Do you notice how quickly business rules often turn into CodeSpeak? Instead of fully expressing business rules in the natural language of the business, a rules analyst sometimes expresses the business rules only in a structured syntax form or they quickly transform the incomplete or incoherent natural language form into a structured syntax form. The structured syntax form is usually an “If then Else” structure or decision table structure.
Executives have mandated that the organization deploy new strategies while getting more productivity from its workforce. This requires business unit consolidation, alternative market exploration, new product and service deployment, and a myriad of other actions. These activities, in turn, spawn a demand for infrastructure upgrades and technology redeployment. Unfortunately, the gap between strategy and actionable results is growing.
In the first part of this series, we talked about the confusion in the SOA space and the difficulty in understanding the various standards activities.
John Wilson is an IT Specialist and Project Manager at the Nuclear Regulatory Commission (NRC). His previous federal government experience included management positions at the Smithsonian Institution and the National Institutes of Health.
Wilson pointed out that the federal sector spends a considerable amount of money on IT. For fiscal year 2005 they spent $65B and in 2006 they expect to spend over $200B.
John Wilson is an IT Specialist and Project Manager at the Nuclear Regulatory Commission (NRC). His previous federal government experience included management positions at the Smithsonian Institution and the National Institutes of Health.
Wilson pointed out that the federal sector spends a considerable amount of money on IT. For fiscal year 2005 they spent $65B and in 2006 they expect to spend over $200B. That is a lot of money and it underscores the strong need for business process management in the public sector.
Look at any book on business process management or improvement these days and you’ll see a good amount of advice being expended on the creating, chartering, nurturing and managing of process design, or improvement, teams. Typically, these are made up of employees who perform the processes being improved along with a gaggle of supporters, technical experts, and the like.
“The Business Rule Revolution is the awakening of business leaders to the importance of business integrity and governance through management of individual rules.” A new book, The Business Rule Revolution, is an anthology of real-world business rule experiences shared by the following people: John Zachman, the father of the ZFW for Enterprise Architecture.
BPMInstitute.org defines Business Process Management as the definition, improvement and management of a firm’s end-to-end enterprise business processes in order to achieve three outcomes crucial to a performance-based, customer-driven firm: 1) clarity on strategic direction, 2) alignment of the firm’s resources, and 3) increased discipline in daily operations.
BPM is an enterprise-wide, structured approach to providing the products and services that your customer’s value most. It is grounded in the premise that you must take a process view of your company in order to understand what products and services your customer values most. By understanding the key business processes your company uses to meet these customer needs, the gap between customer expectations and your ability to perform begins to emerge.
Amateur golfers know how hard it is to get a consistent, repeatable, powerful golf swing. In golf, as in BPM, there’s no shortage of advice. Many experts agree that the essence of a consistent, repeatable, powerful golf swing has much to do with weight transfer, shoulder turn, swinging on plane, follow through, and balance. The same principles apply to BPM. So let’s explore why golfers should be adept at BPM.
In the series so far, we have seen the basic principles of business rules, roles and responsibilities of a Business Analyst (BA) and Business Rules Analyst. In this article we shall focus on the rationale of this study. What value do business rules bring to your organization? Why are organizations spending time, resources and money in understanding and implementing this ideology? How far does one go and where does one stop? Let us find out answers for these questions that bother an analyst through out the project life cycle.
Business rules are an inherent part of any process.
When you get started in BPM, the first step invariably is documenting your current, or as-is, process. You can gather the facts from process participants and process owners in a variety of ways – in a group, putting yellow stickies on the wall, or in separate interviews. But eventually you face the challenge of reducing that collected knowledge into a structured, semantically precise yet intuitively understandable, diagram – a process model.
The majority of process “models” in the wild are simply Visio diagrams, applying shapes and lines as the individual modeler sees fit.
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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