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Assessing event-driven initiatives: How to measure success
This article is part of the July 2012, Iss. 4 issue of Business Agility Insights
Among the biggest headaches process-oriented professionals face today is measuring the effectiveness of their decision management and event processing initiatives. But, of course, before you can measure the results, you need to be clear about your goals. The critical first step is clearly identifying the opportunities where you need to make faster, smarter decisions. “Anytime companies are developing a process or changing an existing process, they should be asking, ‘Would any part of the process be improved by event management? Would any part of the process be improved by decision management?’ ” said W. Roy Schulte, an analyst at Gartner Inc. in Stamford, Conn. The reason to explicitly ask the question is that sometimes the answer might be, “No, it doesn’t make sense.” Or, as Schulte notes: Sometimes it makes sense to do either event management or decision management—but not both. Experts say that by combining business process management (BPM) with decision management capabilities, companies can do the following: Improve ...
Features in this issue
They may change how business decisions are made, and together they can enhance applications and vertical niches. But success hinges on linking them to strategic goals—and finding people with the right skills.
Most companies want greater agility—but few have figured out how to achieve it. With clear strategies and tactics, experts say, leaner operations are well within reach.
Their marketplaces shifting dramatically, organizations have little choice but to gauge the effectiveness of their decision management or event processing projects.
Columns in this issue
The use of complex event processing (CEP) and predictive analytics may herald an imminent change in the way that business decisions are made.