hot button word
i. a word that triggers a highly charged emotional or political response
Author’s Note: I originally learned about the laws of subtraction some years ago when I was leading a research and innovation organization. The six principles in this article came from The Laws of Subtraction: 6 Simple Rule for Winning in the Age of Excess Everything by Matthew E. May. Business architects can apply these principles to produce more value and raise their level of success in any organization.
IoT is Hot. Not surprisingly, when you picture wearable devices, sensors and smart machines that are connected to the internet – all eager to make lives easier, provide information, react and interact with the human world. But in the business world, something is missing. Where is a system that can integrate IoT devices with mission critical business processes?
That system is very likely BPM. Business Process Management suites have become the leading technology for fast, enterprise-changing systems which optimize and streamline workflows for organizations in nearly every industry.
What if these two awesome forces – IoT and BPM – could be combined?
In this pocket-sized BPM & IoT Matchbook, we explore the possibilities opened by matching IoT devices with BPM technology.
The Process Bulldog is a lynchpin role at the heart of a healthy process culture. This role is the connection layer of your process governance structure - linking the vision of the leadership team with the creativity of the process owners and participants, the people who are involved in process challenges every day. Every organization needs one.
We previously called this role the Lead Process Champion, but at our Promapp User Summits this year the term ‘Process Bulldog’ was used to describe the attributes needed to succeed as a process champion - and everyone loved it.
Traditional metrics have historically focused on financial and operating factors. What is newer is organizational process metrics or metrics that measure how a process works from the company point of view and the customer point of view. How is the company doing at meeting a customer needs (such as accuracy, responsiveness, service, speed, completeness) and how is the process doing being efficient and effective so the company can be competitive in the market place at a good price?
This article lists five key pitfalls that organizations face as they start an Organizational Process Metrics initiative and implement it across the company.
Pitfall #1 - Where’s the Decision and Action?
"Our guidance takes major steps in ensuring CIOs have a seat at the table for technology-related budget, procurement, and workforce matters. [It] is centered on a ‘common baseline’ that outlines the roles and responsibilities for agency chief information officers and other senior agency officials. More importantly, it establishes a groundwork for productive partnerships among these leaders to make IT decisions that better support [their business] mission." – U.S. Chief Information Officer (CIO) Tony Scott (upon releasing the final Federal Information Technology Acquisition Reform Act (FITARA) guidance from the Office of Management and Budget (OMB)
Passed by Congress in December 2014, the Federal Information Technology Reform Act (FITARA) grants more influence and control over investments in information technology (IT) to agency’s CIOs.
Practitioners in our field have long been evangelizing on the critical link between decision management and predictive analytics. As James Taylor accurately and succinctly stated “Decision Management operationalizes predictive analytics. Traditional approaches to analytics are hard to scale and hard to use in the real-time environment required in modern enterprise architectures.”
On cue I noted with great interest several writers predicting analytics trends for 2016. These included:
I suspect we all agree that it’s very important for business architecture to demonstrate valuable results in a reasonable timeframe. There is nothing more discouraging for business architects and their sponsors than effort spent on modeling for its own sake, or continuous planning to plan the plan. Here, in this article, we have a method that quickly leads to tangible results, while building the foundation for a continuous flow of valuable results from business architecture.
Launching a business architecture program is challenging. Culture, politics, and even our own thinking present significant challenges. Though the challenges are great, the benefits are even greater. Organizations struggling to realize their goals and move their companies forward are in desperate need of the solutions business architecture offers. This webcast features two industry experts who will share their insights into the world of Business Architecture, including the challenges, the opportunities and the road ahead.
Significant Updates Included In Latest Release of Core Courses
Most new business architecture (BA) teams jump right into defining business architecture models and frameworks. They spend incredibly little time defining the practice itself, what they want it to be, and how they are going to drive results. Yet this is where the challenge is.
Join Gregg Rock and two senior BA instructors, Linda Finley and Pat Salaski, as they discuss the objectives and unique value proposition of each of the core BA courses you need to get your practice off the ground and ensure long-term success.
The BA curriculum is designed specifically for individuals and organizations seeking to establish a standard BA training roadmap for their BA practice.