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What's the value of enterprise performance management (EPM) applications in manufacturing and supply chain organizations (MSCOs)? It's a question that forward-thinking finance professionals are asking as they consider EPM software [...]

As he shut down his computer to go home, Sam Smith, CFO at the community hospital, reflected on the just-completed budget process. He couldn't remember one that took so long [...]

THE SARBANES-OXLEY ACT AND OTHER CORPORATE GOVERNANCE REGULATIONS ARE PUSHING BUSINESSES TO DO SOMETHING SERIOUS ABOUT HOW THEY MANAGE BUSINESS PROCESSES FOR BOTH FINANCIAL AND OPERATIONAL OBJECTIVES. A PROCESS-BASED MANAGEMENT […]

Realizing the value potential of BPI applications can involve some profound, but not necessarily obvious shifts in the ways companies are organized and operate. Much has been written about the [...]

When Hewlett and Packard started their business, they posted the following Rules of the Garage: 'Believe you can change the world. Work quickly, keep the tools unlocked, and work whenever. [...]

Business performance intelligence (BPI), a subset of the business intelligence market, is an increasingly important area of concern for chief information officers (CIO).

The article discusses the significance of integrated business planning (IBP), a software-enabled planning approach, for hospital management. It states that IBP software uses mathematical approaches that provide information needed to effectively reduce cost and improve quality of hospital programs and practices. It notes that IBP allows the organizations to achieve various things including strategy linkage, matrix planning and financial forecasting.

The article focuses on integrated business planning (IBP) to improve cash flow forecasting (CFF). It explains how CFF becomes a symptom of an organization-wide problem. It points out the limitation of Enterprise Performance Management (EPM) applications in terms of inability to integrate strategy and operations. IBP is discussed including the various business models that it employs such as flow-based models, bills of materials and balance sheet, among others. The attributes of this integrated process are presented together with its benefits.

The article focuses on the use of Value Market (VM) systems to help businesses meet the management challenges that face organizations. It states that VM leverages existing management system software and integrates management tools such as balanced scorecards, forecasting, and planning to assist managers in managing tradeoffs. It mentions that there is often a lack of clear integration between tactics and strategy which results in objectives that aren't always executable.

The article offers information related to integrated rolling forecasts. It says that model for integrated business planning can be used in the forecast to connect processes in fragmented planning. It states various barriers which can be removed by integration, such as the quantifying of the service lines use of shared resources. It also discusses the key points that hospital executives in the establishment of the forecast, such as the development of a holistic plan to leverage capabilities.

The article discusses how unwritten rules affect budgeting and forecasting processes. It states that unwritten rules guide people on how to act with the belief that they will be successful. It says that unwritten rules fill the gaps found in the system of the business and human performance. It mentions various unwritten rules including the belief the need to inflate the budget because it will be always cut, make the budget, and spend it.