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The Future of Services Engineering
The services sector of business is different than the industrial manufacturing models that have been the primary references for the last century or so. Treating services businesses as if they were just a version of a manufacturer - just substituting the word “service”...
Rhode Island Reengineers State Government
Here are some news headlines that the governor of any state would like to trumpet: The state has slashed its wireless telephone costs by 25 percent. A new purchasing process has saved the state $62,000 in the acquisition of public-safety and police vehicles....
Connection-Based Architecture: Connecting Information Technology with Business Architecture
BrainStorm’s latest Business Architecture conference in Chicago has come and gone, and while mid-April snowstorms like the one that struck the conference are fortunately few and far between, unfortunately a constant chorus that was heard from presenter after presenter was not; to wit: business architecture is facing a crippling communications problem.
Discussion on Business Rules and Legacy Systems
Recently, Don Estes and I were working on responding to a government solicitation for the replacement of a fairly large, 30 + year old legacy system. The request for proposal (RFP) was quite well done including a comprehensive list of requirements. The majority of these requirements were expressed as business process and data models with almost 1,000 supplementary text based requirements included. In addition, the RFP referenced the need to manage thousands of business rules – but the actual rules were not provided. Our design for the new system clearly required t
The Globalization of Innovation
The BRIC countries (Brazil, Russia, India, and China) represent the fastest growing markets in the world. But consumers there are the “unserved” today as they simply don’t have the income to afford Western goods and service. So, who will serve them and tap this huge market? While others keep their focus on U.S. and other affluent Western markets, innovators from the BRIC countries themselves are flying under the radar, not just to imitate, but to innovate to reach the billions of unserved and underserved.
Case Study: Technology at the Speed of Business – A Common-Sense Approach to Leveraging Technology in a Business Setting
Janet LePage is a founding member of the TELUS Quickwins Team, which manages technological change for this $8 Billion Data, IP and wireless service provider. She has also worked for IBM and Business Objects where she held progressively senior IT positions.
LePage has been dealing with large-scale change at TELUS for the past several years. In order to manage this growth, TELUS had to redefine how to work with the introduction of new technology.
Business Process Management – Time for Change
In my previous article, “The Design phase”, I discussed the concept of designing the change from the current way the process operates to the improved way with very few constraints. Does this mean that you can do without rigorous deployment planning? No, but you need to separate the discussions: First focus on what needs to be done. What type of changes need to be made, what type of skills do I need on my projects to make those changes, and what changes are dependent on each other: understand the possibilities.
The Process Advisor’s Role
In most organizations no one oversees the performance and improvement of cross-departmental processes. Management books often assign the title “process owner” to this role. However, “owner” implies authority, which is usually missing in organizations that include this position. “Process advisor” or “process consultant” are more accurate, in that they reflect this reality. Usually, authority pertains to resources, staffing, and prioritizing projects.
The process advisor or consultant’s role is to monitor the performance of a process and continually improve it.
CUNA Mutual Redesigns Its Sales Process
Founded in 1935 by pioneers in the credit union movement, the CUNA Mutual Group is a leading provider of services to credit unions and their customers worldwide.
SOA Watch: SOA Project Staffing Planning
A few of my clients are now looking to staff their first inroads into SOA, their first project where something actually happens beyond the investigation. So…how many people are needed on the project? Who are they? What are their roles? Here are some rough guidelines based upon my experience thus far.
You’re going to need an eclectic array of skills to do SOA right, including:
1. Project Leader/Architect2. Data Specialist3. Security Specialist4. Native Systems Specialist5. Service Development Specialist6. BPM/Orchestration Specialist
Successful SOA Deployment Requires Effective SOA Management
During this webinar Anne Thomas Manes, vice president and research director from Burton Group and acknowledged SOA expert, discusses her three most critical recommendations for moving from SOA pilot to full production.
Join us and learn how combining SOA governance with time tested techniques of managing applications enables you to achieve the increased flexibility and decreased cost that you need from your SOA initiative.
Anne Thomas Manes, Vice President and Research Director, Burton Group
Achieving a Single Customer View with an SOA
Businesses have been fighting the battle of poorly integrated customer data for decades. Most are aware that the lack of integrated data about their customers can impact customer satisfaction, loyalty, and retention, and ultimately the bottomline. This executive paper takes a closer look at the impacts of dispersed customer information and the potential benefits of implementing a service-oriented architecture (SOA) and building composite applications to gain a single customer view.
Business Architecture: Governance from the Business Perspective
“Governance.” Mention the word and it elicits a different definition from each person that hears it. Mention governance with regard to the public sector and the first thing that comes to my mind, right or wrong, is bureaucracy.
Case Study: Project Management in the BPM Project
Helen S. Cooke is a PMI Board Member in Chicago and a Fellow of the global Project Management Institute. She has developed PMI standards and processes, as well as PMI’s Organizational Project Management Maturity Model. As Vice President of Consulting Services for OPM Mentors in Chicago, she heads a consulting practice advancing the maturity of organizations to deliver strategic objectives through projects.
Cooke gave PMI’s definition of project management.
Five Ways BPM Can Improve Complex Sales
Enterprises that practice complex sales often struggle with processes like proposal, quote, and contract generation and approval and other sales support processes that turn prospects into customers. BPM provides an avenue for these organizations to improve sales processes by automating standard operating procedures and proposal/quote and contract generation and enabling real-time sales process change management.
The Value of a Formal Business Process Repository
Over the past few years, a large number of organizations have initiated some type of Business Process Management strategy.
BPM Suites Support Event Management Features
Business event management (BEM) and complex event processing (CEP) are two of the newest features to be provided in the business process management suite (BPMS) market. These expanded capabilities illustrate how the core capabilities of BPMS tools can provide the foundation for increasingly sophisticated integration solutions.
EMC Documentum Process Suite: A Detailed Review
Today’s enterprises face a common challenge: optimizing business processes and their operational effectiveness. To meet this challenge, EMC created the EMC Documentum Process Suite, a comprehensive business process management solution for analyzing, modeling, orchestrating, and optimizing a wide range of enterprise processes involving people, systems, content, and data.This white paper is intended for business executives and CIOs who are responsible for improving the quality and efficiency of business operations. Readers will gain insight into the following topics:
Tipping Points Round Table Series – BPM & SOA: Exploring The Relationships
This round table is the first of a six-part Round Table Series exploring the relationships that exist between BPM, SOA, BR, OP, and BA.
Tom Dwyer, VP of Research, BrainStorm Group and Editorial Director, BPMInstitute.org
The Many Factors of Enterprise Maturity
All organizations strive to meet their commitments to customers, employees and partners. By definition, ‘high performance’ firms fulfill commitments with correct decisions and precisely completed process cycles. Yet almost no company is perfect. Improved performance means improving maturity in many areas. Enterprise Maturity is a goal I find in the work of several important authors.
