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		<title>BPMEnterprise.com Discussion Forum</title>
		<link>http://www.bpmenterprise.com/forum/</link>
		<description>Business Process Management Discussion Forum at BPMEnterprise.com</description>
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    <lastBuildDate>Sun, 11 May 2008 02:29:08 GMT</lastBuildDate>
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			<title><![CDATA[Re: BPM for Construction Projects at Electric Utility]]></title>
			<description><![CDATA[What kind of information/help are you looking for ? 
I have been working as a consultant&amp;nbsp;in the utility&amp;nbsp;industry for many years with exposure to&amp;nbsp;asset management&amp;nbsp;business processes covering engineering design and construction. I also&amp;nbsp;specialize in developing&amp;nbsp;applications on BPM platform.]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=871</link>
			<pubDate>Fri, 2 May 2008 05:58:15 GMT</pubDate>
			<postedBy><![CDATA[AJ]]></postedBy>
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			<title><![CDATA[Re: BPM for Construction Projects at Electric Utility]]></title>
			<description><![CDATA[Hi Michelle,
I work for an electrical distribution and contracting company in NZ. We have only recently started to do what you would call an end to end process mapping for most of our processes and are looking at using MS Sharepoint Server as the repository for sharing the information.. though still in its infancy stages we&apos;re looking at using MSVisio 07 as the system to use for documenting and then MOSS as the end product for hosting all this documentation.
Hope this helps]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=870</link>
			<pubDate>Fri, 2 May 2008 01:37:40 GMT</pubDate>
			<postedBy><![CDATA[Deba]]></postedBy>
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			<title><![CDATA[Re: BPM and ERP]]></title>
			<description><![CDATA[Hi Romesh
I&apos;m also looking for information about&amp;nbsp;such a &amp;nbsp;topic. Could you tell me if you get any papers?
&amp;nbsp;
Thanks a lot]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=869</link>
			<pubDate>Mon, 28 Apr 2008 17:04:34 GMT</pubDate>
			<postedBy><![CDATA[fguilmin]]></postedBy>
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			<title><![CDATA[Re: Games]]></title>
			<description><![CDATA[You don&apos;t have to limit these games to manufacturing either, I created one for order processing in my organisation.&amp;nbsp; Essentially you just need to take a process that you know has scope for improvement, add a bit more confusion if necessary and then write instructions for each person involved in the process.&amp;nbsp; Then in your training get the team to first simulate the bad process and then go through the steps to improve it.]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=867</link>
			<pubDate>Mon, 28 Apr 2008 12:18:45 GMT</pubDate>
			<postedBy><![CDATA[Jules]]></postedBy>
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			<title><![CDATA[Re: Games]]></title>
			<description><![CDATA[Well, it depends what type of game.
IBM recently launched Innov8, a one player computer game, to get to know BPM, with a lot of focus on BPM technology.
Besided that, there are plenty of process games, to play as a group of people. Usually these games help to make people aware of the importance of process and the type of improvement decisions people can make, based on, for instance, lean approaches. 
A simple game could be to set up a &quot;production chain&quot; where people perform tasks, using dices to determine if they are done with the task (different tasks have different delays). By setting up some type of process with non value added and non balanced (Hijunka) tasks, a suboptimal process is simulated with the group. Measure through put and lead time. Now ask the group to come up with improvements - cutting tasks, leveling tasks, adding or moving or removing resources and perform the simulation again, with the same input/timing.
Hope this helps,
Roeland Loggen
process-transformation.blogspot.com
&amp;nbsp;]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=866</link>
			<pubDate>Sun, 27 Apr 2008 19:23:01 GMT</pubDate>
			<postedBy><![CDATA[Roeland Loggen]]></postedBy>
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			<title><![CDATA[Re: Too Small or Too Big]]></title>
			<description><![CDATA[I greatly appreciate your comments. Looking at things in terms of time (when last analyzed/re-worked) has proven very valuable in only one short week! It&apos;s amazing what can happen when everyone starts speaking the same language.
Thank you.]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=865</link>
			<pubDate>Sun, 27 Apr 2008 05:18:32 GMT</pubDate>
			<postedBy><![CDATA[goldilocks]]></postedBy>
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			<title><![CDATA[Games]]></title>
			<description><![CDATA[Are there any BPM games? I&apos;m planning a group presentation to &quot;sell&quot; making BPM a regular part of our company. As the group will include a range of age and experience levels, I was thinking that if I had a good game that might level the playing field and get us all to see its benefit.
Even if it&apos;s not a BPM game, if someone has an idea for a more common game that could be geared toward &quot;explaining&quot; the value of BPM, I&apos;d be grateful.
Thank you for your time.
Abbie E.]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=864</link>
			<pubDate>Sat, 26 Apr 2008 05:12:41 GMT</pubDate>
			<postedBy><![CDATA[Abbie E.]]></postedBy>
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			<title><![CDATA[Re: BPM for Construction Projects at Electric Utility]]></title>
			<description><![CDATA[Not a utility, but found Savvion BusinessManager useful with assets. Good luck!]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=863</link>
			<pubDate>Fri, 25 Apr 2008 05:00:36 GMT</pubDate>
			<postedBy><![CDATA[24/7]]></postedBy>
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			<title><![CDATA[BPM for Construction Projects at Electric Utility]]></title>
			<description><![CDATA[I work for a utility on a project&amp;nbsp;that will implement a&amp;nbsp;work and asset managment&amp;nbsp;system.&amp;nbsp; I am looking&amp;nbsp;for other utilities that have used similar applications for&amp;nbsp;new substation, transmission, and distribution construction.&amp;nbsp;&amp;nbsp;&amp;nbsp;
I am also a master&apos;s in construction management student considering a thesis topic related to BPM in construction.&amp;nbsp; Please respond if you have experience with BPM in construction, especially if it is in the utility industry.&amp;nbsp; Thank you.]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=862</link>
			<pubDate>Thu, 17 Apr 2008 00:34:52 GMT</pubDate>
			<postedBy><![CDATA[Michelle]]></postedBy>
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			<title><![CDATA[Re: Too Small or Too Big]]></title>
			<description><![CDATA[PS: Something that I should have perhaps mentioned:
For a small project, take a brief (Scoping level) look at the annual savings for the process.&amp;nbsp; In the initial stage of looking at a project estimate than annual savings.&amp;nbsp; A project with a low annual savings is likely not worth tackling first.&amp;nbsp; Rule of thumb I was provided:&amp;nbsp; I am expected to work on projects during the year that will result in annual savings of at least 10 times my salary.
Your efforts are best spent on bigger projects -- why expend $10K to save $5K per year, especially if that same effort on a different project can save $100K per year.&amp;nbsp; Personally I have been directed from above to work on some pretty small projects, apparently for non-tangible reasons.&amp;nbsp; See if it might be feasible to have a steering committee created that will help prioritize projects.
Good luck!]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=861</link>
			<pubDate>Mon, 14 Apr 2008 21:49:45 GMT</pubDate>
			<postedBy><![CDATA[Eugene Lanning]]></postedBy>
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			<title><![CDATA[Re: Too Small or Too Big]]></title>
			<description><![CDATA[Just my personal thoughts:
When considering a project, also make in inquiry as to when the process began as it is today -- When was it last changed?-- and find out when the previous change was made.&amp;nbsp; In reality persons are likely to state that the process does not change much.&amp;nbsp; In reality I look at the frequency of the changes and then get a mental estimate of how long it will take to improve the process.&amp;nbsp; If the improvement time is greater than the average life of the process I consider that the improvement effort will likely fail because my solution will be for a process that no longer exists.&amp;nbsp; Alternatively, I will try to estimate the potential for some quick fixes that will help stabilize the process so that solutions that take longer will still be applicable.
Another factor to consider is the estimated time to implement a solution.&amp;nbsp; My experience is that improvement teams will begin to loose momentum/interest after about 3 to 4 months.&amp;nbsp; If your estimate of the project is that long, or longer, beware.&amp;nbsp; Each project has phases (Define, Measure, analyze, improve, etc), but do not try to just get a new team for each phase of a single long project.&amp;nbsp; Rather look at the overall problem and break it down into smaller projects, each that leads to a final project that is done in under 3 months.&amp;nbsp; Your teams will be better for it.
As to a project that is too small.&amp;nbsp; Really consider if you need a team to accomplish what you need to accomplish -- would so old fashioned networking do just fine?&amp;nbsp; If so, do not assemble a team but do ensure that you are communicating with all involved.&amp;nbsp; Also, consider that a small project to be a good project to assign as a first project to a new trainee.&amp;nbsp; Help them with the small project, letting them learn so that they gain confidence for the larger projects.
&amp;nbsp;
No too much her in the way of hard and fact rules, but I hope my experience and thoughts help you handle projects in an insightful manner.
Have a productive day!]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=860</link>
			<pubDate>Mon, 14 Apr 2008 19:53:05 GMT</pubDate>
			<postedBy><![CDATA[Eugene Lanning]]></postedBy>
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			<title><![CDATA[Re: Changing Staff&apos;s Minds]]></title>
			<description><![CDATA[Are you under an NDA or can you present some examples of your successes to get the ball rolling?]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=859</link>
			<pubDate>Sat, 12 Apr 2008 21:57:49 GMT</pubDate>
			<postedBy><![CDATA[Alan W.]]></postedBy>
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			<title><![CDATA[Too small or too big]]></title>
			<description><![CDATA[How do you know when the process your looking at is too small or too big to evaluate/analyze/improve?]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=858</link>
			<pubDate>Sat, 12 Apr 2008 02:51:44 GMT</pubDate>
			<postedBy><![CDATA[goldilocks]]></postedBy>
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			<title><![CDATA[Salaries for Bus Sys Analysts]]></title>
			<description><![CDATA[I&apos;m looking for average intro/level 1 Business System Analyst salaries.&amp;nbsp; Any location (domestic) would be appreciated.]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=857</link>
			<pubDate>Sat, 12 Apr 2008 02:45:04 GMT</pubDate>
			<postedBy><![CDATA[jobseeker]]></postedBy>
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			<title><![CDATA[Re: Changing Supervisor&apos;s Mind]]></title>
			<description><![CDATA[I&apos;ve been dealing with resistors like your supervisor for 25 years. Call me, I think I can help. I&apos;m not a consultant.
Jack 423-643-0227]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=856</link>
			<pubDate>Sat, 5 Apr 2008 23:41:28 GMT</pubDate>
			<postedBy><![CDATA[Windtowers]]></postedBy>
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			<title><![CDATA[Changing Staff&apos;s Minds]]></title>
			<description><![CDATA[I am having the oppostie problem as workingman.&amp;nbsp; I&apos;ve used BPMS with great success but at my new company my staff thinks that the way they&apos;ve been doing things (for years) is just fine the way it is.&amp;nbsp; Each time i raise the issue--and it is going to happen, it&apos;s just a quesiton of when--I encounter substantial resistance.
Workingman--next time, let&apos;s you and me team up!]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=855</link>
			<pubDate>Sat, 5 Apr 2008 06:48:53 GMT</pubDate>
			<postedBy><![CDATA[cobra10]]></postedBy>
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			<title><![CDATA[Re: Changing Supervisor&apos;s Mind]]></title>
			<description><![CDATA[I appreciate your response, but I&apos;m not sure I fully understand your point.&amp;nbsp; I think I know something (Q) that will make a difference for customers (R),.&amp;nbsp; So now I calculate A?&amp;nbsp; 
That&apos;s what I was asking about.&amp;nbsp; It&apos;s a small change, that on its own may not make a huge difference.&amp;nbsp; Over time, and with other similar small changes, I think it will.
But my supervisor is only interested in making large, obvious changes.&amp;nbsp; How do I approach/resolve that difference in viewpoints?&amp;nbsp; I think the two can be done in sync...]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=854</link>
			<pubDate>Sat, 5 Apr 2008 04:10:06 GMT</pubDate>
			<postedBy><![CDATA[workingman]]></postedBy>
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			<title><![CDATA[Re: Changing Supervisor&apos;s Mind]]></title>
			<description><![CDATA[you thought of the formula R = Q * A
R= Result of the project, Q= Quality of the solution and A=Acceptance of the organisation.
You are sure the Q is okay, but if you don&apos;t work on the A the result of the project is worthless. You are able to prove the quality of your solution, do it and the other folks will accept it.
Dies]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=852</link>
			<pubDate>Tue, 25 Mar 2008 12:32:14 GMT</pubDate>
			<postedBy><![CDATA[Drdd]]></postedBy>
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			<title><![CDATA[Re: Owner Vs. User]]></title>
			<description><![CDATA[If by &quot;user&quot; you mean someone who participates in the process then they should be the same.There&apos;s no faster way of improving processes than if the participants feel a sense of ownership and have the authority to make changes on the fly, in consultation with the other people involved in the process, of course...Setting that up in an organisation, however, requires a pretty fundamental shift in management thinking...Stephen]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=851</link>
			<pubDate>Mon, 24 Mar 2008 12:26:35 GMT</pubDate>
			<postedBy><![CDATA[Stephen]]></postedBy>
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			<title><![CDATA[Re: Speaking of Change Management... ]]></title>
			<description><![CDATA[It depends... ;-)If you limit your BPM activities to the organisation, i.e. do all the change in the organisation, then look for software to support the new ways of working, then your modelling exercises are part of introducing change. This is very much a bottom-up approach and leads to robust and sustainable organisational change.If your BPM activities are primarily software-related, then the &quot;change management&quot; is primarily concerned with moving the organisation to &quot;align&quot; with the software processes. This is hard work and will meet all sorts of resistance.I guess it&apos;s clear where I stand on the issue, the former is more upfront work with the people who do the work. But it&apos;s far more satisfying and, ironically, you can save a lot of money on software...]]></description>
			<link>http://www.bpmenterprise.com/forum/showmessage.asp?messageID=850</link>
			<pubDate>Mon, 24 Mar 2008 12:21:02 GMT</pubDate>
			<postedBy><![CDATA[Stephen]]></postedBy>
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