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Sustainable Business Rules: An Introduction – Part 3 of 3
Part one of this article provides an introduction to applying the concept of sustainability to business rules.
Innovation as a Business Process
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”.
Increased Business Agility through Service-Oriented Architectures
Service-Oriented Architecture (SOA) is a hot topic, but what does it mean for your enterprise? Most SOA discussions have focused on the technical aspects versus the role of technology to support business processes. Business processes can be accelerated by using special process design and analysis tools, but there are often significant gaps when implementing the business processes to support the IT landscape.
This white paper illustrates how technical services can be derived from business processes and orchestrated through SOA.
Case Study: Your Project is Done- Now What? Sustaining Your BPM Efforts Beyond the Life of the Project
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.
BPMS Watch: BPM Embraces Collaboration
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.
The Pivotal Role of the Business Analyst in a Service-Oriented World
As more organizations incorporate Web Services into their strategic plans, the value of Service Oriented Architecture (SOA) continues to grow. The Business Analyst will play a pivotal role in an organization’s success when they transition to SOA projects – a move that can drive significant business advantage. But, the Business Analyst role is one that must be expanded through new SOA skills to ensure that companies realize the results and ROI they expect.
Business vs. IT
This paper focuses on solving the dissociation between business processes and business requirements. While a projects must have good analysis, pragmatic risk assessment, a sound business case and reliable measurement tools if it is to have any hope of succeeding, business processes and business requirements are inextricably linked to a company’s vision and the project itself. Closely coupling business processes and the business requirements of a new application are not only desirable, they are inherently critical. Business software applications are tools to aid business processes.
Myths of Methodology
This paper is about why software development methodologies don’t work and why they sometimes do, including a few ideas about how to turn around your own methodology efforts. Often, methodologies don’t work because managers and IT professionals hold onto beliefs, practices and organizational paradigms that no longer fit the modern software development organization and the processes that help support it.
SOA Demonstrates Broad Momentum
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...
Next-Generation BPM: Picture Complex and Self-Repairing Processes in an SOA World
Today’s BPM users are asking for a seamless, expanded definition of BPM, now commonly referred to as BPMS, or BPM suites. Ironically, it is within this vision of horizontal expansion that something even more dramatic is taking place. Business Activity Monitoring has predictably given way to Business Event Management, which, teamed with BPM in an SOA world enables complex processing and process self-repair.
Implementing Process Change in State Government
DMV – Three letters that can strike fear in any man or woman’s heart, a term that all too often brings images of long lines and broken processes and red tape. State Departments of Motor Vehicles typically face many challenges: with lower budgets, staff reductions and increasing numbers of drivers and vehicles being registered. They face the challenge of continuing to provide quality services to the public while meeting increasingly challenging mandates from federal, state and local governments.
Applied Creativity and Value Discipline: The Innovation Cycle – Part 1
Part 1: Why innovation is such a challenge in a corporate setting
Are we ready for a new C-Level Executive: The CBA?
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.
What Innovation Is
Howard Smith, Co-author of the landmark book, “Business Process Management: The Third Wave” has penned a definitive white paper on how companies develop operating systems for innovation. This is one paper anyone interested in business innovation cannot miss.
Teaching Your Partner to do the Business Rules Dance
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.
Case Study: Key Learnings From CAM-I’s Process Based Management Case Study Series
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.
Goal-oriented BPM
Goal-oriented BPM is an approach that makes the development and identification of business processes a more intuitive and natural activity. It uses familiar organizational concepts such as goals, and the steps taken to achieve those goals (sub-goals), provides granular visibility into goal progression, and allows processes to intelligently change course as events unfold. When managed and deployed appropriately, goal-oriented BPM delivers significant benefits, including:
A Whiff of Revolution in the Air
Several of the contributing authors to the exciting new book “The Business Rule Revolution” meet to discuss their view on the state of the revolution. Each provides an overview of their contribution to this anthology of real-world experiences.
Barbara von Halle: Barbara is the primary author of the seminal text “The Business Rules Approach” that serves as the foundation for Business Rule Practices today.
Real World SOA: SOA for Supply-Chain and Logistics
VIP Auto, Inc. has been using Avorcor’s SOA4SCL (SOA for Supply-Chain and Logistics) to modernize their existing warehouse and distribution capabilities and to prepare their organization for integration with a new host system.
Business Process and Business Enterprise Architectural Modeling
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.
