Wayne Snell, Senior Director of Marketing | February 22nd, 2010
Next week at the Gartner Business Process Management Summit in London, three Lombardi customers will be on hand to share their BPM success stories. The two-day conference is being held at the Lancaster Hotel from March 1-2, 2010.
Time: Monday, March 1, 14:30 – 15:00 in Westbourne 3
Time: Monday, March 1, 15:25 – 16:05 in Westbourne 1
Time: Tuesday, March 2, 11:50 – 12:30 in Westbourne 1
Additionally, Jim Rudden, our global VP of marketing, will be participating in a Premier Sponsor panel discussion on the main stage. That panel, entitled “Speed Predicting,” is being moderated by Daryl Plummer, Managing VP and Gartner Fellow & Jim Sinur, Research VP, Gartner. The panel format is guaranteed to be unlike any you’ve seen in the past, so you won’t want to miss it.
Time: Monday March 1, 11:30 – 12:00 in Wesbourne 3.
While you are at the conference, come by to meet the Lombardi team as well as our new IBM brethren in the Solution Showcase located in the Nine Kings Suite on the ground floor of the hotel. As an added treat, we will be serving a sampling of Champagne, Chocolate and Strawberries on Monday night.
We hope to see you there!
Kelvin King, Senior Product Manager | January 19th, 2010
What separates a good university masters degree program from a great one? I believe it can be summed up in 3 key factors:
- Expert instructors, who are actively working in their field.
- A curriculum with a strong practical focus.
- Perspectives drawn from a broad range of real world experience.
These same 3 key factors were core design principles for our Level 2 BPM Developer course – which takes good BPM Developers and helps them transform into master BPM Developers.
Most of our customers have learned how to build successful process applications, but they are still unclear on how to best leverage Teamworks to address their more complex application requirements. They want to know how to design, architect and implement very robust process applications … how to master the use of Teamworks.
That’s why Lombardi field mentors lead the instruction of our Level 2 class. Lombardi mentors are highly experienced implementation consultants that work shoulder-to-shoulder with customers – but as mentors their focus is on teaching the customer how to build the solution, rather than building it for them. Their mission is to build self-sufficiency in our customer teams and transfer knowledge about BPM best practices and implementation techniques.
Our mentors and consultants helped design a Level 2 BPM Developer curriculum with a strong practical focus. Through 6 half day instructional modules, we teach the most common complex requirement patterns encountered in the field and the best practices for addressing those patterns. The course topics and hands-on exercises are based on experience gained by Lombardi field delivery teams across hundreds of customer projects.
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In case you missed it, we published an article in the latest issue of Workforce Management that might be of interest. The article is entitled “A Simple Approach to Documenting your HR Process” and it is filled with statistics and tips for getting your HR processes documented and streamlined.
A recent study by Staffing.com revealed that 70% of applicants and 28% of hiring managers are dissatisfied with how their hiring processes work; and that is just one of the many critical processes in your company. Effective documentation of your HR processes can lead to impressive savings and a large reduction in your company’s overhead.
Optimizing your HR processes is critical for saving time, avoiding errors and reducing company overhead. The absolute best way to save time and money is through process documentation. If you are interested in finding out how to quickly document and streamline your key processes, there is a simple next step. Just click the link below to download the full white paper.
Get the White Paper: A Simple Approach to Documenting Your HR Process
Ready to start documenting your processes now? To effectively document your processes, you will need the right tool. Click here for a free trial of Lombardi Blueprint, the easiest process documentation tool on the market.
Crissy McCauley, Blueprint Marketing Program Specialist | December 21st, 2009
Rachel Pace-Maron, Director of Operations Support Service at PRC, was asked to document, standardize and communicate all of her company’s processes to help improve business processes across 15 domestic and 5 international call centers.
Rachel recently sat down with Jim Rudden, VP of Marketing with Lombardi to record a webinar on how Blueprint has helped her company restructure, document and standardize their processes. To listen to the full webinar, click here.
In the webinar, Rachel explains that one of the biggest challenges they faced was that everyone had their own way of doing things. Documents were in piles all over people’s desks and everyone was doing their processes differently. There was no standardization within their processes, which was costing them time and money. PRC needed to be able to take a narrative of their situation and see it in a visual manner.
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Brandon Baxter, Senior Product Marketing Manager | November 18th, 2009
Last week, the Financial Times (FT) digital business reporter Stephen Pritchard published a podcast interview with Toby Redshaw, the CIO of global insurance giant Aviva on the importance of business process management.
Aviva currently has 23 live BPM projects. One, the “Joiners, movers and leavers” system, tracks staff across their time with Aviva, from both an HR, and an information and systems access point of view. It was built in less than 12 weeks using Lombardi’s BPM tools.
In the podcast, Mr. Redshaw claimed that BPM is the single-most important technology he has seen for helping to improve the business in his 28+ years. We couldn’t agree more!
To listen to the entire interview (7:05), go here
Wayne Snell, Senior Director of Marketing | November 10th, 2009
I’m excited to announce that two of Lombardi’s financial services customers were selected as finalists in the 2009 Global Awards for Excellence in Business Process Management.
The first customer is Homeloan Management Limited (HML), a UK-based mortgage lender. They were selected for the strong case study results achieved while using BPM to streamline their Credit Management Processes. The second customer, Lincoln Trust Company (LTI), is based in Denver, CO. They achieved finalist status for implementing an enterprise wide BPM program that manages all strategic processes within the organization. LTI is especially proud of the measurable results of their program in the areas of driving processes to the web, reducing costs and risks, improving customer satisfaction, and completely turning around a damaged relationship between their IT and business organizations.
The prestigious Global Awards for Excellence in BPM, sponsored by WfMC, BPMFocus and BPM.com, are now in their 16th year and recognize user organizations that have demonstrably excelled in implementing innovative business process solutions to meet strategic business objectives.
We are proud to congratulate both HML and LTI for their achievements and for being named 2009 BPM Excellence Award finalists!
Fahad Osmani, Manager for BPM Consulting | September 23rd, 2009
As the manager of our BPM Consultants, I get to see literally dozens of interesting customer use cases. One particularly interesting insurance customer recently described an example of their business processes where the decision being made within the process is as important (actually even more important) than the speed at which the work is being done. That is quite an amazing testament to power of BPM when you think about it.
At Lombardi, we say this all the time. Obtaining useful data about the quality of decisions being made – as well as the patterns that drive those decisions – is the first step in realizing the promise of BPM.
However, in order for data to be turned into “wisdom,” I think it is important for companies to realize that it has to be viewed through three primary filtering principles. They are:
- Visibility – Show me information in a human-consumable format. It needs to provide details that can be understood by mere mortals.
- Analysis – Allow me to ‘twist and turn’ and ‘slice and dice’ the information views so that I can extrapolate information from the data and deduce higher-level knowledge as necessary.
- Control – Once I’ve seen, analyzed, and judged what the data is telling me, allow me to take some immediate action on the source of data (the process) in a way that lets me materially affect the outcome.
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I want to talk a little bit about what is, in my mind, the most interesting part of having exposure to BPM initiatives across a wide range of industries.
This is in fact one of the great advantages that we at Lombardi have as a pure-play solution provider, and it’s something we’re going to continue to capitalize on, especially from a services perspective. It’s also one of the things that I love most about my job – the opportunity to solve process problems in an array of different verticals, taking and sharing best practices and key learnings among them.
BPM folk love to talk about agility. And it is less and less a secret that BPM is one very important way that organizations can future-proof themselves against the inevitable. In today’s case, for example, it’s rising fuel prices, the mortgage meltdown, and unstable capital markets, each of which is having a unique effect on our customers.
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Wayne Snell, Senior Director of Marketing | September 16th, 2008
This short, 3-minute podcast features Peter Schoof, the editor of ebizQ, and Gene Rawls, VP of Continuous Improvement at Wells Fargo (a Lombardi customer). It was recorded last week at the Gartner BPM Summit in Washington, D.C., where Gene gave a talk titled “How Wells Fargo Built a Cross-Organizational BPM Capability.”
In the podcast, Gene goes over the three categories of gains that the company is pursuing with its BPM initiatives:
- Cost take-out, i.e. improving processes where the company doesn’t need to spend at the level at which it is currently spending
- Cost avoidance, i.e. where the company can avoid an expense altogether
- Revenue increase, which is self explanatory, but just as important as the other two categories, and in some cases even moreso
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Toby Cappello, Vice President of Professional Services | July 24th, 2008
The best description of “executive level buy-in” that I know of is only 7 letters long:
F-U-N-D-I-N-G
Maybe that doesn’t help you as much as you had hoped, so I’ll provide some additional color around this one. Funding is the absolute bottom-line when we talk about executive buy-in to a BPM initiative. But funding has to reflect the iterative approach, which means that the project isn’t over when the process is deployed. The project is really just getting started.
Funding has to map back to the methodology required to do the project right. It has to reflect all three phases of a proper BPM methodology. We’ve discussed this methodology on Process People before, and if you haven’t seen some of those posts, I recommend that you read one first!
In reality, executive buy-in also means you have to have an executive who’s willing to get up on a podium and endorse the process improvement program organization-wide. It means that the executive has to be willing to commit funding in every manner necessary – money, people, time and so on.
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