Articles

Working Collaboratively Improves Business Processes and Accelerates Results

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Today’s organizations are seeking to improve accountability and put more structure around their businesses, in order to respond more effectively to rapidly changing requirements. While getting those requirements right is important, communication about the requirements is also very important, requiring a dialogue between IT and the business users. For many organizations that is a challenge – but it is a challenge that can be overcome. And there are some tools that, once implemented, can make that dialogue between IT and ‘the business’ a happier conversation.

Search Frameworks and Engines – Unleashed

Author(s):

Sameer Paradkar

Enterprise Architect, AtoS

The details include search engine core components that work under the hood in tandem to generate the search results based on user requirements. Who are these core components? What’s their purpose in Search and answers to all these you would find in this artifact. A brief summary of package products and a list of search engine packages that are available out of box. This document is a consolidation of the search engine and frameworks and a write up on package search engine from FAST ESP.

Defining the Business Capability – A Cheat Sheet

Author(s):

William Ulrich

President, TSG, Inc.

A business capability defines “what” a business does at its core. This differs from “how” things are done or where they are done. Business capabilities are the core of the business architecture(i). Before I go further, let me say that this is not an article on the importance of the business capability or capability mapping. If you have doubts about this, read some of the other posted articles or white papers on the topic to build your familiarity. This article is for those of you who already understand the value of business capability mapping and need to go to the next stage.

Anatomy of Software Frameworks

Author(s):

Sameer Paradkar

Enterprise Architect, AtoS

This document emphasis on the variety of frameworks development approaches and their categorization and then walks thro’ the Visual Studio framework creating process. At the end it contains a case study of framework targeted for a telecommunication companies.

Software Tools for The Decision Model – Part 2

Author(s):

Larry Goldberg

Managing Partner, Knowledge Partners International LLP

This article assumes knowledge of the Decision Model.

Appian BPM Suite Speeds Transformation, Creates Competitive Advantage

Author(s):

Lou DiToro

President, Perfect Pages

Learning to compete on time is the key to surviving in intense marketplaces. Businesses that can’t do this risk being overtaken by more agile competitors or failing altogether. Appian BPM Suite 6.5 helps businesses compete in tough marketplaces. This integrated suite lets companies quickly transform operations and achieve the agility they need to survive in today’s marketplaces.

The Business Case for Business Architecture (BA)

Author(s):

Ralph Whittle

Enterprise Business Architect, Independent Consultant

Many companies are considering or beginning a Business Architecture (BA) initiative. Most likely in the early stages of the initiative, it is treated as “exploratory” in nature or perhaps as a “pilot” project. Various BA approaches are analyzed, articles and books are reviewed and training classes are attended. After some serious examination of the available information, it is necessary to put forward a business case for the “strategic” BA initiative. At the BrainStorm conferences, many attendees are asking “How do you build a business case for Business Architecture (BA)?

Standardization or Flexibility- Partners or Enemies?

Author(s):

Shelley Sweet

Faculty Member, BPMInstitute.org and President, i4 Process

You probably know experts who state that standardization is critical for work and information processes. They dogmatically declare that you get reduced variability, cost reduction, better quality, and consistency across the organization with standardization. In fact if you don’t have standardization you can’t make improvements because people and business units do the process differently to start!

SOA and Process Modelling

Author(s):

John Moe

Principal Consultant, J Moe Associates

Being an ardent advocate of most things BPM and SOA, I am constantly disappointed, but not surprised, to find IT departments investing in development and integration tooling to support SOA that stop short of anything that contains the word ‘process’ in it. E.g. Process Modeller, Business Process Management, Process Engine, etc.

The Role of Organizational Change Management in BPM and the Selection of a BPMS

Author(s):

Geoffrey Balmes

Business Architect Executive, Independent Consultant

Organizational Change Management (OCM) does many things with regard to change initiatives: it raises awareness, manages impact, mitigates resistance, and helps improve adoption. And while these benefits should apply to any change initiative, it is my experience that organizations invest in OCM primarily for technology changes that they expect to have a profound impact on the way they do business.

Author(s):

BPMInstitute.org

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