Who?
Business Analysts identify the business needs of their clients and stakeholders to help determine solutions to business problems. They typically perform a liaison function to software developers by serving as business problem solvers. They play a vital role throughout the project life cycle by understanding and representing stakeholder needs, documenting and organizing the requirements for a system, and communicating requirements to an entire team.
In the previous article we established the service-orientation design paradigm as currently providing us with the following eight common principles:
•services share a formal contract
•services are loosely coupled
•services abstract underlying logic
•services are reusable
This is the first article in an eight-part series dedicated to exploring the common principles of service-orientation. Acclaimed author Thomas Erl shares his insights into the service-orientation design paradigm by providing excerpts from his second SOA book “Service-Oriented Architecture: Concepts, Technology, and Design”, supplemented with additional commentary.
The adoption of SOA often comes with an expectation that many of the benefits commonly associated with service-oriented technology platforms will be realized simply through their successful implementation.
Too many organizations think they can implement business process management (BPM) efforts with nothing more than a comprehensive set of tools and a good ROI story.
I’ve been speaking at BPM conferences for – well, too long, probably – but long enough to see the evolution of BPM’s essential value proposition, as expounded by consultants, industry analysts, and BPMS vendors. Consistent with Darwinian theory, this evolution has not followed a simple linear thread but has branched into multiple lines, some destined to die out and others – hopefully – to flourish. Today I would say there are three distinct branches, three different statements of what BPM is and is trying to do. Each has its own natural constituency and ardent advocates.
There’s something wrong with BPM, something terribly wrong. Although the past five years have witnessed great progress in the theory and practice of business process management, if we go back to business-process basics, a fundamental problem with BPM becomes clear.
This is the first article in a six-part series dedicated to exploring how SOA and service-orientation relate to and affect business analysis processes and approaches.
Because business process management provides a strong capability for business change, organizational and people issues are huge challenges. Adopting new technology places extensive demands on employees and their managers.
Bischoff is an international expert on optimizing and automating business processes across silos and the extended enterprise. She also is recognized for her work in Web services, brand strategies, strategic planning, integration, and IT/organization alignment.
According to Bischoff, most organizations are in the “tactical” mode when it comes to BPM. In other words, they are still in the discovery phase when it comes to Business Process Management. Moving from the tactical model to strategic mode is the key to enterprise success and necessary when implementing BPM.
The convergence of BPM, SOA, Web services, and XML promises to significantly improve corporate agility, reduce time-to-market for new products and services, reduce costs, and improve operational efficiency of IT systems. Chapter 6 from “Understanding SOA with Web Services” explores each of these technologies in depth and describes the pros and cons of the implementation of each. The authors also do a compare and contrast between orchestration and business process management including an examination of where BPEL falls short for BPM solutions.
Exclusive members-only chapter from:
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
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