Articles

Finding Agile (In Decision Management Tech Implementation)

Author(s):

Gagan Saxena

VP Consulting & Principal Consultant, Decisions Management Solutions

Even though Decision Management technologies are built upon agile development principles, implementation projects frequently get bogged down in traditional approaches. Let us embark on a journey in the hopes of Finding Agile in those murky waters.

Decision Management Technologies are Center Stage

Most of the new advances in technology are aimed at making the systems more intelligent by having them do more knowledge work. These collection of technologies are the Decision Management technologies – that includes business rules, analytics and optimization. Since decision-making is amongst the most fluid aspects of an organization and the logical place to plug knowledge in, all related technologies are experiencing a surge in demand.

BPM versus OpX

Author(s):

Andrew Spanyi

Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

The proliferation of process improvement methods over the past decade has become problematic. The range of process improvement methods now includes BPM, Lean, Six Sigma, Lean Six Sigma, Operational Excellence (OpX), Process Excellence (PEX), Reengineering (BPR) and several older techniques such as the theory of constraints (TOC) which are still in use in some organizations.

As process improvement professionals develop increasing skill in a selected improvement method, they are inclined to think and communicate that their method is better than alternative approaches to process improvement. Executives seeking to improve operational performance are sometimes confused about the similarities and differences between various methods and feel that they “have to choose a side.”

Business Architects and Product Managers

Author(s):

Ganesh Balasubramaniam

Director - Business Architecture, OptumHealth

Let me start with a provoking question: Business architects create capability roadmaps and product managers create product roadmaps. What is the difference and which is more valuable for my business? If product managers manage all the products of a company, is there a need for business architects and capability roadmaps?

Some of us, who are practicing business architects and familiar with “Guide to the Business Architecture Body of Knowledge™” (BIZBOK® Guide), may find this question offensive. However, this could be a reasonable question from any senior business leader (particularly unfamiliar with business architecture and product management disciplines).

Governance is Not a Four Letter Word

Author(s):

Glenn Smith

President, BPMPros LLC

At a recent client meeting, the Chief Architect arrived a few minutes late, clearly upset. When asked what was bothering him, he muttered “Governance is a four letter word”. I am sure that many readers have shared that sentiment at some time, but it needn’t be that way.

Organizations who have adopted BPM as their platform for IT development have an opportunity to both simplify and improve their IT Governance and Compliance processes. All of the advantages which BPM brings to your core business processes are just as applicable to IT Governance.

Leading Organizational Redesign with Business Architecture

Author(s):

Frank Fabian

Owner, Frank Fabian Group

Reorganization of a business is not easy. Following the usual process of organizational design, you work to identify the current organization, note the gaps and describe a process for getting to the new organization. That sounds easy enough in theory, but implementing the reorganization is not nearly as straight forward. Asking stakeholders what the problems are usually only gets you symptoms. Identifying gaps is difficult because if the organization knew there were gaps, they would have fixed them. Then you have those who abhor change who believe their area of the business works fine – it’s everyone else’s fault.

Getting Started

Transitioning to a World of Decisions

Author(s):

Brian Stucky

Managing Director, Business Decision Management, Allegiance Advisory Group

As the concepts of decision modeling and management increasingly move from theory to practice, it has been interesting to note how it is perceived and approached by both business and IT. Perhaps not surprisingly, my experience has shown this to be a smoother transition for business. This is something we should expect as it presents a more natural representation of the business for the business. The IT side has certainly had a variety of tools available in numerous platforms to support this approach and the emergence of the Decision Model and Notation (DMN) standard now brings a cohesive view across industries. However, it does seem to present a few challenges to IT in this early stage of evolution.

Win the Game with Metrics

Author(s):

Karen Tricomi

Consultant, The Process Geek

I admit it; I waste hours a week playing video games. On my phone, laptop or tablet; on a train, bus or airplane; when I have time and when I don’t, I and millions like me find that the positive feedback from these games keeps us addicted. A silly banner pops up and says “Congratulations, you’re a winner!”, or tells you you’re still lagging behind the champion, and you just have to play again.

Before Launching Government Transformation, Establish a Culture of Innovation

Author(s):

Ken Mullins

Senior Principal, MITRE Corporation

“All employees must be directly involved, learning about innovation. And they must have direct experience with it. New governance gets managers more involved in the decision making…. Only when innovators operate with the credibility of leaders will innovation become a productive part of the everyday business.” – Craig Wynett, a key driver of P&G’s pre-eminence in innovation

Literate Process Modeling

Author(s):

Glenn Smith

President, BPMPros LLC

Thirty years ago, Donald Knuth introduced the notion of literate programming. He wrote “Instead of imagining that our main task is to instruct a computer what to do, let us concentrate rather on explaining to human beings what we want a computer to do.” His premise was that over the lifetime of any successful program, far more hours would be spent reading it for purposes of maintenance and enhancement than were originally spent creating it. Furthermore, most of this would be by people other than the original author. If this is true, a little more effort in documentation by the original author will be paid back many times. We believe these principles are even more important in Process Modeling than in traditional programming.

Leading Organizational Redesign with Business Architecture

Author(s):

Frank Fabian

Owner, Frank Fabian Group

Reorganization of a business is not easy. Following the usual process of organizational design, you work to identify the current organization, note the gaps and describe a process for getting to the new organization. That sounds easy enough in theory, but implementing the reorganization is not nearly as straight forward. Asking stakeholders what the problems are usually only gets you symptoms. Identifying gaps is difficult because if the organization knew there were gaps, they would have fixed them. Then you have those who abhor change who believe their area of the business works fine – it’s everyone else’s fault.

Getting Started

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