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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.
You Say Service, I Say Service
How much adaptability and agility do you need in your business? The answer to that question can drive the strategy of business process management (BPM) and service oriented architecture initiatives in your organization (SOA). The question itself is not easy to answer which is why most organizations do not achieve the flexibility they hope to achieve. Sometimes the granularity of the services cannot or are not defined at the right level.
Smart Retailing: Leveraging BPM, BR and SOA in Retailing
Retailers exist in one of the most competitive environments in all of business. Customer taste and demand changes quickly, and leading retailers stay ahead of demand in order to survive. Keeping customers and eliciting customer loyalty is also an elusive pursuit.
The challenges are more than the relatively simple matter of getting customers what they want, where and when they want it. Retailers must be keenly aware of future demand, and be ultimately anticipatory in meeting it.
BPMS Watch – Tibco Gathering Steam in BPM
Recently I had the chance to visit Tibco’s headquarters in Palo Alto for an in-depth briefing on the company and its place in the BPMS landscape. For most people, Tibco is synonymous with message bus-based integration – the company’s name stands for The Information Bus Company – but like others who have evolved from EAI, Tibco today is trying to build its reputation around BPM, SOA, and Business Optimization (i.e., BAM and analytics).
Leveraging the Value Proposition of SOA: How Enterprise Architecture Helps Organizations Analyze and Develop Their Services Strategy
This SOA paper discusses the benefits of SOA as an architectural principle that opens the door to using IT technology in new ways to help improve efficiency and productivity. Along with an enterprise architecture – the intellectual component of an SOA – organizations can approach SOA as a new way to enable architecture instead of another new technology to move data.
Reforming the Development Process
Like so many other things, development (as in R&D) will have to be rethought over and over again as we move deeper into the new century. More people, more markets, more competition; new technologies, new aspirations, new opportunities – nothing is stable for very long anymore.
The Other BPM: Being Productive in Meetings
Have you ever been involved in a process improvement or redesign effort that didn’t require a meeting? Neither have I. Meetings are a necessary mechanism for exchanging information, confirming progress, creatively developing deliverables or solutions, making decisions, and growing as a team. In fact, a recent survey of corporate, government, defense, education and non-profit sectors show that we spend anywhere from 25% to 50% of our time in meetings (depending on our role and responsibilities).
The Strategic Promise of SOA
How are the business and IT environments changing to meet the challenges of today’s fast-paced global business landscape? They are both striving to become more agile. IT is being focused more on increasing profits, revenues and efficiency than just reducing costs. The business is examining ways to improve customer satisfaction and competitive advantage by collaborating throughout the value chain to deliver more innovative and competitive products and services.
Case Study: Flexible Analytics and Intelligent Monitoring In the ETL Process
Jay Yusko is a Consulting Engineer in Application Architectures for Information Resources. He has an MS in Artificial Intelligence from DePaul University and a Ph.D. in Artificial Intelligence from IIT. His research has been in the area of Ontologies and Ontology Inference Engines. Jay developed rule-based systems at Bell Laboratories, Navistar and United Airlines.
