Orchestration-Driven Development (ODD) represents a direct evolution of Object-Orientation (OO), with the emergence of Service-Oriented Architecture (SOA) and Business Process Management Suites (BPMS) as its catalyst. The philosophy behind ODD is relatively simple: a business application should be a direct translation of the business process it supports. Build your process model first, then derive your application components from this process, re-using existing components where possible. Seems pretty straightforward, right? You would think adoption of such a philosophy would be far more widespread. And perhaps it would be, except for modern software engineering conventions getting in the way.
Figure 1 Orchestration-Driven Development (ODD)
Agile Methodology
Why on earth would this BOK be into existence when there are loads and loads of documentation available on company archives that we can refer to during crunch times. So Am I reinventing the wheel ? No way. The below bulleted matrix would help you keep afloat in case you hit the agile monster or have butterflies in your stomach about Agile based projects and its future. So is Agile Immortal ? Humm ……….let me think. Well Almost for the current era. Agile is a way for product companies to substance their lively hood by ensuring they power pack their software products by business driven factors which we know as requirements, enhancements, UI features, and bug fixes. Agile is a way to build software using the small optimized revisions that resembles the iterative and incremental approach. This resembles as a scaled down approach of the predecessors. The key element to Agile is it ensures that the risks elements are at bay.
The online shopper is extremely savvy and has myriads of options available to them for different products and services. They often move from site to site to compare prices, shipping costs and product features.
Prior to the hybrid cloud, IT determined how an enterprise infrastructure grew. With the introduction of Software-as-a-Service (SaaS), lines of business, such as marketing, sales and logistics, can expand the enterprise infrastructure without involving IT by directly purchasing SaaS. Beware of the “accidental SOA cloud architecture.”
The challenges faced by today’s government agencies and commercial operations are many and varied—and to stay afloat, these organizations must not only promote change from within, but they must also be agile enough to quickly adapt to evolving markets, policies, regulations, and business models. Fortunately for them, the convergence of a trio of technologies and business practices—business process management (BPM), service-oriented architecture (SOA), and Web 2.0—is providing a solution.
Governments and companies worldwide have for generations sought to better manage the processes that are key to their constituencies and business by managing them to improve efficiency, insight into their impact, and how to use them to achieve greater flexibility. Over the years the introduction of new technology provides new ways to achieve these benefits yet each new technology also imposes a barrier in the path of success. In addition, change management and human and organizational change is a naturally resistant force that can stand in the way of success.
According to AIIM & Accenture Surveys report – in the next few years’ volume of information produced by our civilization will be doubled. Report also points, that arrangement will be split into 20% of structured data and 80% of unstructured data. Following this analysis, Gartner (Feb 2008) points that “By 2009 ECMs will become the focal point for empowered managers, enabling proactive or reactive responses to opportunity and threat scenarios”.
Business process management (BPM) is in a period of transition. For the past several years, companies have been getting familiar with BPM, undertaking specific projects to address “burning process problems” or launching tightly scoped projects to understand the capabilities of BPM Suites (BPMS) and how they should be used.The successes of those initial projects and pilots have given companies the confidence and vision to take their BPM efforts to the next level—moving beyond that first project to a broader program encompassing multiple projects that are part of a larger business process improvement initiative. That leads to a series of logical questions: What processes should we focus on next? How do we scale the discovery, development, deployment and usage of process applications throughout the company? What are the best practices we should follow to maximize reuse from project to project to achieve economies of scale?
On a smarter planet, change, complexity and uncertainty have become opportunities for businesses and entire industries to transform, grow and serve customers in new ways. This reality is driven by three shifts:
IBM Business Process Manager—a single solution to make your BPM journey easier. Starting the BPM journey can seem like a daunting task, from both the executive buy-in and implementation perspectives, and IBM Business Process Manager can make that journey substantially easier. IBM Business Process Manager is a comprehensive and consumable BPM platform that provides total visibility and management of your business processes.
