The purpose is to present the main results obtained by BES through the implementation of the BPM concepts and technologies to its business processes. It will be presented the whole project since the definition of strategic objectives for BPM area to its practical implementation in technological and business perspectives.
In view of the challenge to comply with MiFID – Market in Financial Instruments Directive – requirements by November 2007, infoCaja began the process to select a BPM technology so that its affiliate banks could adapt as soon as possible to the regulations. They wanted an agile and efficient business solution that would also support evolution of the guidelines in the long term. In just 5 weeks, infoCaja were up and running with a MiFID compliant solution.
MSF – Moniz da Maia, Serra & Fortunato – Empreiteiros, S.A.
This case study exposes how Business Process Management was used to promote efficiency by focusing a successful project in the construction sector. The presentation deals with the challenges these kinds of projects generally present and what approaches were used to overcome constraints and effectively meet customer needs.
The session will also describe the IT solution, the benefits achieved and the next steps.
Market dynamics and regulatory needs have pushed Real Seguros to address some inherent challenges concerning cultural environments, new operational needs and organizational roles. This presentation discusses how a Business Process oriented approach has enabled the organization to build a Corporate Information Repository allowing Real Seguros to address:
Giuseppe LOPANE, Production Manager, Business Unit Furnishings & Accessories, Natuzzi spA, Italy
Natuzzi is an international manufacturer of top quality furniture, including sofas, armchairs and living room accessories. Based in Italy, the company’s growing number of worldwide suppliers from India to Brazil, from Indonesia to Vietnam, required optimization and streamlining of its outdated supply chain processes.
Robert Matthe, General Manager, STA, Belgium
BPM is not only for big companies. It can be implemented in a small enterprise (SME). But this requires special efforts. More than in big enterprises management should believe than BPM, ISO and Continuous Improvement Methodologies are only the tools to achieve the goals and targets of the chosen strategy.
Herminio Tavares, Marketing & Sales Director, OCP Portugal (CELESIO Group), Portugal.
This case presents a global project to implement a new continuous improvement philosophy. Initially the business process architecture was defined based on interactive sessions in a top down approach. The medium and short-term objectives and indicators were set and deployed to the processes level.
Carlos Miguel Teixeira Gama, Director of Services of Planning and Administration, Environment Regional Department of Madeira, Portugal.
Aiming at an increased efficiency and effectiveness of public organizations, an intranet of services was implemented at DRAmb, which supports all horizontal and vertical business processes, as a way to speed and automate internal processes, as well as the service provided to citizens.
Ramiro Agraz Soto Largo, WebSphere, Portugal, Greece, Turkey and Israel
CISEM is an Integrated Center of Security and Emergency for the Madrid Mayor. This department gives services to the citizens using the latest technologies in process management, giving quick response to the urgency and medical situations, mobility of the police, coordination with other centers and groups dedicated to the health.
José Vieira de Almeida and João Günther Amaral, Sonae Distribuição (SD) Portugal
The paper presents the experience of the implementation of workflow technology in Sonae
Distribuição (SD), the largest retailer in Portugal. Started in the late 90s, motivated by the challenge to take advantage of the best technologies available, SD´s experience involves more than 23 automated processes covering virtually all business areas.
Ram Dixit, Vice President - Architecture Consulting, Satyam Computer Services Ltd., India
Mobile Communication has revolutionized the way people conduct their business today. The mobile user growth has surpassed that of the landline telephone subscribers. This has created a tremendous pressure on the enterprises to transform their business processes to work closely with communication services.
Jon Omund Revhaug, Senior Business Advisor, Telenor Nordic Operations, Norway.
This case study illustrates the approach taken by Telenor to establish a new network infrastructure rollout organization and a supporting IT system. The approach is based on the idea of a portfolio of standardized infrastructure products and automated business processes supporting all types of infrastructure networks (IP, mobile, fixed and cable TV) in a convergent fashion and also including integration of partners in the process to supply the civil engineering work necessary to build a telecommunications network.
