‘The art of progress is to preserve order amid change and to preserve change amid order’
(b.1861 – d.1947), British mathematician and philosopher.
For those of us who have been developing applications for many years (think COBOL & Assembler from the 70s and 80s), the idea of having a code library (programs and routines) is nothing new. However for the Web Services generation, this concept has taken a while to re-emerge, but has now been packaged in the form of a services registry and/or repository.
Many companies have embraced the concepts of Service Oriented Architecture (SOA) at least to the point of creating a few Web Services that are consumed by different applications. Embracing the use of SOA often comes about when an Enterprise Architect is sitting in a kickoff meeting and the need to reuse some critical data foundation functionality, such as Customer Relationship Management (CRM) or Master Data Management (MDM)—through the use of a service interface rather than replication of a nightly batch feed—arises.
Business Architecture approaches and methods are improving, becoming more formal and standardized as evidenced by the Business Architecture Working Group (BAWG)(1) under the auspices of the Object Management Group (OMG). As with any developing approach or method, a variety of ideas, techniques, terms, expressions and definitions, some old and some new, will emerge. This is most assuredly true for the Business Architecture (BA), as well!
Lean is not about cutting jobs to the bone. Rather it is about getting your operation “svelte and fit”, doing more with less, being in the ‘flow’ zone and delivering what the customer values.
Lean is a term coined by James Womack and Daniel Jones in their book Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Lean is the term they gave to the principles they observed at Toyota. These principles enabled employees to eliminate wastes, minimize variation through standardization, and increase value in the eyes of the customer.
Complex event processing (CEP) continually evolves as a technology to help organizations react to various business conditions such as threats and market opportunities. CEP technologies excel at taking raw, voluminous amounts of event data, accumulating it, correlating it and aggregating it in forms that facilitate critical decision-making.
What is going on?
The business transformation industry is growing and starting to stratify. Many corporate managers have now recognized the enormity of what must be dealt with and are starting to look at grouping practitioners by specialized skills and capabilities.
Larry was at the headquarters of one of the largest industrial organizations in the U.S. and his task, on behalf of a business rules technology vendor, was to understand why this client had decided to replace his client’s technology with a package. The decision could not have been taken lightly – this was a custom built order processing system, a huge system by any measure. It had been built but ten years previously at a cost that ran into eight figures. By the vendor’s count it contained over 20,000 rules.
In today’s marketplace it is imperative that companies are creative about how they manage and evolve their business processes. Achieving agility is a critical organization driver for organizations eager to reduce time to market, foster innovation, and tackle complexity. Business rules help automate the decisions essential to the organization’s business processes – reducing manual steps, delays, and opportunities for errors. Decision management is the business discipline that best leverages business rules and puts analytics and optimization to work in every transaction.
In the previous article “Process-oriented Systems Paradigm for the Process Age”, I discussed the concepts that will shape process-oriented systems in the Process Age. In this article I will discuss how these concepts influence the development of systems. Some of the terms used here have been described in the previous article.
-o00o-
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
|
Courses
|
|
|
|
Courses
|
|
|
|
Courses |
|
|
Business Architecture
|
|
|
|
Courses
|
|
|
|
Courses |
Certificate
|
|
Courses |
Certificate
|
