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Workflow Handbook
2001
2002
2003
2004
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2006 NEW!
Associated sites:
AIIM
WARIA
e-workflow.org
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Click
here to read about:
EXCELLENCE IN PRACTICE VOLUME I
EXCELLENCE IN PRACTICE VOLUME II
EXCELLENCE IN PRACTICE VOLUME III
Excellence in Practice Vol IV
Excellence in Practice Vol V
Excellence
in Practice, Volume IV
Innovation and Excellence in Workflow and
Knowledge Management |
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Published OCTOBER
2000
Author:
Layna Fischer
ISBN
0-9640233-9-3
Pages: 280
Price: US $50.00
Size: 7" x 10"
Quality hardcover.
Illustrations, charts, references, appendices, bibliography, index.
ORDER
FORM
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The
criteria for the case studies in this book:
Each
case study received a prestigious Excellence in
Workflow Award based on the the following:
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Innovation
encompasses
the innovative use of technology for strategic business objectives; the
complexity of the underlying business process and IT architecture; the
creative and successful deployment of advanced workflow and imaging
concepts; and process innovations through business process reengineering
and/or continuous improvements.
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Hallmarks
of a successful implementation
include extensive user and line management involvement in the project while
successfully managing change during the implementation process. Factors
impacting the level of difficulty in achieving a successful implementation
include the system complexity; integration with other advanced technologies;
and the scope and scale of the implementation (e.g. size, geography,
inter-company processes).
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Impact
is the bottom line, answering the question “what benefits does workflow
deliver to the business?” Examples of potential benefits include:
productivity improvements; cost savings; increased revenues; product
enhancements; improved customer service; improved quality; strategic impact
to the organization’s mission; enabling culture change; and—most
importantly—changing the company’s competitive position in the market.
The visionary focus is now toward strategic benefits, in contrast to
marginal cost savings and productivity enhancements.
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Readers
of these detailed case studies can find out more about:
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Their
system application, what the system is used for, who are the users and what
the job entails
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What
were their key motivations
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Their
system configuration (number, and type of software, servers, scanners,
printers, storage devices, etc., including the identities of the vendors and
integrators involved)
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The
number of users currently on the system and number of users planned.
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How
the company has been impacted by their new system; cost savings, ROI and
increased productivity improvements, competitive advantage gained, and how
they managed to move the goal posts for their industry.
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Their
implementation process and methodology, the project team, and the change
management and business process reengineering issues they addressed.
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How
these companies managed both their overall technological and business
innovations.
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ORDER
FORM
Table
of Contents
| Bull Worldwide Information Systems (Echirolles,
France) Finalist, Workflow |
| Burlington Insurance Group/IFG Companies
(Burlington, NC) Finalist, Workflow |
| Convergys (Cincinnati, OH) Finalist,
Workflow |
| Fast Forward (Johannesburg, South Africa) Silver
Workflow Award |
| IBM (Somers, NY) Silver Knowledge
Management Award |
| Irish Permanent (Dublin, Ireland) Finalist,
Workflow |
| J. Sainsbury (London, United Kingdom) Finalist,
Workflow |
| La Poste (Paris, France) Gold Workflow
Award |
| Lewisham (Catford, England) Finalist,
Workflow |
| Lubrizol (Wickliffe, OH) Silver Workflow
Award |
| Olgivy & Mather (New York, NY) Finalist,
Knowledge Management |
| Phillips Fox (Sydney, Australia) Gold
Knowledge Management Award |
| Prudential Real Estate and Relocation
(Irvine, CA) Gold Workflow Award |
| Saambou (Pretoria, South Africa) Gold
Workflow Award |
| Sprint (Overland Park, KS) Finalist, Knowledge
Management |
Guest
Chapters
| Introduction:
Workflow
Goes Mainstream
Connie
Moore, Giga Information Group, with Contributing Analyst, Mike Gilpin
Because
application or business integration solutions are often driven by business
initiatives like e-commerce or supply chain management, economic impact from
their use is often compelling. The choices come down to which solution
offers the fastest time to market while providing robust infrastructure that
can support required service levels and keeps cost of ownership to a
bearable level. This chapter examines the current state of the market,
providing a road map for understanding which solutions are best suited to
different integration scenarios. |
| Three
Years of Workflow Technology Evolution
Martin
Ader, Principal of Workflow & Groupware Strategies, France, and
author of the highly acclaimed Comparative Analysis
of Workflow Products,
looks at how Workflow
technology is now taking full benefits of EAI middleware for application
integration. It is available as object components for tighter integration.
And finally document management is better supported under a portal approach
umbrella. Workflow products now efficiently combine database, client/server,
distribution, visual programming, scripting, home and mobile work, HTML
support, advanced user interface techniques, and application integration
from legacy systems to document management.
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| The
Workflow Market: A Global Perspective for 2000
Priscilla
Emery, Senior Vice President, Association for Information and Image
Management International (AIIM),
presents
some of the results of AIIM’s annual worldwide study to provide a status
of the document technologies marketplace, from both a user and a supplier
perspective.
In 2000, AIIM published detailed research into the Workflow market
based on a survey conducted by GartnerGroup.
The resulting information can provide insight on a global perspective
based on the growth and uptake of the workflow market by understanding where
workflow is being implemented and user perceptions on why and how they buy
workflow products. |
| Embedded
vs. Autonomous Workflow—Putting Paradigms into Perspective
Michael
zur Muehlen, University of Muenster, Germany and Rob Allen Open Image
Systems, Inc. United Kingdom
Workflow
is the automation of a business process, in whole or in part, during which
documents, information, or tasks are passed from one participant to another
for action, according to a software representation of the process logic, the
workflow model. With the advent of new requirements for workflow engines to
inter-operate for tasks such as Supply Chain Management, it is important for
the market to be able to distinguish between inaccessible rules-based
application components, and workflow engines, be they embedded or not. This
paper distinguishes, at a high level, the differences between the
architectures of workflow management system. Its main function is to clarify
the segmentation between autonomous and embedded workflow deployments.
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| Workflow—The
"Missing Link" In E-Commerce
Jon Pyke, CTO Staffware Plc
and Chair, Workflow Management Coalition
Companies
across the globe are spending millions on developing eCommerce projects and
many of them have found that their initial objectives of reducing costs
while increasing productivity have not been achieved. This is often because
process automation is either not in place, or does not run through the
entire line of necessary actions required in order to fulfill an operational
request. Quite simply, workflow automates the procedures within an
organization. Mr. Pyke explains how workflow software adds control
mechanisms to the existing system to ensure that the appropriate tasks are
handled at the right time, by the right person and in the right order. In
addition to its task management role, workflow also facilitates gathering of
information and improved data flow, which benefits users throughout the
organization. |
ORDER
FORM
ORDER
A REVIEW COPY: (for bone fide book reviewers or members of the press)
Send
this request by mail, fax or email to [email protected]:
Future Strategies Inc., (Book Division)
2436 N. Federal Highway #374, Lighthouse Point, FL 33064.
Tel: 954-782-3376. Fax 954-782-6365
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