Articles

It’s Time: Ditch your Business Rules

Author(s):

Larry Goldberg

Managing Partner, Knowledge Partners International LLP

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.

Achieving Organization Agility Using Decision Management

Author(s):

James Taylor

Faculty Member, BPMInstitute.org and CEO and Principal Consultant, Decision Management Solutions

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.

Systems Engineering for the Process Age – Creating systems to adapt to agile business

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

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.

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Enterprise Change Equations

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

1. Approaches to ECE.

The change of such a complex system as Enterprise has to be considered at least from three perspectives:

The philosophical equation of inevitable change.

The business equation of embracing vs. ignoring change
The human equation of Enterprise change success.

Three Continuing Barriers to Cloud Application Development

Author(s):

George Barlow

Faculty Member BPMInstitute.org, Founder/CEO of Stratiza, Stratiza

In talking with customers and prospects over the last few months, three themes that seem to be barriers to Cloud application development have repeatedly emerged. The first is that of Cloud security, the second Cloud performance and the third Cloud technology requirements.

Guerrilla SOA

Author(s):

John Moe

Principal Consultant, J Moe Associates

About 15 years ago I came across ‘The Guerrilla Marketing Handbook’ by Jay Conrad Levinson. The concept was to create branding and lead generation through unconventional and small scale activities and events that could have as much impact as a large seven figure advertising campaign. Unfortunately, a lot of people took this as an excuse to commission irritating and humourless “viral” internet campaigns churned out by clueless marketing agencies. However, the concept of getting maximum results from minimum resources has stuck with me.

The Business Process Management DNA, a need for the “big picture”

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

A DNA carries the biological instructions that define, compose and create unique species. Molecules come together in a unique combination to form a “code” that defines a cell’s characteristics in an organism, and shape what the cell in intended to do. This article is not about genetic engineering, nor is it about medicine. However, it is about trying to lay out the DNA roadmap for what Business Process Management (BPM) should encompass in an organization.

Management Strategies for SOA

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Management Strategies for SOA

The SOA consortium has been running an annual contest for the best SOA Case Studies. Last year I attended the event and summarized the common characteristics of successful SOA implementations. This year’s winners shared the same characteristics:

1. Strong executive level commitment2. Educate the business of the value of SOA3. Establish a Center of Excellence4. Well defined business services5. Completeness of services6. Sound quality assurance7. ROI realized over time

Business Semantics – Information Alignment

Author(s):

Jim Rhyne

Principal Consultant, Software Renovation Consulting

Technology has produced many wonderful and useful things and has changed the way we work and play. It has also produced a good many solutions for problems that nobody thinks are important. Or, the technology based solution to the problem has a greater cost than the value that would be realized from the solution.

Target State Business Architecture an ideal model for forming an Outsourcing Agreement

Author(s):

Bernard Morris

Business Enterprise Architect, VicRoads

Outsourcing

The term outsourcing is developing a whole new concept with the recognition that through scale opportunity service providers can not only provide more efficient processing but can also deliver high value adding based services directly to the customer.

However, the outsourcing of high value business processes can be quite complex and requires serious preparation before a decision can takes place to release responsibility to a third party.

The key questions facing the organisation are: