In First Things First, I made a case for partitioning the front end of the development process into a concept planning phase and a detail design phase. In effect, this separates the “what” from the “how” in the process of creating and giving form to an idea.
The value of this is multifold:
Enterprise Architecture as a practice has been around for some time now. Many companies have reached a level of sophistication and maturity within their EA practices. They are well established with EA policies and governance institutionalized throughout the company.
“The management drive is the support and commitment of a company’s senior management, at the time to think and take the first and last step in a BPM tool process automation. This is the fourth pillar of importance for macro phases: process modelling, process construction testing, adjustments and/or changes to business rules.
Operational performance has become widely accepted as a critical success factor for companies across many industries. It is best described as the level at which all business units in an organization work together to achieve core business goals.
There are understandably many articles and texts dedicated to operational performance management. Many companies have created departments and job functions focused on translating the value of business assets into higher performance. However for those who are just beginning the journey there are undoubtedly more questions than answers.
We frequently debate the question of who owns business architecture, but this question hides a more fundamental issue that can dramatically impact the value proposition of business architecture. Motivation and intent will ultimately determine if business architecture is a “game changer” or just another management discipline delivering incremental improvements to the status quo.
“The culture of paper in a business today is still considered important, as a means of support and evidence of any activity carried out within an established process. The change into a culture oriented to the use of information technology is mainly based on the commitment of the end user to live in an environment of automated activities and operational activities within the process where paper is used mainly in necessary control processes.
Within the world of SOA the term service management usually refers to the control and orchestration of the invoked service (web. Business, composite, etc.), usually called SOA governance.
This article may seem at times like a rant. It’s not meant to be. It just deals with the frustration that all of us who innovate in the development of planning processes feel when the most rational, carefully-planned, sure-fire, absolutely-self-evident advanced planning methods fail to stick in an organization!
SOA purists might scoff at using SOA for integration [1], but for many enterprises, Service Oriented Integration (SOI) remains one of the prime motivations for embarking on the SOA journey. Agreed SOI by itself doesn’t achieve the avowed goals of agility or elimination of redundant IT infrastructure, but it helps the enterprise address real concerns, now. The SOA Manifesto [2] states that Business value is of higher priority over technical strategy; hence easier integration with SOA is a valid goal of a SOA initiative.
When you are trying to handle a problem, make an improvement, change the culture, or implement a key strategy where do you go first – to manage the people or manage the process?
Consider these four scenarios. Would you approach the situation by managing the people or managing the process? Rate each one against the 5 criteria and think about why you selected the rating. We will come back to these four scenarios at the end at the end of the article and consider them further.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
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