In this market scenario, protecting the consumers from falling prey to counterfeit products becomes one of the primary tasks of business processes. It not only helps consumers get the real value for their money, but also helps the businesses to build their brand value and trust.
This article assumes knowledge of the Decision Model.
Many companies are beginning or at least seriously considering a Business Architecture (BA) initiative. Even though the Business Architecture has always existed, its structure, nature and appearance have remained hidden from view. The ability to express the complexity of an enterprise in a commonly understood and graphical format, for purposes of analysis and design is severely limited without the Business Architecture. And of course, one will need a rich graphical modeling notation or language in order to develop the BA.
One of the realities of SOA is that even in the most enthusiastic organisations not all services can or will be delivered by discrete services written in .NET or Java. For historical or pragmatic reasons, some of the functionality is likely to be delivered by business applications. These may be legacy systems that have been bought or developed pre-SOA. In many cases new applications have been brought in post-SOA, much to the architects’ dismay.
There is good news on the business architecture front. The level of discourse has elevated dramatically around how to effectively represent the business architecture. At the forefront of this discussion are two essential focal points: the business capability and the value stream. While certain camps have rallied around one or the other, transformative business architecture can only be achieved by incorporating both concepts into those efforts. A quick primer on business capability and the value stream puts our discussion into perspective.
This article assumes knowledge of the Decision Model.
Corporations track specific financial measures, use operational measures to monitor their core business, and collect some customer satisfaction measures. However, as companies move to a more process-centric approach they need to think about measures for each process and sub process, and these are often not captured today.
Software firms like to tout their solutions as game changers. Few are. Most make only a modest impact on an organization’s business. Some don’t make any. The introduction of Smart BPM? 6 last March left many wondering about the impact this version of Pegasystems’ flagship product would have on the BPM industry. That’s hard to say right now, since the solution is relatively new.
Despite the widespread hype and reams of articles in technical and business journals alike, one question that still causes consternation amongst customers and practitioners alike is, “What is Service Oriented Architecture (SOA)”? If compiled, the answers to this question would fill copious volumes, but a consensus on an answer would be elusive. The reason the answer to this question doesn’t fit into the mold of a precise technical definition is due to the fact that SOA is mostly a business concept, hence it has to be defined in a business context.
A lot has happened in the last year regarding The Decision Model. In November 2009, our book described the formalism and usage of The Decision Model (von Halle and Goldberg, 2009, Taylor & Francis LLC, The Decision Model: A Business Logic Framework Linking business and Technology). Since then, adoption of The Decision Model has escalated faster than anticipated. It also caught the attention of the Object Management Group which is the subject of this month’s column.
Everyone starts here.
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