The term “innovation” is being bandied about as the new holy grail in business. Yet, while innovative ideas are easy to develop; doing them is hard. Bruce Nussbaum, editorial page editor of BusinessWeek, offered advice for business leaders last year, writing, “Listen closely”.
Nancy Bilodeau is a Senior Program Manager at Openwave in charge of corporate process initiatives. Prior to join Openwave, Bilodeau worked with PricewaterhouseCoopers, USi, A&G Consulting and MEI mainly as a customer relationship management consultant. Bilodeau developed an easy project methodology for Openwave that is helping them to improve the alignment of IT and business process resulting in better return on investment, process efficiency and organization effectiveness.
BPM benefits such as enhanced operational efficiency and compliance derive largely from the way it breaks down routine office work into specific tasks performed in a prescribed order according to explicit rules. The process design assigns each task to some role or group, while administrators manage the mapping of individuals to those roles and groups at runtime. This allows the BPMS process engine to route tasks to users in the prescribed sequence and notify appropriate managers and supervisors when those tasks are overdue.
Service-oriented architecture (SOA) is gaining broad momentum throughout business applications that support all aspects of business operations, according to The Yankee Group 2005 U.S. Enterprise SOA Survey (see Figure 1). The survey of 306 IT executives...
During lunch at the September 2006 BPMInstitute and BrainStorm Group conference in Washington, DC, Tom Dwyer and Eugene Lee posed an interesting question to the conference attendees. Who will fill the position of Business Architect for the enterprise? Almost immediately, hands were raised and one respondent suggested that an experienced and seasoned Enterprise Architect (EA) practitioner should fill the role. Another suggested a well rounded business operations person with an MBA. Tom allowed some discussion but moved off the topic in the interest of time.
You can think of the Business Rules Movement as the catalyst that makes a bunch of other techniques and technologies finally gel. On the business side there’s been the movement towards formalized process modeling with the associated entity modeling typical of the IDEF 1.x style approach; and a focus on metrics-based process improvement particularly via TQM and Six Sigma. On the IT side there been the whole Business Process Management framework implementation with the associated Business Process Monitoring pieces to provide streams of real-time metrics.
Patrick Dowdle is the Program Director of the ATI/CAM-I Process Based Management (PBM) Program, which is conducting leading edge research in Process Based Management, including the recently published CAM-I book, “Process Based Management: A Foundation Of Business Excellence.” He is also the President and a Process Architect with Process Advantage, which focuses on helping organizations improve customers services.
Pat Dowdle’s main message is about Process Based Management (PBM), which is different from BPM. PBM is about how businesses supply services and products to customers. The problem, according to Dowdle, is that most organizations do not understand or manage their processes, or they do so in isolation so they don’t really manage their products and services. Dowdle maintains that it isn’t enough to have a BPM initiative. If you don’t understand process-based management, your BPM effort will probably fail.
If you don’t have the time to listen to this issue’s Featured Archive, this article serves as an executive summary of the presentation, “Business Process and Business Enterprise Architectural Modeling” given by Ken Orr, President and Founder of The Ken Orr Institute. Business Process and Enterprise Architecture are often approached from different directions. This presentation discusses integrating BP and EA initiatives using the Business Enterprise Architectural Modeling approach driven from the business strategy.
Ken Orr is the founder and chief scientist for The Ken Orr Institute, a business technology research organization. He is an internationally known and recognized expert on technology transfer, software engineering, information architecture, and data warehousing.
If you think SOAs will reduce the need for developers, you’re dead wrong.
There is a lot of talk about how SOA will significantly lower the need for developers; thus the savings of SOA. This will be accomplished through the promise of reuse that’s driving many toward the SOA light. However, I’m not sure we’ll see a reduction in development with the advent of SOA, but perhaps a redistribution of talent in the longer term. At the end of the day, the reason for leveraging SOA is agility. Reuse and development savings are a secondary benefit, if they happen at all.
Integration Complexity
This business of running a business has become a lot more complicated and much of it can be attributed to the use of information technology. Technology has indeed fueled growth through automation and increased efficiency, but it has also added a management nightmare in the form of disparate systems that are unable to talk to each other. Now we have whole new specialties (like ITIL and COBIT) devoted to managing IT services, assets and infrastructures. How did we end up in this quagmire?
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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