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		<title><![CDATA[ Gartner: Business Process Management ]]></title> 
		<link><![CDATA[ http://www.gartner.com/it/products/research/asset_129488_2395.jsp ]]></link> 
		<description><![CDATA[ Business process management provides governance of a business's process environment to improve agility and operational performance. Gartner research focuses on a structured BPM approach employing methods, policies, metrics, and software tools to continuously optimize an organization's activities and processes. ]]></description> 
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   			<title><![CDATA[ Enterprise Information Management: A Requirement for Enterprise-Scale Business Intelligence and Performance Management Initiatives]]></title>
		<description><![CDATA[ Succeeding in enterprisewide business intelligence and performance management initiatives requires the framework provided by enterprise information management. We show how to link the two initiatives for a greater chance of project success. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=169152&ref=g_rss]]></link>
  	 <pubDate>Thu, 02 Jul 2009</pubDate>
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   			<title><![CDATA[ Seven Steps to Customer Process Re-Engineering]]></title>
		<description><![CDATA[ Customer process re-engineering differs from most business process improvement programs by having improved customer relationships rather than improved efficiency as the primary objective. Customer input is the key to success. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=169157&ref=g_rss]]></link>
  	 <pubDate>Wed, 01 Jul 2009</pubDate>
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   			<title><![CDATA[ The Business Value of Corporate Performance Management]]></title>
		<description><![CDATA[ Interest in CPM continues, despite current economic conditions. Organizations are realizing that CPM offers short-term cost optimization and longer-term business transformation initiatives. This research describes the capabilities and the value of this solution. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=168600&ref=g_rss]]></link>
  	 <pubDate>Tue, 30 Jun 2009</pubDate>
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   			<title><![CDATA[ Case Study: Salt River Project Achieves Process Improvement Driven by Business Leadership]]></title>
		<description><![CDATA[ A comprehensive business process management initiative enabled this energy company to cut costs, better prioritize work efforts, and vastly improve the working relationship between business and IT groups. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=168123&ref=g_rss]]></link>
  	 <pubDate>Fri, 26 Jun 2009</pubDate>
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   			<title><![CDATA[ Using IT as a Strategic Differentiator: An Interview With Joseph Eng, EVP Systems and Technology, JetBlue]]></title>
		<description><![CDATA[ JetBlue Airways uses technology to bring humanity back to air travel. A focus on business alignment and involvement, business value, finance collaboration, and the customer experience enables JetBlue to differentiate and transform its business. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=167207&ref=g_rss]]></link>
  	 <pubDate>Thu, 25 Jun 2009</pubDate>
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   			<title><![CDATA[ Federating BPM, Application Integration and SOA Initiatives Will Increase the Benefits of Each]]></title>
		<description><![CDATA[ The disciplines of business process management, application integration and service-oriented architecture tend (wrongly) to operate independently. We explain how senior executives and architects can federate these disciplines through enterprise architecture to gain business benefits. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=169038&ref=g_rss]]></link>
  	 <pubDate>Wed, 24 Jun 2009</pubDate>
	 <guid>1038913</guid>  
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   			<title><![CDATA[ Combine Push and Pull Innovation to Achieve IT Innovation Success]]></title>
		<description><![CDATA[ Two innovation philosophies impact IT: push innovation, in which emerging technologies are pushed into the business from IT; and pull innovation, in which the business pulls in technology to respond to problems and opportunities. Innovation teams need to understand how to harness both to succeed.] ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=168004&ref=g_rss]]></link>
  	 <pubDate>Tue, 23 Jun 2009</pubDate>
	 <guid>1036312</guid>  
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   			<title><![CDATA[ Four Critical Management Disciplines of BPM]]></title>
		<description><![CDATA[ Business process management is growing in popularity because it offers major business performance improvement advantages. Yet to deliver maximum value, BPM demands a few particular management disciplines, as well as well established ones. We identify and prioritize these competencies. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=168192&ref=g_rss]]></link>
  	 <pubDate>Fri, 19 Jun 2009</pubDate>
	 <guid>1029212</guid>  
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   			<title><![CDATA[ When the Business Asks 'How Can IT Lead BPM?': Surefire Tips for Success]]></title>
		<description><![CDATA[ The business often challenges IT's role in business process management. Capitalize on the strengths of IT, and turn BPM into an opportunity to create a better partnership with the business. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=168730&ref=g_rss]]></link>
  	 <pubDate>Thu, 18 Jun 2009</pubDate>
	 <guid>1028313</guid>  
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   			<title><![CDATA[ What CIOs Need to Know About SOA Today]]></title>
		<description><![CDATA[ Service-oriented architecture has become embedded in many parts of the IT landscape. Organizations must have a clear understanding of where and how SOA can drive benefits. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=168826&ref=g_rss]]></link>
  	 <pubDate>Tue, 16 Jun 2009</pubDate>
	 <guid>1022912</guid>  
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   			<title><![CDATA[ Manhattan Associates Underscores Importance of Focusing on Execution and Incremental Investment in Current Economic Climate at Momentum 2009]]></title>
		<description><![CDATA[ At Momentum, Manhattan Associates honed its marketing message and reiterated its focus on productivity, cost savings and value-added services. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=168530&ref=g_rss]]></link>
  	 <pubDate>Thu, 11 Jun 2009</pubDate>
	 <guid>1016612</guid>  
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   			<title><![CDATA[ Why Application and Business Architects and Analysts Should Care About MDM]]></title>
		<description><![CDATA[ It is too late to start digging a well when you feel thirsty. Application and business process agility require using master data management disciplines in advance of the need for access to consistent, high-quality, well-documented and proven data services that can be easily assembled and reused. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=167261&ref=g_rss]]></link>
  	 <pubDate>Fri, 12 Jun 2009</pubDate>
	 <guid>1018218</guid>  
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   			<title><![CDATA[ Cost Optimization: Best Business Process Outsourcing Opportunities, 2009]]></title>
		<description><![CDATA[ Arguably the most mature of technology-enabled processes, outsourcing payroll represents a prime opportunity to quickly cut costs. Other areas of quick cost reduction opportunity through business process outsourcing include accounts payable and customer data analytics. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=168451&ref=g_rss]]></link>
  	 <pubDate>Thu, 11 Jun 2009</pubDate>
	 <guid>1016812</guid>  
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   			<title><![CDATA[ Case Study: HCSC Puts Architecture in Context to Win Buy-In and Support]]></title>
		<description><![CDATA[ Health Care Service Corporation used innovative, stakeholder-customized views and stories to link its future-state architecture directly to its business requirements and initiatives. The result was widespread buy-in and support for the architecture across the organization. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=168189&ref=g_rss]]></link>
  	 <pubDate>Tue, 09 Jun 2009</pubDate>
	 <guid>1012312</guid>  
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   			<title><![CDATA[ Using the Top Four BPMS Usage Scenarios to Evaluate a Vendor's BPMS Strategy]]></title>
		<description><![CDATA[ Business process management suite vendors are pursuing several different long-term product strategies. This second of three reports explains how to identify the degree to which a vendor's BPMS strategy supports one or more BPMS usage scenarios. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=168084&ref=g_rss]]></link>
  	 <pubDate>Mon, 08 Jun 2009</pubDate>
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   			<title><![CDATA[ Case Study: Achmea's Upfront Value Analysis Yields Process Savings]]></title>
		<description><![CDATA[ Achmea Pension Services discovered that upfront value analysis on business process management projects yielded savings that were both fast and unexpected. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=158927&ref=g_rss]]></link>
  	  <pubDate>Fri, 03 Oct 2008</pubDate>
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   			<title><![CDATA[ The Art and Science of Rules vs. Process Flows]]></title>
		<description><![CDATA[ Finding the right balance of explicit rules in your business processes is a big challenge. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=166408&ref=g_rss]]></link>
  	 <pubDate>Thu, 19 Mar 2009</pubDate>
	 <guid>915317</guid>
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   			<title><![CDATA[ It's a Matter of Survival: Use BPM to Drive Out Costs]]></title>
		<description><![CDATA[ For struggling companies, business process management is a lifeline that helps them survive by reducing and avoiding costs in this volatile and turbulent economy. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=165528&ref=g_rss]]></link>
  	 <pubDate>Thu, 12 Mar 2009</pubDate>
	 <guid>911912</guid>
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   			<title><![CDATA[ Key Issues for Business Process Management, 2009]]></title>
		<description><![CDATA[ In today's troubled economy, companies must adjust their business processes to reduce costs, conserve cash and out-innovate the competition, while using fewer resources. Our 2009 BPM research agenda explores the management practices and technologies that drive process excellence and agility. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=165352&ref=g_rss]]></link>
  	 <pubDate>Wed, 11 Mar 2009</pubDate>
	 <guid>910814</guid>
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   			<title><![CDATA[ Rule Engines and Event Processing]]></title>
		<description><![CDATA[ Complex-event processing software is a type of rule engine, but its technology differs from the rule engines found in a typical business rule management system. Architects should understand the benefits and limitations of both types of rule engines to implement good decision management strategies. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=165691&ref=g_rss]]></link>
  	 <pubDate>Mon, 09 Mar 2009</pubDate>
	 <guid>908918</guid>
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   			<title><![CDATA[ Selection Criteria Details for Business Process Management Suites, 2009]]></title>
		<description><![CDATA[ Successful BPMS selection requires following a proven set of common practices, such as a weighted criteria spreadsheet, for establishing the importance of each of the 10 areas of BPMS functionality described. This research lists a universe of features to consider when selecting a BPMS. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=163654&ref=g_rss]]></link>
  	 <pubDate>Fri, 02 Jan 2009</pubDate>
	 <guid>849218</guid>
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   			<title><![CDATA[ Automated Business Process Discovery Improves BPM Outcomes]]></title>
		<description><![CDATA[ Automated business process discovery can complement traditional business process discovery, help process analysts better understand the dynamics of business processes and improve the quality of process models. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=164422&ref=g_rss]]></link>
  	 <pubDate>Tue, 23 Dec 2008</pubDate>
	 <guid>845612</guid>
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   			<title><![CDATA[ Making BPM Strategic: BPM Program Management]]></title>
		<description><![CDATA[ Business process management projects add value, but in order to promote BPM as a strategic management discipline and deliver significant results, the shift must be made from disparate BPM projects to comprehensive BPM programs.  ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=162952&ref=g_rss]]></link>
  	 <pubDate>Wed, 17 Dec 2008</pubDate>
	 <guid>841918</guid>
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   			<title><![CDATA[ Navigating a Fast-Changing and Paradoxical Business Rule Landscape]]></title>
		<description><![CDATA[ The long-suffering business rule market is dissipating into eight distinct use sectors: four are well-established, and four are emerging as major fronts for business rule activity. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=163651&ref=g_rss]]></link>
  	 <pubDate>Wed, 10 Dec 2008</pubDate>
	 <guid>834317</guid>
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   			<title><![CDATA[ Five Things IT Investment Planning Experts Should Know About BPM]]></title>
		<description><![CDATA[ The BPM perspective can improve IT investment choices by identifying processes of high relative value, focusing on the right metrics for direct performance improvements, and building accountability for successful execution. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=163759&ref=g_rss]]></link>
  	 <pubDate>Wed, 10 Dec 2008</pubDate>
	 <guid>835014</guid>
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   			<title><![CDATA[ Five Things Every PPM Expert Should Know About BPM]]></title>
		<description><![CDATA[ As program and portfolio management has grown and succeeded, there is an emerging opportunity to work more closely with the business process management discipline to add new energy and better IT investment payoff to the PPM achievements. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=163445&ref=g_rss]]></link>
  	 <pubDate>Wed, 03 Dec 2008</pubDate>
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   			<title><![CDATA[ Predicts 2009: Use BPM to Confront Business Challenges and Complex Business Relationships]]></title>
		<description><![CDATA[ This report looks at the future of business process management as a discipline, and the evolution of BPM technologies in the context of end-user organizations' business process improvement efforts. We present four new predictions and take a look back at two previous predictions. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=162252&ref=g_rss]]></link>
  	 <pubDate>Wed, 26 Nov 2008</pubDate>
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   			<title><![CDATA[ Process Performance Metrics: Guidelines for BPM Success]]></title>
		<description><![CDATA[ Achieve superior enterprise performance by applying a well-designed process performance measurement strategy and by selecting the right metrics. Follow these sound guidelines to bolster your BPM effectiveness and gain credibility in this often overlooked area. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=162308&ref=g_rss]]></link>
  	 <pubDate>Wed, 19 Nov 2008</pubDate>
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   			<title><![CDATA[ Value Chain Analysis: Accelerator for BPM]]></title>
		<description><![CDATA[ The value chain analysis approach can identify the highest payback opportunities for business process management, which, when applied, will accelerate BPM's acceptance and enterprise success. Not enough enterprises do this today. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=162130&ref=g_rss]]></link>
  	 <pubDate>Fri, 14 Nov 2008</pubDate>
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   			<title><![CDATA[ Getting Started With BPM, Part 1: Assessing Readiness]]></title>
		<description><![CDATA[ Launching a program in business process management requires understanding the steps in the BPM journey, evaluating the organization's culture, and ensuring the needed roles are identified and properly filled by the right people with the right skills. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=151761&ref=g_rss]]></link>
  	 <pubDate>Thu, 04 Oct 2007</pubDate>
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   			<title><![CDATA[ Getting Started With BPM, Part 2: Laying the Groundwork to Launch a BPM Initiative]]></title>
		<description><![CDATA[ For an endeavor as multifaceted as business process management, laying the groundwork is particularly important and consequential. This note guides novices in how to take the first steps and provides the added help of a practical checklist. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=151760&ref=g_rss]]></link>
  	 <pubDate>Thu, 04 Oct 2007</pubDate>
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   			<title><![CDATA[ Getting Started With BPM, Part 3: Understanding Critical Success Factors]]></title>
		<description><![CDATA[ Critical BPM program success factors involve aligning work to the business strategy, selecting the right first project and staffing it with the right resources, establishing just enough governance, and knowing where the organization is starting from by conducting an analysis of the current state. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=151762&ref=g_rss]]></link>
  	 <pubDate>Thu, 04 Oct 2007</pubDate>
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   			<title><![CDATA[ Starting Up the Business Process Competency Center]]></title>
		<description><![CDATA[ The creation of a business process competency center can be a vital step in facilitating an enterprise's business process management efforts. Here, we discuss the value, implementation models and services of a BPCC. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=151257&ref=g_rss]]></link>
  	 <pubDate>Wed, 12 Sep 2007</pubDate>
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   			<title><![CDATA[ Maturity Assessment for Business Process Improvement Leaders: Six Phases for Successful BPM Adoption]]></title>
		<description><![CDATA[ The Gartner business process management maturity and adoption model provides guidance for how your organization can more easily navigate the challenges of becoming process-managed. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=160844&ref=g_rss]]></link>
  	 <pubDate>Wed, 03 Sep 2008</pubDate>
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   			<title><![CDATA[ Flow Management in SOA: One Size Doesn't Fit All]]></title>
		<description><![CDATA[ Flow management technology has been around for years in many forms, but service-oriented architecture is putting it back into the limelight. Users will have to select multiple flow-management-enabling products: different styles of flow management in SOA have radically different technical requirements. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=150251&ref=g_rss]]></link>
  	 <pubDate>Thu, 23 Aug 2007</pubDate>
	 <guid>514314</guid>
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   			<title><![CDATA[ Getting the Right External Resources for Classic Business Process Management Means Looking Beyond the Usual Suspects]]></title>
		<description><![CDATA[ A Gartner study of consulting and system integrators that offer BPM services shows that the capabilities of midtier and smaller consulting and system integrators are more frequently engaged to address the unique collaboration and application development requirements of classic BPM usage. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=159550&ref=g_rss]]></link>
  	 <pubDate>Wed, 13 Aug 2008</pubDate>
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   			<title><![CDATA[ Eleven Steps to Take Before Staffing Business Process Management Projects With Internal or External Resources]]></title>
		<description><![CDATA[ Most organizations lack all the skills needed to implement and optimize their business processes. Many will need to turn to external service providers for help. This report outlines the steps organizations should take before staffing BPM projects with internal resources or from ESPs. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=159679&ref=g_rss]]></link>
  	 <pubDate>Wed, 13 Aug 2008</pubDate>
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   			<title><![CDATA[ Three Types of Model-Driven Composition: What's Lost in Translation?]]></title>
		<description><![CDATA[ New model-driven tools are helping business and IT users understand, change and optimize the performance of their business processes. The best practices for creating and maintaining these applications are shifting from development to composition. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=160054&ref=g_rss]]></link>
  	 <pubDate>Mon, 04 Aug 2008</pubDate>
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   			<title><![CDATA[ A Business Process Platform Strategy Requires an Integrated Composition Environment]]></title>
		<description><![CDATA[ The business process platform is a model describing how software services can be used to support business processes. The key to the new approach is using service composition as an alternative to application development. This requires an integrated composition environment. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=149771&ref=g_rss]]></link>
  	 <pubDate>Wed, 01 Aug 2007</pubDate>
	 <guid>510937</guid>
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   			<title><![CDATA[ Role Definition and Organizational Structure: Business Process Improvement]]></title>
		<description><![CDATA[ This document defines the BPI roles and depicts three possible reporting structures. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=159547&ref=g_rss]]></link>
  	 <pubDate>Mon, 28 Jul 2008</pubDate>
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   			<title><![CDATA[ Business Process Improvement Role Overview]]></title>
		<description><![CDATA[ Organizations are turning to process management disciplines and enabling technologies to achieve operational excellence. BPI roles are evolving from traditional IT liaison and business relationship management roles; they are paced by the organization's maturity with process thinking. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=141614&ref=g_rss]]></link>
  	 <pubDate>Fri, 14 Jul 2006</pubDate>
	 <guid>493962</guid>
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   			<title><![CDATA[ Four Paths Characterize BPMS Market Evolution]]></title>
		<description><![CDATA[ The business process management suite market is new, yet it has already surpassed the $1 billion mark and is the highest-growth segment of the application infrastructure and middleware market. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=158118&ref=g_rss]]></link>
  	 <pubDate>Fri, 20 Jun 2008</pubDate>
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   			<title><![CDATA[ Which Evolutionary Path Is Your BPMS Vendor Taking?]]></title>
		<description><![CDATA[ End-user clients involved in business process management initiatives must understand the four paths for BPMS evolution. Some BPMS products today may be rapidly evolving in other directions and may not meet users' long-term needs. Here, we examine signs that a vendor is pursuing one or more paths. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=158128&ref=g_rss]]></link>
  	 <pubDate>Fri, 20 Jun 2008</pubDate>
	 <guid>703007</guid>
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  <category><![CDATA[The Basics]]></category> 
   			<title><![CDATA[ Laying the Groundwork for Your BPM Initiative]]></title>
		<description><![CDATA[ To effectively implement a business process management initiative, business planners should follow an iterative discovery process and create a BPM strategic plan. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=158302&ref=g_rss]]></link>
  	 <pubDate>Fri, 23 May 2008</pubDate>
	 <guid>678109</guid>
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  <category><![CDATA[The Basics]]></category> 
   			<title><![CDATA[ Two Factors That Help Identify the BPMS 'Sweet Spot']]></title>
		<description><![CDATA[ Confusion reigns about what a business process management suite is or isn't and where a BPMS should be used. This report looks at frequency of process change and ownership of process change as indicators of where use of a BPMS is likely to be most appropriate. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=157424&ref=g_rss]]></link>
  	 <pubDate>Tue, 13 May 2008</pubDate>
	 <guid>668710</guid>
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  <category><![CDATA[The Basics]]></category> 
   			<title><![CDATA[ Findings: Confusion Remains Regarding BPM Terminology]]></title>
		<description><![CDATA[ The terms "business process management" and "workflow" can be confusing. The first is a management discipline, whereas the second refers to a technology. Workflow is a flow management technology embedded in business process management suites. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=155817&ref=g_rss]]></link>
  	 <pubDate>Mon, 10 Mar 2008</pubDate>
	 <guid>619126</guid>
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  <category><![CDATA[Hype Cycles]]></category> 
   			<title><![CDATA[ Understanding Gartner's Hype Cycles, 2008]]></title>
		<description><![CDATA[ Hype Cycles and Priority Matrices offer a snapshot of the relative maturity of technologies, IT methodologies and management disciplines. They highlight overhyped areas against those that are high impact, estimate how long technologies and trends will take to reach maturity, and help organizations decide when to adopt. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=158921&ref=g_rss]]></link>
  	 <pubDate>Fri, 27 Jun 2008</pubDate>
	 <guid>709015</guid> 
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  <category><![CDATA[Hype Cycles]]></category> 
   			<title><![CDATA[ Hype Cycle for Application Architecture, 2008]]></title>
		<description><![CDATA[ Developing and deploying applications according to new architectures is a key discipline required to gain the benefits of service orientation, cloud computing, real-time infrastructures and many other new IT developments. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=159029&ref=g_rss]]></link>
  	 <pubDate>Thu, 03 Jul 2008</pubDate>
	 <guid>713410</guid> 
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  <category><![CDATA[Hype Cycles]]></category> 
   			<title><![CDATA[ Hype Cycle for Business Process Management, 2008]]></title>
		<description><![CDATA[ BPM has entered a second wave of hype, this time with increased focused on the management discipline in addition to the technology. Our analysis shows which aspects of BPM offer the highest value in the shortest time frame, and which are still maturing. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=159215&ref=g_rss]]></link>
  	 <pubDate>Wed, 09 Jul 2008</pubDate>
	 <guid>717609</guid> 
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  <category><![CDATA[Hype Cycles]]></category> 
   			<title><![CDATA[ Hype Cycle for Enterprise Communication Applications, 2008]]></title>
		<description><![CDATA[ Enterprise communication applications are moving communications from infrastructure-based technologies to networked applications, which will be routinely embedded in enterprise IT platforms to assist with productivity enhancement and better execution of business processes. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=157999&ref=g_rss]]></link>
  	 <pubDate>Thu, 03 Jul 2008</pubDate>
	 <guid>713914</guid> 
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  <category><![CDATA[Hype Cycles]]></category> 
   			<title><![CDATA[ Hype Cycle for Business Process Outsourcing, 2008]]></title>
		<description><![CDATA[ The BPO market is maturing at an irregular pace. Components such as accounts payable are descending into the Trough of Disillusionment or are at its nadir. Other components will mature in two to five years. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=157425&ref=g_rss]]></link>
  	 <pubDate>Mon, 07 Jul 2008</pubDate>
	 <guid>715315</guid> 
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  <category><![CDATA[Magic Quadrants]]></category> 
   			<title><![CDATA[ Magic Quadrant for Business Process Management Suites]]></title>
		<description><![CDATA[ Gartner has revised its BPMS Magic Quadrant to focus the analysis on product support for the use cases, rather than product features and functions. This change has altered our assessment of the relative strengths of the vendors since our 2007 Magic Quadrant. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=164485&ref=g_rss]]></link>
  	 <pubDate>Wed, 18 Feb 2009</pubDate>
	 <guid>889312</guid>
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  <category><![CDATA[Magic Quadrants]]></category> 
   			<title><![CDATA[ Magic Quadrant for Business Process Analysis Tools]]></title>
		<description><![CDATA[ Business process analysis tools continue to grow in importance as business managers, process architects and process analysts seek to better understand, streamline and automate their business processes and communicate their needs to IT professionals. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=161090&ref=g_rss]]></link>
  	 <pubDate>Tue, 23 Sep 2008</pubDate>
	 <guid>762613</guid>
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  <category><![CDATA[Vendor Ratings]]></category> 
   			<title><![CDATA[ Cool Vendors in the High-Performance Workplace, 2009]]></title>
		<description><![CDATA[ Cool vendors in the high-performance workplace are moving away from traditional, IT-supported on-premises enterprise software, toward SaaS-based, independently-bought tools that span business and consumer technology. Vendors are focusing on Web-based delivery of content to individuals and teams. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=165674&ref=g_rss]]></link>
  	 <pubDate>Fri, 13 Mar 2009</pubDate>
	 <guid>912712</guid>
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  <category><![CDATA[Vendor Ratings]]></category> 
   			<title><![CDATA[ Cool Vendors in Business Process Management, 2009]]></title>
		<description><![CDATA[ Several innovative vendors are exploring compelling new BPM directions, such as integration "in the cloud" and deeper support for collaborative, knowledge-intensive processes. We highlight six such vendors here. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=165554&ref=g_rss]]></link>
  	 <pubDate>Thu, 12 Mar 2009</pubDate>
	 <guid>911812</guid>
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  <category><![CDATA[Vendor Ratings]]></category> 
   			<title><![CDATA[ Vendor Focus for Hitachi Consulting: BPM Consulting and System Integration Profile]]></title>
		<description><![CDATA[ Many companies lack the expertise to successfully implement business process management disciplines and technologies. This report discusses the BPM consulting and system integration capabilities of Hitachi Consulting in North America. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=160518&ref=g_rss]]></link>
  	 <pubDate>Wed, 27 Aug 2008</pubDate>
	 <guid>748214</guid>
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  <category>Spotlights</category>
   			<title><![CDATA[ Enterprise Information Management: A Requirement for Enterprise-Scale Business Intelligence and Performance Management Initiatives]]></title>
		<description><![CDATA[ Succeeding in enterprisewide business intelligence and performance management initiatives requires the framework provided by enterprise information management. We show how to link the two initiatives for a greater chance of project success. ]]></description>
		
			<link><![CDATA[http://www.gartner.com/DisplayDocument?doc_cd=169152&ref=g_rss]]></link>
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<category>Events</category>
 			<title><![CDATA[ Symposium/ITxpo Worlwide]]></title> 
  	
										<link><![CDATA[http://www.gartner.com/2_events/symposium/worldwide.html]]></link>
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<category>Events</category>
 			<title><![CDATA[ CRM: Gartner & 1to1 Customer Awards]]></title> 
  	
										<link><![CDATA[http://www.gartner.com http://www.gartner.com/it/summits/838231/crf11_awards.jsp]]></link>
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<category>Events</category>
 			<title><![CDATA[ Business Process Management Summit]]></title> 
  	
										<link><![CDATA[http://www.gartner.com/it/page.jsp?id=911413]]></link>
						</item>
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<category>Events</category>
 			<title><![CDATA[ Business Process Management Summit]]></title> 
  	
										<link><![CDATA[http://www.gartner.com/it/page.jsp?id=928017]]></link>
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