In First Things First, I made a case for partitioning the front end of the development process into a concept planning phase and a detail design phase. In effect, this separates the "what" from the "how" in the process of creating and giving form to an idea.
The value of this is multifold:
This webinar will discuss how to make your financial service organization more responsive to customers, opportunities and threats through event-driven processes in business process management (BPM). This will include the importance and meaning of events relative to a business process and the links between BPM and complex event process (CEP).
To survive and gain a sustainable competitive advantage, your organization must be nimble and agile to respond to market changes. This drives efforts to decentralize, improve processes and redefine decision-making power. It calls for erasing boundaries and creating seamless and collaborative work environments. Process improvement efforts designed to give organizations this kind of speed are great – however, organizations can’t go fast if their employees go slow. Managing change successfully is the key to eliminating resistance, enabling employees and unleashing the great performance intended.
As cloud computing becomes more and more mainstream BPM systems will be offered in a Software-as-a-Service (SaaS) model as well as being delivered in on-premise service appliances behind the firewall. Mr. Barlow will explore these topics and provide a glimpse into one of the next significant new business technologies to be delivered “in the cloud.”
"The management drive is the support and commitment of a company’s senior management, at the time to think and take the first and last step in a BPM tool process automation. This is the fourth pillar of importance for macro phases: process modelling, process construction testing, adjustments and/or changes to business rules.
We frequently debate the question of who owns business architecture, but this question hides a more fundamental issue that can dramatically impact the value proposition of business architecture. Motivation and intent will ultimately determine if business architecture is a “game changer” or just another management discipline delivering incremental improvements to the status quo.
"The culture of paper in a business today is still considered important, as a means of support and evidence of any activity carried out within an established process. The change into a culture oriented to the use of information technology is mainly based on the commitment of the end user to live in an environment of automated activities and operational activities within the process where paper is used mainly in necessary control processes.
Within the world of SOA the term service management usually refers to the control and orchestration of the invoked service (web. Business, composite, etc.), usually called SOA governance.
This article may seem at times like a rant. It's not meant to be. It just deals with the frustration that all of us who innovate in the development of planning processes feel when the most rational, carefully-planned, sure-fire, absolutely-self-evident advanced planning methods fail to stick in an organization!
SOA purists might scoff at using SOA for integration , but for many enterprises, Service Oriented Integration (SOI) remains one of the prime motivations for embarking on the SOA journey. Agreed SOI by itself doesn’t achieve the avowed goals of agility or elimination of redundant IT infrastructure, but it helps the enterprise address real concerns, now. The SOA Manifesto  states that Business value is of higher priority over technical strategy; hence easier integration with SOA is a valid goal of a SOA initiative.