Business Process Management Life Cycle

Business Process Management Life Cycle Organizations have objectives to accomplish and goals to achieve. It could be the delivery of products or services to end-users, or the performance of support services to ensure customer satisfaction. It could be the transformation of raw materials into parts that are subsequently assembled to create a final product. It can even be the proper recording of all financial transactions of the company for purposes of budgeting and financial management.The accomplishment and achievement of these goals and objectives require the performance of a task or activity, or a series of tasks and activities. These sets of activities or tasks, which are logically related and often follow a logical flow, are referred to as business processes.The day-to-day operations of businesses and organizations, regardless of their nature, structure, and even the industry they belong to, are basically comprised of business processes. Manufacturing itself is considered a business process, but it is a very broad one , considering how it also encompasses other business processes, such as product assembly and quality assurance. Finance is just as broad, involving lesser but nonetheless vital processes, such as invoicing, billing, and budgeting. © Shutterstock.com | PureSolutionEven the activities and tasks that are often considered by many as peripheral and “non-central” to the core activities of the business or organization are also business processes. Human Resources, for example, conduct a series of logical steps in their hiring and recruitment process. Other processes they are concerned with include attendance management and leave management.If you take a look at the very nature of business processes, it is easy to see how there is a need to manage them. While some processes are straightforward, involving only two or three steps or tasks, there are others that are far more complex, with multiple steps that involve multiple performers or users. These steps are also often performed repetitively and on a regular basis. These spur organizations to find ways to optimize and standardize these processes, and that’s where Business Process Management comes in.BPM is a very broad topic and cannot be summed up in one sittin g or discussion. This article aims to give you a broad introduction on the fundamental concepts of Business Process Management.BUSINESS PROCESS MANAGEMENTBusinesses, in order to achieve its goals and objectives, design, implement and use business processes which they, in turn, manage for optimization and standardization purposes, using what is known as Business Process Management.Business Process Management (BPM) is a management discipline describing the systematic approach to “identify, execute, document, measure, monitor and control both automated and non-automated business processes to achieve consistent, targeted results aligned with an organization’s strategic goals.” To put it simply, it is the systematic approach to improving the business processes of an organization, making the workflow more efficient and effective, and improve its overall ability to adapt to an ever-changing business environment.Management of business processes through BPM involves modeling, analysis, design and measurement of these processes. It sounds like a lot of work, which is why BPM is designed to be technology-enabled. This means that it makes use of various technological tools in carrying out its roles.Aside from the obvious, which is the improvement of business processes to achieve its goals and objectives, why is it so important for businesses to have a BPM system in place?BPM facilitates the improvement and management of processes that drive optimized business results, leading to lower costs, higher revenues and high customer satisfaction, to name a few.BPM enables businesses to align its processes with the needs of their customers.BPM aids decision-making on matters such as deployment, measurement and monitoring of the resources of the organization.BPM contributes to the maintenance of a sound financial management system of the company.BPM allows the organization to keep track of its progress in meeting and achieving its goals.To understand it better, let us take a deeper look at the benefits that organizations can derive from the implementation of Business Process Management.Revenue growth. Increased revenue potentially means increase in the net profit earned by the company. BPM, as mentioned earlier, helps align business processes and functions to the needs of customers. This means higher customer satisfaction and improved reputation for the company, which ultimately contribute to more revenue and, consequently, profit.Reduced costs. Another component of increased profit is having lower costs and expenditures. Inefficiencies and waste of resources â€" two definite reasons for cost hemorrhage in organizations â€" may also result from poor planning and subsequent tracking or monitoring of the usage of these resources. An effective BPM system provides a means for tracking the resources, and gives management the heads up in the event that some adjustments have to be made to address these inefficiencies.Higher accountability. BPM establishes a sy stem of checks and balances within the organization, so the functions and corresponding responsibilities and accountabilities of each department, each officer, and each employee are clearly defined. This minimizes (and may even eliminate) the risk of losses due to human error in the conduct of their respective tasks and activities, as well as the potential of fraud and negligence.Improved and increased productivity. Productivity is affected by various factors, including proper utilization of capital and resources, human resource management, and physical working conditions, among others. Best practices in BPM have an impact on these aspects or areas of the business, ensuring that overall productivity is boosted.Improved reliability of information. Having a working and effective BPM system can increase the reliability of generated business information which, in turn, will be used by management for decision-making, and other stakeholders. Information retrieval and dissemination is also easier, saving time and effort that would have been wasted in looking them up.Simplified and assured compliance. Many businesses unwittingly find themselves facing issues regarding non-compliance with regulations and rules imposed by legislation and industrial standards. Having a BPM system in place allows the organization to cover all its bases and keep track of their duties and obligations. Obviously, non-compliance issues can be costly to settle, not to mention other legal repercussions that may threaten even the right of the business to operate.Tighter security measures. The resources, as well as information, that belong to the company will be safer from loss, theft and misuse, since BPM measures are also designed to protect them. Proper documentation and dissemination of information ensures that they will not fall into the wrong hands, especially those of a confidential nature. Compliance monitoring also sees to it that the company and its employees are protected from possibil ities of litigation and other legal repercussions.Unfortunately, it is a fact that there are still a lot of businesses that do not use Business Process Management, largely because they are not aware of the concept or, even if they do, they do not fully understand its importance or the benefits they can get from it. For others, they are intimidated by the idea of applying BPM, thinking that it is something extremely complicated and may even cost them money.After all, many are under the impression that BPM strictly means automation of business processes, and they equate “automation” with “more spending”. There are also a few businesses that decide that they cannot “be bothered” to use BPM, since it is not the core function of their business.However, the business landscape today has become more competitive due, in large part, to the effects of globalization and the volatility of economies and markets all over the world. Staying competitive has become one of the main concern s of most businesses, and one way to achieve that is through optimization of business processes. Thus, Business Process Management is something that should not be ignored or easily dismissed.CORE ELEMENTS OF BUSINESS PROCESS MANAGEMENTResearchers suggested six elements that every effective BPM should have.Strategic alignment or synchronization: The alignment referred to is that of the BPM and the overall strategy of the organization, meaning the business processes must be designed, implemented and managed (through the BPM) in accordance with the strategic priorities, objectives and goals of the organization. There has to be a direct and identifiable linkage or connection between these priorities and the processes. Otherwise, you will have wasted your resources on an ineffective BPM system.Governance: From the outset, the roles and responsibilities for the different levels of BPM must be clearly established and communicated to all members of the organization and other stakeholders. T his is to ensure transparency and accountability. This also involves setting out clear guidelines on the decision-making process, as well as rewards and sanction programs.Methodologies: The conduct of BPM initiatives entail the utilization of methods, or tools and techniques that facilitate management of business processes. The most common example often used is the Six Sigma, a set of techniques developed by Motorola engineer Bill Smith in an effort to improve the capability of business processes.Information Technology: BPM has become increasingly associated with technology, mostly because of how heavily it depends on IT-based solutions. Thus, information technology plays a very important role in the execution of BPM initiatives.People: Technology and information systems are pretty much useless by themselves, without any human factor. Therefore, organizations assign specific manpower solely dedicated to carry out its BPM initiatives. These people possess all the necessary knowledge and skills in process management, while seeing to it that they are in alignment with the goals of the organization.Culture: This mostly pertains to the organizational culture, or the collective values within the organization. First and foremost, the organization must have a culture or environment that facilitates, complements and supports its BPM initiatives. After all, BPM is not a standalone unit of the organization, since it cuts across the entire organizational structure.THE BUSINESS PROCESS MANAGEMENT LIFE CYCLEThe BMP Life Cycle is characterized by iterative set of activities, done in phases. This means that the cycle can be repeated, instead of ending once the final phase is over.There are six phases in the BPM life cycle.Phase 1: Process Planning and StrategyIn business, everything begins with a plan. This plan will serve as the guidelines to be followed by those who will implement it.BPM begins with the development of a plan that clearly maps out the strategy and the direct ion of the organization’s BPM initiatives. In order to be useful for BPM, the strategy must be process-driven, and the plan must be designed and structured in a way that will ensure the delivery of value to customers.Process planning and strategy involve the following:Understanding of the organization’s strategies and goals. These will serve as a guide in setting the objectives and strategies of BPM, since the two must be aligned.Identification and enumeration of current processes, requiring an in-depth look at the existing process architecture of the organization.There are three types of processes or activities that exist in organizations:1. Primary processesThese are the core processes of the company, which are readily identifiable because of their cross-functional nature, and the fact that these are the processes that directly deliver value to customers. These processes arise from the main activities of the business.Geary Rummler categorized primary or core processes into thr ee:Processes that imagine and create the product or service (ex. Product development, prototyping, conduct of feasibility studies)Processes that produce or make the product or service (ex. Production process, raw materials procurement)Processes that sell or deliver the product or service to the customers (ex. Sales, distribution)2. Secondary processesThese are processes that are in place purposely to provide support to the primary processes, which is why they are also referred to as “support processes”. Unlike the primary processes, they do not directly deliver value, and are usually restricted to the functional areas of the organization.The most common examples of support processes are:Human resource managementTechnology developmentInformation technology managementSupplies procurementFacilities management3. Management processesAll organizations strive for efficiency and effectiveness, and the task of monitoring that falls on the shoulders of management, who are responsible for performing management processes. These processes take a look at both the primary and secondary processes, mainly to monitor whether they are on track in meeting the company’s operational and financial goals. They are also in place to ensure compliance of the primary and secondary processes to regulatory and legal guidelines.Just like the support processes, management processes also do not directly provide value, but are nonetheless vital to the organization.Identification of appropriate BPM roles and responsibilities within the organization. Who are the key players in BPM? What level of support will the organization’s BPM initiatives get from top management and the other members of the organization?Identification of methodologies and performance measures to be used in BPM.Phase 2: Analysis of Business ProcessesThere is a need to understand the current or existing business processes since they are the very object of BPM. Obviously, one will not be able to manage something that it does not understand. The objective of this phase is to find out whether the business processes currently in place are aligned with the goals and objectives of the organization.Certain methodologies are applied in the analysis phase. The most common, and usually first, step undertaken is the gathering of data and information on the business processes. These are obtained from currently maintained company or organization documentation, strategic plans and process models. It may also require more than a peek into the performance measurements being used by the company.Analysis will provide insights on the strengths and weaknesses of the business processes, and open windows to understanding how they impact the overall performance of the organization.The process analysis techniques can be classified into two.Qualitative analysisQualitative analysis is performed for two reasons: to identify wastes, redundancies, or losses incurred in the processes and eliminate them, and to identify and un derstand all the issues involved, and prioritize them accordingly.Some of the most commonly used techniques are:Value-added analysis â€" In this technique, each step in the processes are classified on whether they are value-adding (VA), business value-adding (BVA), or non-value-adding (NVA). A step is considered VA if it produces value to the customer, denoted by a willingness on the part of the latter to pay for that specific step. An example is the assembly process of a product. After completion of the production process, but before delivery to customers, the finished product is required by law to undergo physical inspection by an independent third-party. This does not add value to the customer, but it adds value to the business, since it is a requirement for the continuous operation of the business. This is BVA activity. Rework costs in case the product was defective due to worker negligence, as well as costs of delay in shipment or delivery, on the other hand, do not add value t o the customer. This is NVA. Basically, any other activity that does not fall under the VA and BVA categories will fall under this.Root-Cause analysis â€" This issue analysis technique often makes use of cause-and-effect diagrams and why-why diagrams, highlighting causal factors and seeking answers to the “Why” questions regarding the processes. This makes the technique effective for getting to the root of the problems or issues.Pareto analysis â€" Pareto bar charts are primarily used in this technique. The bar chart presents the impact of all the relevant issues or problems. The higher or taller bars are those that require more attention, which means they should be prioritized.Quantitative analysisQuantitative analysis techniques are centered around numbers, figures and statistics. These often include:Quantitative flow analysis: There are several flow analysis techniques being used, depending on the process being analyzed. Flow analysis is usually used in the analysis of capaci ty requirements, error rates in the process level, as well as costs. Cycle time analysis is also a common application of flow analysis, where the average duration or cycle time for an entire process â€" or a step in the process â€" is calculated, in order to assess efficiency and effectiveness.Queuing analysis: Unlike the flow analysis, queuing takes waiting time into consideration. Variability in service times, delays and rework times, are factored in, in recognition of the fact that these capacity problems are unavoidable and should, therefore, play a role in process design and redesign.Process simulation: Process simulation also considers waiting times, but it is also applicable for processes that involve parallel activities running simultaneously. Queuing generally does not apply to these types of activities. In process simulation, the process is modeled into a simulation model, which is enhanced with simulation data, and undergoes simulation. The outputs are then analyzed. In t he event that there are multiple scenarios, the simulation model can be tweaked accordingly and undergo simulation again until all alternative scenarios are covered.Findings during this phase will usually point to either one of two: it is either the business processes are aligned with organizational goals and objectives, or they are not. The findings will be used in the next phase of the BPM life cycle.Phase 3: Design and Modeling of Business ProcessesDepending on the results of the business process analysis, there may be a need to design new processes, or redesign the existing ones. The objective is to come up with a process design that provides a full picture of the work, from end to end, to guarantee the delivery of value to customers.The main concern in this phase is to determine whether the process is good “as is”, or if it should be redesigned in a better, more appropriate “to be” process.This phase entails the following:Understanding of the intention of the organizati on with respect to the business process, such as what they want to achieve and how they are going to use the process to achieve them.Documentation of the work to be performed through process modeling, in detail:Nature of the workTime, duration and frequency of performance of workLocation of performance of workThe workers primarily and secondarily involved in the work performanceMethodologies, tools and techniques usedSequence of activities within the work processIdentification and understanding of the environmental factors that have an impact on the process, as these are likely to influence the design (or redesign, as the case may be) of processes.Business process modeling is basically the activity of representing the processes of the organization in a structural form. It serves two main purposes: documentation and analysis. The business process model serves as a ready reference for members of the organization for any future projects or process evaluations. It is also a useful train ing aid in the case of new employees.Further, the process model will play a central role when management evaluates the performance of the departments or units, and when it is looking for opportunities for change. In the event that there are plans for business expansion and growth, the documentation will also be a great help.This can be in the form of a narrative description, a diagram or an illustration, as long as it provides an end-to-end perspective of all the processes of the organization â€" whether they are primary, support, or management processes.Perhaps the most identifiable form is a workflow chart or diagram, which maps out the logical flow of activities within the process in a unit or department of the organization. Some companies prefer the representation to be in the form of a map, since it offers more precision. In other cases, the preference is for a model, which are highly precise and highly detailed, and also require a lot of work.When it comes to process redesign, there are two approaches:Continuous Process Improvement: In this approach, there is an implied acceptance of the current processes. Therefore, the main focus is to identify the problems or issues that were previously unnoticed, and seek solutions for them. This approach looks for these solutions incrementally, taking one issue at a time.Business Process Re-engineering: Unlike the Continuous Process Improvement, Re-engineering takes a look at the entire process structure and aims to rework it entirely, with the aim of streamlining it or making it more effective and efficient. It is decidedly a more sweeping approach.Phase 4: Process ImplementationThe designed (or redesigned) process will be implemented. Implementation is performed either systemically or non-systemically.Systemic implementation entails the use of specific software and technologies in implementing the process design.Non-systemic implementation is when these technological BPM tools are not used.The choice between the t wo will largely depend on the nature of the business process and, in a small part, on the resources of the organization. After all, the use of technology is bound to cost the company.Phase 5: Process Monitoring and ControllingThe process, once implemented, requires tracking, measuring, and controlling, which is supposed to be done on a continuous basis. The purpose of these is to:Obtain necessary information to ascertain whether changes or adjustments must be made to the process design, or even to the resources and tools used in its implementation.Measure performance of the process to gauge whether it, indeed, leads to the achievement of organizational goals and objectives.Business process analytics are the main inputs in this phase, where historical analytics are used for process controlling purposes. Monitoring of the business activities are usually done through the use of dashboards and rule-based notifications, particularly in organizations that have their own IT infrastructure that they can use for the BPM initiatives.Phase 6: Process Refinement or ImprovementBPM allows organizations to maintain the high level of quality and performance of its business processes. Through monitoring and control of process performance, the organization will be able to innovate and improve its processes primarily through redesign and reengineering.Basically, the results of all that analysis and design (and redesign) work will be implemented to “fine-tune” the process. Remember that the company aims to optimize its processes through BPM, and that is mostly fulfilled in this phase.This phase targets the improvement or refinement of three aspects: performance of the processes, of process management, and of the organization as a whole.

Implementation Of Choosing A Subject Essay - 2479 Words

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Fahrenheit 451 Who Influences Guy Montag - 1068 Words

The first character in the novel Fahrenheit 451 who influences Guy Montag is seventeen year-old Clarisse McClellan. The first time Guy and Clarisse cross paths occurs when Guy is walking home from work close to midnight. They meet on an empty sidewalk and quickly begin conversation. As they continue talking, Guy notices that Clarisse is not an average teenager because of the deep questions and thoughts she has. Clarisse questions Guy’s contentment and makes him realize the absence of love and pleasure in his life. Clarisse acts as a goad to push Guy towards a much needed self-examination that later helps him overcome his fear of bringing out the books he has collected over the years and start to look for the meaning in them. Because of Clarisse, Guy is able to transform into a more self-aware man who can now decode his feelings and realize what he needs to have a flourishing life. The second character I chose who impacts Guy Montag is Professor Faber. Guy met Faber in a park a year before this novel takes place when Guy suspected Faber of having a book. When Guy finally builds up his interest in wanting to know more about his secret books, he calls Faber for aid. With Faber’s knowledge, Guy is able to understand viewpoints from different authors and eventually escape the city after he is reported for having books. Alongside Clarisse, Faber is able to help Montag from being completely molded into an average city citizen who is isolated from the knowledge that books are,Show MoreRelatedSociety In Fahrenheit 4511659 Words   |  7 Pagesheading for destruction, similar to the destruction in Ray Bradbury’s novel Fahrenheit 451. In this novel, the characters live in a society that is truly awful, but the author shows us that our society is heading down that path also. 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In Fahrenheit 451, by Ray Bradbury, the main character, Guy Montag, makes a complete metamorphosis with the help from his neighbor Clarisse, his wife Mildred, and his boss Beatty. In the beginning of the novel, he despised the whole idea of reading, had no thoughts or questions about his life, and was just

Coast4Life Inc. Free Essays

This report outlines the strategic options available to Coast4Life for the upcoming fiscal year. Through my research, I have identified the current situational analysis that is necessary to be considered for the options that will be provided in this report. Current situational analysis: Vision: Coast4Life cruise will be the first choice for vacationers who are seeking a safe, enjoyable and unique cruise experience in the northeastern Pacific Ocean. We will write a custom essay sample on Coast4Life Inc. or any similar topic only for you Order Now Mission: Coast4Life meets the needs of vacationers by offering safe, enjoyable and unique cruises along BC coast at affordable prices and at a high quality of service. Coast4Life strives to minimize the safety effects of cruising on ecology and maximize the safety of customers, staff and marine life by ensuring ships are well maintained and environmental and safety regulations are exceeded. Preferences: The Board of Directors(BOD) preference is to be profitable and maintain a positive net income in light of upcoming economic downturn. The General Manager of the Fraser dry dock believes it defines the reputation on BC Coast for Coast4Life safety. Constraints: Cash available on hand is $10,461,000 and an after tax rate of return on 16%. Key Success Factors: Coast4life cruises wants to provide high quality services to the passengers. Refer to the passenger/crew ratio in comparison to industry averages(see Appendix 3-1). Current Financial Analysis(See Appendix 1- Financial Ratios): Ongoing increase to Coast4life’s abilities to meet its short-term obligations. In light of the slight increase of acquiring additional assets, our revenue streams still continues to outmatch this on a steady basis; however, the incremental revenue is declining with each year. Our service offerings grow; generating incremental income each year; nevertheless, Coast Native and Natural Splendour gross margin’s are the same, and each offers different services. Company’s ability to cover interest is growing over the years, and our debts are declining. Coast4Life’s ability to convert investments into profit has increased. Strategic Options: To cut costs. Option#1: Divesture of the Fraser dry dock Pro(s): Gain on sale of $7,274,000; in favour of BOD preferences and in line of providing the necessary funds to maintain incremental financial targets for upcoming economic downturn(see Appendix 3- 2). Con(s): Against general manager’s preference, as can affect the reputation of the company – the quality of safety regulations the company adheres to. Option #2: Registering Coast4Life’s ships in Liberia Pro(s): WagesSalaries will be cut by 30%; In favour of BOD’s preference to cut costs – $1,423,530 would be saved by outsourcing from Liberia(see Appendix #3- 3). Con(s): Affect quality of service provided by the crew; be against the mission statement Hiring unskilled labour can potentially increase management expenses(Additional Training). Minor options: For materiality purposes with respect to revenue sources the following are minor options to generate additional revenue: Option #1: Switching customer target markets Pro(s): By targeting 40-60 year olds, revenue streams will increase by 20%, which could also increase all financial ratios by the same rate and, thus be in line with the vision statement. This target group can afford a more unique experience given industry annual family income of $78,000. For ages 40 -60 Industry is higher by 8% so we have space to grow and target this age group (see Appendix 3-4). Con(s): By changing target there is no guarantee that revenues will be maintained throughout the downturn in the following fiscal year even with growth in tourism industry in Canada. Option #2: Implement a web-based booking system Pro(s): Can potentially save the company up to $1,341,250 [($2,146,000Ãâ€"10% reduction)/16% after tax rate of return] in travel agent commissions over the life of the company and assist in further increasing the company’s activity ratio Can be paid off in less than 4 months. The payback formula proves that no cash is needed to be spent, as through the incremental savings this investment will be recouped(see Appendix 3-5). Cons: Decrease word of mouth advertising via travel agents. Increase global competition due to the online presence. Recommendation Given the uncertain future ahead, it is best to be conservative and in line with the current mission statement for company objectives. It would be best that Fraser dock would be divested and web-based booking system would be implemented. This would cut costs and increase revenues via savings that can be earned without risking the reputation of the company or established revenue stream. With this consideration, the company will still have enough resources to maintain its financial position. How to cite Coast4Life Inc., Essays

The Dutch artist Maurits C. Escher Essay Example For Students

The Dutch artist Maurits C. Escher Essay The Dutch artist Maurits C. Escher (1898-1972) was a draftsman, book illustrator, tapestry designer, and muralist, but his primary work was as a printmaker. Born in Leeuwarden, Holland, the son of a civil engineer, Escher spent most of his childhood in Arnhem. Aspiring to be an architect, Escher enrolled in the School for Architecture and Decorative Arts in Harlem. While studying there from 1919 to 1922, his emphasis shifted from architecture to drawing and printmaking upon the encouragement of his teacher Samuel Jessurun de Mesquita. In 1924 Escher married Jetta Umiker, and the couple settled in Rome to raise a family. They resided in Italy until 1935, when growing political turmoil forced them to move first to Switzerland, then to Belgium. In 1941, with World War II under way and German troops occupying Brussels, Escher returned to Holland and settled in Baarn, where he lived and worked until shortly before his death. The main subjects of Eschers early art are Rome and the Italian countryside. We will write a custom essay on The Dutch artist Maurits C. Escher specifically for you for only $16.38 $13.9/page Order now While living in Italy from 1922 to 1935, he spent the spring and summer months traveling throughout the country to make drawings. Later, in his studio in Rome, Escher developed these into prints. Whether depicting the winding roads of the Italian countryside, the dense architecture of small hillside towns, or details of massive buildings in Rome, Escher often created enigmatic spatial effects by combining various often conflicting vantage points, for instance, looking up and down at the same time. He frequently made such effects more dramatic through his treatment of light, using vivid contrasts of black and white. After Escher left Italy in 1935, his interest shifted from landscape to something he described as mental imagery, often based on theoretical premises. The lavish tile work adorning the Moorish architecture suggested new directions in the use of color and the flattened patterning of interlocking forms. Replacing the abstract patterns of Moorish tiles with recognizable figures, in the late 1930s Escher developed the regular division of the plane. The artist also used this concept in creating his Metamorphosis prints. Starting in the 1920s, the idea of metamorphosis one shape or object turning into something completely different became one of Eschers favorite themes. After 1935, Escher also increasingly explored complex architectural mazes involving perspective games and the representation of impossible spaces. In 1934 he left Italy, spent two years in Switzerland and five years in Brussels before settling in Baarn (Holland) in 1941, where he died on march 27, 1972, at the age of 73 years. Many mathematical concepts play a role in Eschers later work the relation between a three-dimensional object and its depiction on a two-dimensional surface. M. C. Escher was a man who definitely was before his time. Some argue that he was a mathematician rather than an artist by the way he dissected the normal thinking on spatial relationships.

Byzantine-Seljuk Wars and the Battle of Manzikert

Byzantine-Seljuk Wars and the Battle of Manzikert The Battle of Manzikert was fought on August 26, 1071, during the Byzantine-Seljuk Wars (1048-1308). Ascending to the throne in 1068, Romanos IV Diogenes worked to restore a decaying military situation on the Byzantine Empires eastern borders. Passing needed reforms, he directed Manuel Comnenus to lead a campaign against the  Ã¢â‚¬â€¹Seljuk Turks with the goal of regaining lost territory. While this initially proved successful, it ended in disaster when Manuel was defeated and captured. Despite this failure, Romanos was able to conclude a peace treaty with Seljuk leader Alp Arslan in 1069. This was largely due to Arslans need for peace on his northern border so that he could campaign against the Fatimid Caliphate of Egypt. Romanos Plan In February 1071, Romanos sent envoys to Arslan with a request to renew the peace treaty of 1069. Agreeing, Arslan began moving his army into Fatimid Syria to besiege  Ã¢â‚¬â€¹Aleppo. Part of an elaborate scheme, Romanos had hoped that the treaty renewal would lead Arslan away from the area allowing him to launch a campaign against the Seljuks in Armenia. Believing that the plan was working, Romanos assembled an army numbering between 40,000-70,000 outside Constantinople in March. This force included veteran Byzantine troops as well as Normans, Franks, Pechenegs, Armenians,  Ã¢â‚¬â€¹Bulgarians, and variety of other mercenaries. The Campaign Begins Moving east, Romanos army continued to grow but was plagued by the questionable loyalties of its officer corps including the co-regent, Andronikos Doukas. A rival of Romanos, Doukas was a key member of the powerful Doukid faction in Constantinople. Arriving at Theodosiopoulis in July, Romanos received reports that Arslan had abandoned the siege of Aleppo and was retreating east towards the Euphrates River. Though some of his commanders wished to halt and await Arslans approach, Romanos pressed on towards Manzikert. Believing that the enemy would approach from the south, Romanos split his army and directed Joseph Tarchaneiotes to take one wing in that direction to block the road from Khilat. Arriving at Manzikert, Romanos overwhelmed the Seljuk garrison and secured the town on August 23. Byzantine intelligence had been correct in reporting that Arslan had abandoned the siege of Aleppo but failed in noting his next destination. Eager to deal with the Byzantine incursion, Arslan moved north into Armenia. In the course of the march, his army shrank as the region offered little plunder. The Armies Clash Reaching Armenia in late August, Arslan began maneuvering towards the Byzantines. Spotting a large Seljuk force advancing from the south, Tarchaneiotes elected to retreat west and failed to inform Romanos of his actions. Unaware that nearly half his army had departed the area, Romanos located Arslans army on August 24 when Byzantine troops under Nicephorus Bryennius clashed with the Seljuks. While these troops successfully fell back, a cavalry force led by Basilakes was crushed. Arriving on the field, Arslan dispatched a peace offer which was quickly rejected by the Byzantines. On August 26, Romanos deployed his army for battle with himself commanding the center, Bryennius leading the left, and Theodore Alyates directing the right. The Byzantine reserves were placed to the rear under the leadership of Andronikos Doukas. Arslan, commanding from a nearby hill, directed his army to form a crescent moon-shaped line. Commencing a slow advance, the Byzantine flanks were struck by arrows from the wings of the Seljuk formation. As the Byzantines advanced, the center of the Seljuk line fell back with the flanks conducting hit and run attacks on Romanos men. Disaster for Romanos Though capturing the Seljuk camp late in the day, Romanos had failed to bring Arslans army to battle. As dusk neared, he ordered a withdrawal back towards their camp. Turning, the Byzantine army fell into confusion as the right wing failed to obey the order to fall back. As gaps in Romanos line began to open, he was betrayed by Doukas who led the reserve off the field rather than forward to cover the armys retreat. Sensing an opportunity, Arslan began a series of heavy assaults on the Byzantine flanks and shattered Alyates wing. As the battle turned into a rout, Nicephorus Bryennius was able to lead his force to safety. Quickly surrounded, Romanos and the Byzantine center were unable to break out. Aided by the Varangian Guard, Romanos continued the fight until falling wounded. Captured, he was taken to Arslan who placed a boot on his throat and forced him to kiss the ground. With the Byzantine army shattered and in retreat, Arslan kept the defeated emperor as his guest for a week before allowing him to return to Constantinople. Aftermath While Seljuk losses at Manzikert are not known, recent scholarship estimates that the Byzantines lost around 8,000 killed. In the wake of the defeat, Arslan negotiated a peace with Romanos before permitting him to depart. This saw the transfer of Antioch, Edessa, Hierapolis, and Manzikert to the Seljuks as well as the initial payment of 1.5 million gold pieces and 360,000 gold pieces annually as a ransom for Romanos. Reaching the capital, Romanos found himself unable to rule and was deposed later that year after being defeated by the Doukas family. Blinded, he was exiled to Proti the following year. The defeat at Manzikert unleashed nearly a decade of internal strife which weakened the Byzantine Empire and saw the Seljuks make gains on the eastern border.

Zircon, Zirconia, Zirconium Minerals

Zircon, Zirconia, Zirconium Minerals Zircon may seem a bit drab next to those infomercials for cheap cubic zirconia jewelry. The zirconium minerals are a serious bunch. Zircon Zircon makes a nice gem but its out of favor these days. Zircon- zirconium silicate or ZrSiO4- is a hard stone, ranking 7 ½ on the Mohs scale, but other stones are harder and its colors arent unique. Tradition has a slim dossier on zircon; one site says that it was reputed to aid sleep, bring prosperity, and promote honor and wisdom, but hey, just having the money to own jewels is good for that. It does have some minor mineralogical distinctions. Its the only gem in the tetragonal crystal class, for what that is worth. And its the densest of the major gemstones, but that means a zircon of a given carat weight is smaller than any other gem of equal weight. Maybe zircon can gain more respect if we look at its value to geologists. Zircon grains occur almost everywhere there are sediments because the mineral is so tough. It rises through the crust in igneous rocks and is eroded into the stream system, washed out to sea, and laid down in the sediment beds where it becomes part of the next cycle of sandstone and shale- totally unaffected! Zircon is the ultimate geological recyclable; it can even endure metamorphism. That makes it a great indicator mineral. If you find it in granite in one place, and in a sandstone somewhere else, you have learned something about the geologic history and geographic setting that brought the zircons from the first to the second place. The other thing about zircon is its impurities, especially uranium. The uranium-lead (U-Pb) system of dating rocks has been refined to great accuracy, and U-Pb zircon dating is now a precise tool for rocks as old as Earth itself, some 4.6 billion years. Zircon is good for this because it holds these elements tightly. Zircon is usually pronounced ZURKn, although you also hear ZUR-KON. Zirconia/Baddeleyite Cubic zirconia or CZ is known as a fake diamond, but I think it should instead be considered a superior zircon. CZ is a manufactured oxide compound, ZrO2, not a silicate, and zirconia is a chemical name, not a mineral name. There is a naturally occurring form of zirconia, called baddeleyite. The difference between baddeleyite and CZ is the way the zirconium and oxygen atoms are packed: the mineral is a monoclinic  crystal and the gem is cubic (isometric), the same crystal structure as diamond. That makes CZ extremely hard- only diamond, sapphire, and chrysoberyl can scratch it. The United States stockpiles over 14,000 tonnes of baddeleyite for its zirconium content. Like zircon, it is useful for dating extremely old rocks, though unlike zircon its use is limited to igneous rocks. Baddeleyite is pronounced ba-DELLY-ite by most geologists, but those who know better pronounce it BAD-ly-ite. Zirconolite Zirconolite, CaZrTi2O7, is neither a silicate nor an oxide but rather a titanate. In 2004 it was reported to be even better for dating old rocks than zircon, yielding data as precise as the SHRIMP (sensitive high-resolution ion microprobe) instrument allows. Zirconolite, though rare, may be widespread in igneous rocks but not recognized because it resembles rutile. The way to identify it for sure is by using specialized electron microscopy techniques on the tiny grains before deploying the SHRIMP on them. But these techniques can derive a date from a grain only 10 microns wide. Zirconolite is pronounced zir-CONE-alite. The Geologists Gem To get an idea of what people can do with zircons, consider what researcher Larry Heaman did, as reported in the April 1997 Geology. Heaman extracted zircon (and baddeleyite) from a set of ancient Canadian dikes, getting less than a milligram from 49 kilograms of rock. From these specks, less than 40 microns long, he derived a U-Pb age for the dike swarm of 2.4458 billion years (plus or minus a couple million), just after the close of the Archean Eon in earliest Proterozoic time. From that evidence he reassembled two big chunks of ancient North America, tucking the Wyoming terrane underneath the Superior terrane, then joined them to Karelia, the terrane underlying Finland and adjacent Russia. He called his results evidence of the worlds earliest episode of flood-basalt volcanism or Large Igneous Province (LIP). Heaman capped himself by speculating that the first LIP could reflect either (1) the waning of a vigorous mantle convection regime that prevailed during the Archean and completely dissipated mantle plumes for more than half of Earths history, or (2) the time of catastrophic collapse of a stable density stratification in the Earths core that led to a sudden increase in heat flux at the core-mantle boundary. This is a lot to get out of a few tiny bits of zircon and baddeleyite. PS: The oldest object on Earth is a grain of zircon thats nearly 4.4 billion years old. Its the only thing we have from deep in the earliest Archean, and it provides evidence that even at that time, Earth had liquid water on it.