In recent years, two business evaluation methodologies have competed for center stage: Business Process Management and Business Rules Management (or, as some are now calling it, “Business Decision Management”). Currently, there is a new methodology, Business Architecture, which is attracting attention.
Why is Business Architecture generating such interest?
“What makes a great business architect?”
“My organization is looking to hire business architects. What should we be looking for?”
“How do I know my business architect is doing the ‘right’ things?”
Anyone who has been in the business world for a while has probably experienced a few painful facilitation sessions, plagued by conversations going in circles and little to nothing being accomplished. With today’s reality of back-to-back and double-booked meetings, the value of participants’ time has never been greater. The good news is that meeting time can be better spent, resulting in quicker decision making and less time to implementation. How? There are two key ingredients to achieve an effective facilitation session – a good facilitator and careful sess
When you grapple with a new idea, where do you start? Most people concentrate on the whole or the parts – either the entity that is the overall idea or the entities that compose it. That we approach ideas in this manner and don’t think about them instead as sets of relationships among components seems to be natural. Relationships, if we get around to them at all, are secondary considerations.
I recently came across an article titled “SOA is dead, long live services!” It grabbed my attention (in fact, it is subject of a very lively discussion in the blogosphere), and got me thinking about how SOA has come to reach the “trough of disillusionment” stage. I decided to put some thoughts together, a sort of “a posteriori” analysis of my own experiences. So, why do SOA projects fail? We have the usual litany of suspects: market over-hype, vendor “marketecture”, lack of skilled resources, funding, etc. But that would be too easy, maybe even a cop out.
Despite the growing number of success stories testifying to the positive business-transforming effects of Decision Management, many companies struggle to reach an implementation maturity level that generates continual value.
Many companies across the globe are facing up to a whole new world where risk and compliance assurance must now be supported by reliable controls over which the level of transparency required to be provided by the business to the governance process is considerably onerous.
Furthermore the requirements on the company are written into statutory obligations and carry heavy penalties for those that fail to deliver.
Business architecture teams are making significant inroads by providing business executives with the organizational transparency required to diagnose and take on critical business challenges. As business architects continue to collect, organize, aggregate and visualize cross-functional, cross-disciplinary business knowledge, they require a business architecture knowledgebase.
This article assumes knowledge of the Decision Model. If you are not already familiar with the theory of the Decision Model you can download a brief primer from www.TheDecisionModel.com.)
Good ideas usually have system-like characteristics. That may seem strange, considering how we have been indoctrinated all our lives to believe great ideas are simple, complete and self-evident once conceived (think solutions to problems or opportunities for enrichment). Examples of these abound, many now urban legends.
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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