When I launched my course “Process Modeling with BPMN”, I discussed in this column why so many people beginning to “do” BPM were looking for training in modeling, and why that was especially needed for BPMN. Now, having delivered the training for five months, I have a better appreciation of BPMN’s strengths and limitations, a better understanding of what students really want, and what they really need to know about BPMN modeling.
Truly transforming the management of government business requires both an architectural and process-oriented approach. This transformation is the strategic goal of the 2001 Presidential Management Agenda (PMA) and is enabled by the Federal Enterprise Architecture (FEA). The Business Reference Model (BRM) is one of five reference models in the FEA and is the first layer of the FEA and it is the main viewpoint for the analysis of data, service components and technology specified in the FEA. It is also the primary reference model that establishes the relationship with BPM.
From management and economic theories through technical architectures, many ideas offer the promise of creating a perfect realm for businesses competing in today’s globally networked world.
It has been said that one picture is worth a thousand words, but the veracity of this ancient maxim is radically understated when it comes to modeling the business architecture. Indeed, a well-modeled business architecture is worth its weight in gold, not to mention market share.
This article originally appeared in the members-only quarterly BPM Strategies Magazine. Join today to receive your own copy.
Working directly on SOA projects, as an independent, I’m exposed to many more organizations than when I was building technology. As such, I see some common patterns or issues emerging.
The largest and most disturbing issue is the fact that there seems to be a huge chasm between the traditional enterprise architecture crowd and those looking at the value of SOA. Indeed, enterprise architecture, as a notion, has morphed from an approach for the betterment of corporate IT to a management practice, at least for some.
Many corporations have successfully completed one or more Business Process Management (BPM) initiatives.
This article is about getting started on a development project. In a way, it is about problem finding. In particular, it is about deciding what is of concern and what is not, and what aspects of policy are important in setting a course toward a plan.
But before I get into that, I have to get something off my chest. It is becoming a real peeve, but it is highly relevant to this article and so worth talking about up front.
SOA Institute is aligned with the BPM Institute and with the Business Architecture conference. This is more than just a convenient coincidence. It’s a recognition that an organization needs to address all of these skills and approaches to truly align business and IT in an agile and flexible manner.
And, it takes more than just addressing these issues. They must be addressed in a coordinated and integrated fashion where one aspect feeds into the next aspect of the system development process. In other words, defining business processes alone will not affect alignment.
Business Rule Management Systems (BRMS) coupled with commercial off-the-shelf (COTS) applications are prevalent today. Together and separately, they provide rapid and satisfactory solutions to particular problems in specific business areas. In fact, the most common use of BRMS today is for self-contained point solutions in a functional area of a business.
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.
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