Articles

Business Architect Job Description

Author(s):

Geoffrey Balmes

Business Architect Executive, Independent Consultant

I am often asked to describe the role of the Business Architect; the role is new enough that most Resource Managers do not have a job description on file. Of course, the answer depends on the context within which the question is asked. Sometime I describe what the Business Architect “does.” Other times I describe what the Business Architect “accomplishes.” Yet other times the inquirer really wants to know what “skills” the Business Architect should possess.

The Power of Abstraction

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The power to abstract is fundamental to innovation. When ideas are scarce, a fresh viewpoint makes all the difference. Abstraction is also a hierarchical process, and that perfectly fits the needs of the innovator facing complex problems requiring system solutions. The Abstraction Ladder

Testing the Waters: Starting a Business Architecture Practice

Author(s):

Neal McWhorter

President, Strategic Value Partners

Many organizations are in the process of starting or considering whether they should be starting a Business Architecture practice. But most are still working to decide what they practice really looks like. Starting a new practice area is never easy and the risks that a new practice might not succeed are high. To make sure that your organization’s Business Architecture practice doesn’t fall victim to this risk it is important to have a plan for how to grow your practice.

Transforming the Enterprise: SOA + DM

Author(s):

Claye Greene

Managing Director, Technology Blue, Inc.

Today’s business challenges are consistently increasing in number, frequency and complexity. Addressing these challenges requires a level of agility that has not been technologically attainable in the past. However, innovative approaches and technologies such as Service-Oriented Architecture and Decision Management are now enabling companies to better connect, organize, manage and enable their organizations.

Achieving Purpose and Flexibility in Service-Oriented Design: Approaches with Use Cases and Service Taxonomies

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Over the past decade, we have learned that the challenge of building service-oriented solutions is less about technology and more about solving real-world business problems. Enterprise architects realize that any solution must revolve around an organization’s business processes, IT infrastructure, policies, and standards, and it makes sense that many aspects of service design will revolve around those key areas.

BPM, Lean, and Six Sigma – Better Together

Author(s):

Daniel Morris

Managing Principle, Wendan Consulting

Business improvement disciplines today are generally looked at as competing with one another. This article takes a different position. It is our belief that each of the major disciplines, BPM, Lean, and Six Sigma, have weaknesses that the others fill and that together, they provide a change environment that delivers the full promise of each.

The Process Practioner – An Independent Review of Appian Enterprise and Appian Anywhere

Author(s):

Karen Tricomi

Consultant, The Process Geek

Introduction This is the third in a series of articles evaluating tools used by process professionals. As with previous reviews, I approach the subject as a business professional with a need to document, analyze, and improve processes, not as an IT professional or a BPMS industry expert – I am neither. My most critical criteria are once again ease of use, a short learning curve, and good collaboration features.

BPMS Watch: Teaching Elephants to Dance

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

In these tough times, even the most change-resistant organizations are re-examining whether past practice should continue to govern standard operating procedures. Government and airlines, for example, spring to mind. Last week, I saw further evidence of this in delivering a BPMN training class to one of the many Federal agencies involved in financial regulation. I was surprised to find that most in the class were experienced process modelers already. Many had prior BPMN experience, for some including BPMN-based BPM Suites. The processes of greatest interest concerned

What is Scope?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

“Scope” is an “everybody knows.” And that may be the biggest problem. Consider this example: After reviewing a presentation on a major initiative (tens to hundreds of millions of dollars), one senior executive proclaimed that with scope now established the need was to work specific areas. Another executive, reviewing the very same material, pointed out that it was, of course, clear that scope was still not understood!

BPM, Six Sigma and Simulation for Today’s Tough Business Environment

Author(s):

Marvin Wurtzel

Faculty Member, BPMInstitute.org and Principal Consultant, Marvin M. Wurtzel & Associates, Inc.

During the 1980s and 1990’s the use of flowcharts began to evolve. Next Business Process Management (BPM) came along to more formalize their use and combine their use with computer systems technology. Also in this timeframe, Six Sigma came into play as a means to improve processes by minimizing variability. Next, Lean six sigma evolved as a further means of reducing waste in processes.