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Pat Sweet rounds up the views of five consultants on the future of workflow and document management.
Road map for a bumpy ride - Part 1 | Part 2 | Part 3
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THE QUESTIONS
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Q1. What is the relationship between workflow and knowledge management? Is knowledge management superseding workflow?
Q2. Is there value in automating a fundementally flawed business process to take advantage of potential workflow system gains, or is this short-sighted?
Q3. Given that many business situations change rapidly, should companies modify their current work practices to match the capabilities of available workflow products? Or should they be looking for a vendor who can support their existing - and future - processes?
Q4. E-business can involve collaboration between supply chain partners, Is workflow technology being used to support these kinds of ventures or not?
Q5. Does opening internal workflow to external suppliers and customers ensure business continuity in a web-enabled world, or is there a risk of losing control of business processes?
Q6. Many workflow implementations fail to meet original expectations. Is this through poor expectation management throughout the project lifecycle, or the result of providing a technology-driven solution to business users?
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Workflow and other business automation solutions can make a major impact on a company’s performance, provided they are implemented correctly. And getting it right is more about planning than product selection.
Those are the views of the five consultancies we spoke to – Big 5 firm KPMG, IT consultancies Sema and Xansa, and specialist consultancies Level 8 and Strategy Partners.
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Consultants' Advisory 2001
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