workflow software requires a detailed map of existing business processes and these are then carefully evaluated to take on the task of automating certain steps to deliver optimum results and performance, hence increasing customer satisfaction. However, since a workflow software is applied to a fix process, making certain adjustments or improvements on it may not be permitted.
(b) Efficiency monitoring software Determining the weak link that makes the process chain ineffective or unsuccessful is the main goal of this type of BPM software. This is accomplished by carefully monitoring the process from start to finish, possessing built-in application programming interfaces (APIs) to connect with any enterprise system during the course of a business process. Identifying such constraints will make it easier for the management to find methods of overcoming them through a series of careful strategic planning.
(c) Enterprise Application Integration (EAI) tools This is a combination of both workflow-based and efficiency monitoring software applications. This tool use APIs to extract information from various systems that will result to an increase in the level of efficiency of business processes.
