In March, Michael zur Muehlen of Stevens Institute of Technology and Jan Recker of Queensland University published an article based on their analysis of BPMN diagrams collected in the wild, as it were, from consultants and practitioners.
This article is the first in a series of four to address the role of decisions and rules as an integral part of systems designed to adapt dynamically to changing environments.
I have been in this business for 27 years and somehow never managed to do any supply chain work. So when a client asked me what I knew about the Supply Chain Operations Reference-model (SCOR1 ), developed and endorsed by the Supply-Chain Council (SCC), I had to admit “nothing.” So, being a good consultant, I set about familiarizing myself with SCOR: I did some reading, downloaded some PDFs, and attended a workshop. Admittedly, this does not make me an expert. It does not even make me particularly knowledgeable. It only makes “familiar” with SCOR.
In today’s market place of continuous change, enterprise agility is the ubiquitous fuel for continuous competitive advantage. But agile enterprises demand not only agile infrastructures and systems, but agile processes as well. Clearly, service based architecture has emerged as an enterprise-wide architectural blueprint and agile development is shaping up as a formidable development methodology.
In December 2007 through January 2008, the BPM Institute surveyed the Business Architecture Bulletin list to gain insights into the nature of business architecture work. The survey’s goal was to identify who is performing business architecture work, ascertain related goals, determine the nature of the work being performed and identify service and tool preferences.
For fun, I recently googled the aphorism, “Good ideas are a dime a dozen”. There were over 3,400 hits. This old cliche is on too many people’s minds! Most of the occurrences I looked at were fairly recent, from business or marketing articles, and most continued on with a “but …” line that suggested that what is really rare and valuable is the agency or person who can bring an idea to realization.
Clearly, there is recognition that getting a glimmer of an idea is not enough.
What if you could create a visual that showed your data gathering, problem solving and analytical thinking analysis all in one place? What if you could have a map which would enable you to talk to stakeholders and executives and get their input on problems, time delays, and key quality issues? That’s what the Visual Analysis Map can do for you and your team.
Support for collaboration is the hot discussion in BPM circles these days, and for good reason. It’s the human-to-human interactions of teams that count when it comes to innovation and agility. The age of the monolithic, vertically integrated company is long gone. In the interconnected world of the 21st century, you and everyone you work with must be able to function in and through internal and multi-company teams, and must also grasp what the latest concept of “team” really means.
Like it or not, we are about to see an unprecedented brain drain when the baby boomer generation heads towards the retirement sidelines. This phenomenon
is known as the “Grey Wave.” Experts are saying that no amount of hiring and/or labor importation will be able to cope with the amount and pace of retirements. This means that large increases in productivity are not optional, but mandatory.
Services are the building blocks of SOA, and like building blocks of a house or a building, the quality will define the value of the finished product. In this case, the SOA itself.
Everyone starts here.
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