| BPM Is Strategic, So CIOs Must Be Strategic BPM can impact the entire organization. Rapid changes inside organizations and within markets require agile IT organizations that can not only accommodate this change but also help lead it. CIOs need to think differently. BPM Is Broad, So CIOs Must Be Prepared BPM systems touch many topics, including process management, measurement, compliance, security, integration of multiple quality and process frameworks, visualization, knowledge management, collaboration, and corporate culture. Getting the many facets of BPM right is critical for success. | "BPM determines the key forces within and around the enterprise that create success and, through the correct use of information technology, allows the enterprise to better monitor, predict, and manage those forces." - Vince Kellen, Guest Editor
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Next IssueThe Politics of IT Management Guest Editor: Robina Chatham | ||
With the introduction of Sarbanes-Oxley, companies have a renewed -- albeit forced -- interest in quality controls, auditing standards, and documented processes, all of which generate performance management data. One could argue that the ground is fertile for continued development of business performance management (BPM). Or is it? Join us in this issue for a debate on the state of BPM systems. In this issue, we'll discuss best practices for successful IT BPM, take a look at the art of data visualization, consider the role of the CIO, and more!
