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By GSMIweb on 23-Mar-10 14:35.

Design to Align: The Key Component in BPM Success By Simon Tucker and Ron Dimon | Apr 17, 2009 The cleanest data, the latest tools, and the most advanced infrastructure can't guarantee success for your BPM project if it's out of synch with the organization at large. Here's how to get your ducks in a row. The word "alignment" may have lost some of its value in business conversations through overuse lately, but for business performance management (BPM) projects, the requirements that it denotes remain essential. The Random House Unabridged Dictionary defines alignment as "a state of agreement or cooperation among persons, groups, etc., with a common cause or viewpoint." It's easy to see how BPM enables this "state." Ideally, BPM provides an environment of cooperation (for purposes of modeling, planning, and reporting and analysis) that supports agreement (one version of the truth) among the various persons and groups within the organization. And it helps those users take action in pursuit of their "common cause": achieving performance targets, executing company strategy, and delivering value to stakeholders.
By GSMIweb on 23-Mar-10 12:52.

Avid readers of BPM Express will recall that in the fall of 2007 Microsoft debuted PerformancePoint Server amid much fanfare. The business performance management (BPM) market was roiling from the year's rampant M&A activity, and the entry of behemoth Microsoft got a lot of attention. The company seemed to be serious about becoming a player. Even in its first version, PerformancePoint encompassed a comprehensive approach to BPM. It included data visualization and dashboard functionality, which Microsoft purchased through its acquisition of ProClarity, and it included a planning and reporting platform that Microsoft spent several years developing. The company sounded a populist note in its PerformancePoint promotions. It claimed that the BPM suite, which fell under the wide Office umbrella, would expand the scope of BPM beyond finance, bringing it to desktops throughout the organization. That was an attractive idea, but the shine wore off pretty fast.


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