BPMN 2.0 is almost here. If all goes as planned, it will be voted on by OMG members in June. Assuming it passes, that doesn’t mean BPMN 2.0 is officially adopted and available in commercial tools, just that it has entered the “finalization” phase when tool vendors can start building it in. Even though the diagram notation of BPMN 2.0 appears little changed from previous versions, it represents a big step forward.
There is no shortage of books that cover SOA topics, but few of them go beyond background information, telling us what a service is and what technologies we can use to network them, but leaving us on our own to figure out how to identify or design a service. Fewer still go into the design of SOA solutions for the enterprise. I’m happy to report that this book is a welcome exception.
“A high level of process maturity is considered a fundamental pillar for comprehensive process automation and successful future implementation. The process operation and the time this process has been utilized by the business must be well understood by the person or people who are going to automate said process. Considering implementing a theoretical process or a process that possesses a low level of maturity is likely to result in failure and/or extended execution time and/or a high investment in cost and resources.
Strategy [strat’-i-jee]: a plan, method or series of maneuvers or stratagems for obtaining a specific goal or result. Execute [ek’-si-kyoot]: to produce in accordance with a plan or design. Clearly, the two ideas are closely related; one involves setting a plan and the other involves putting the same plan into motion. Simple enough. Yet, why is it that so many companies fail to make the connection?
In my experience, most organizations are very adept at planning.
There continues to be confusion over the practice of business architecture and the role of the business architect. One way to clear this up is to examine other forms of architecture and the related role of the architect. First, we should restate the industry definition.
Today’s challenge to increase productivity with fewer resources has lead to numerous methodologies and toolkits to help organizations meet their objectives and become more profitable and effective. This certainly makes the case for applying two well known and proven methodologies Business Process Management (BPM) and Six Sigma.
According to a 2008 Gartner Survey1 there has been an increase in the number of organizations implementing web services using Representational State Transfer (REST) and Plain Old XML (POX).
During any BPMS demo, the vendor will demonstrate how the application handles the review and approval cycle of some work product, e.g., a document, form, or report. Review and approval of these products is a process cycle that all businesses share, and in my opinion, one that’s entirely too common. Reviews aren’t disappearing anytime soon. They are in some cases a necessary evil. However, let’s be clear – reviews aren’t value added activities.
Business Rule Management Systems (BRMS) have been described as the ultimate platform to achieve true collaboration. By bridging the gap between business and technology, two previously disparate groups that did not speak the same language could now do so in the universal language of business rules. And to a certain extent these systems met that goal. However, there have been persistent nagging issues centered around things like requirements and change management that seem to keep getting in the way of collaboration and, ultimately, true agility.
One of the interesting BPM debates I’ve been following in the past months has been about the relevance of BPM technology standards such as BPMN and BPEL (with some protagonists claiming that BPEL isn’t powerful enough as a modelling or implementation language to express the richness of some processes; and others claiming that in fact it’s just fine – for example, see the online debate between Keith Swenson and Ismael Ghalimi.
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
|
