If you are looking convert a large library of EPC models to Swimlane models (model type EPC – Row Display), a customized automatic conversion script is what you are after.
Business Improvement projects can be, by their very nature, interesting projects to run as they do not always seem to follow a traditional Project Management Models (PMM). Currently there are a number of different Project Management Models available and widely used to manage projects. With a bit of knowledge about how the PMM works, the advantages and disadvantages of the different models, you can use them to provide the structure and governance required to execute a successful Business Improvement project.
The question about who should manage the BPM tool administration arises when it comes to the bridge that crosses the business/IT domain. In some contexts, this can be a “push-pull” situation between the business and IT teams to administer the tool. It needs to be clear that the separation between business and IT is on the administration components at the software level of the tool, and not the hardware piece (i.e. ARIS Designer & Architect server). The server management, including the hardware maintenance and database application backups, remains with IT.
Process Measurement is one of the key aspects that lead to organisational success (Kellen 2003). Measures give visibility of organisational performance and provide control to determine the direction of the organisation. Measurement is also a crucial factor in Business Process Management; it is the ‘Management’ part of BPM (Tregear 2009). Knowing what an organisation does through a Process Architecture is important, knowing that those processes are being executed well and knowing where to focus attention and resources is even more important. Measures need to be balanced between Functional and Process. Functional measures focus on performance within a particular department or division, while process measures ensure the end-to-end process is delivering value to the customer.