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The Business Rule Revolution: Is it Real?

Contributed by:

Larry Goldberg, Managing Partner, Knowledge Partners International LLP

By: Barbara von Halle and Larry Goldberg, Editors, "The Business Rule Revolution"

"The Business Rule Revolution is the awakening of business leaders to the importance of business integrity and governance through management of individual rules." A new book, The Business Rule Revolution, is an anthology of real-world business rule experiences shared by the following people: John Zachman, the father of the ZFW for Enterprise Architecture.

What is BPM Anyway? Business Process Management Explained

Contributed by:

Gregg Rock, Editor & Founder, DBizInstitute.org, BPMInstitute.org & BAInstitute.org

Tom Dwyer, Editorial Director and current Faculty Member, BPMInstitute.org

By: Mark Treat, Editorial Director, Government, BPMInstitute.org

BPMInstitute.org defines Business Process Management as the definition, improvement and management of a firm's end-to-end enterprise business processes in order to achieve three outcomes crucial to a performance-based, customer-driven firm: 1) clarity on strategic direction, 2) alignment of the firm's resources, and 3) increased discipline in daily operations.

BPM is an enterprise-wide, structured approach to providing the products and services that your customer's value most. It is grounded in the premise that you must take a process view of your company in order to understand what products and services your customer values most. By understanding the key business processes your company uses to meet these customer needs, the gap between customer expectations and your ability to perform begins to emerge.

Golfers Should be Adept at BPM

Contributed by:

Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

By: Andrew Spanyi, author of "More for Less: the Power of Process Management"

This article originally appeared in the members-only quarterly BPM Strategies Magazine. Join today to receive your own copy.

Value of Business Rules - What Does it Mean to Your Organization?

By: Anupama Sripada, Business Analyst - from a major financial institution

In the series so far, we have seen the basic principles of business rules, roles and responsibilities of a Business Analyst (BA) and Business Rules Analyst. In this article we shall focus on the rationale of this study. What value do business rules bring to your organization? Why are organizations spending time, resources and money in understanding and implementing this ideology? How far does one go and where does one stop? Let us find out answers for these questions that bother an analyst through out the project life cycle.

Business rules are an inherent part of any process.

BPMS Watch: Step Up to "Full" BPMN

By: Bruce Silver, Principal, Bruce Silver Associates

When you get started in BPM, the first step invariably is documenting your current, or as-is, process. You can gather the facts from process participants and process owners in a variety of ways - in a group, putting yellow stickies on the wall, or in separate interviews. But eventually you face the challenge of reducing that collected knowledge into a structured, semantically precise yet intuitively understandable, diagram - a process model.

The majority of process "models" in the wild are simply Visio diagrams, applying shapes and lines as the individual modeler sees fit.

Making Sense of SOA Standards Activities – Part I

By: Mike Rosen, Director Consortiums Enterprise Architecture Practice, Cutter Consortium

I've seen a lot of activity in the past few months around SOA standards. There’s a joke that goes: "The great thing about standards is that there are so many to choose from". So let's review some of the recent SOA activity.

August – Open SOA Collaboration group is formed to advance work on SCA and SDO

October – OASIS Reference Model for SOA approved

December – OMG begins work on UML Profile and Metamodel for Services

So what's an architect to do?

Another Look at Quality

By: Charles L. Owen, Distinguished Professor Emeritus, Institute of Design, Illinois Institute of Technology

Introduction: Seldom a hot topic now, quality was the holy grail for business fifteen to twenty years ago. At the time, the automotive industry was learning the hard way from Japan that buyers could recognize quality and appreciate it enough to make it a priority in choice-making. The lesson was largely framed through the lens of manufacturing and the concepts of quality control developed by Edwards Demming – a prophet embraced by the Japanese, ignored in America and, suddenly, as important at home as he was abroad.

Why you need an Enterprise Policy Hub

Contributed by:

James Taylor, Faculty Member, BPMInstitute.org and CEO and Principal Consultant, Decision Management Solutions

By: James Taylor - Vice President Product Marketing, Fair Isaac

There are two main ways to apply a business rules management system (BRMS). The first is to consider a business rules approach as a way to gain developer productivity, for initial development, but even more for subsequent maintenance. Such productivity gains have proven to be significant - up to 75 percent reduction in ongoing maintenance. The second way to apply a BRMS is to focus on decisioning as a new and emerging class of business problem, and on a BRMS as a platform for automating and improving critical operational decisions.

Change and Innovation in Service Oriented Enterprises

Contributed by:

Dr. Setrag Khoshafian , Principal and Chief Scientist, Khosh Consulting

By: Dr. Setrag Khoshafian, Vice President of BPM Technology, Pegasystems

We are at an exciting crossroad bringing technology and business together, as never before. Global collaboration and emerging corporate cultures are creating a new type of innovative enterprise: one that is based on services. Service orientation is about culture, a new service-focused approach of doing business as the modus operandi. Service orientation is also about technology, a standard and effective way of connecting businesses. Enterprises can be empowered to live up to the potential of becoming dynamic, agile, and real-time.

SOA Requires a Disciplined Multi-Dimensional Approach

SOAInstitute.org Interview with Bhaskar Chakrabarti, principal IT architect, JPMorgan Chase

This interview originally appeared in the members-only quarterly BPM Strategies Magazine. Join today to receive your own copy.

Bhaskar Chakrabarti, principal IT architect at JPMorgan Chase, addresses both tactical and strategic issues in the IT architecture in the financial services giant’s Treasury Services unit.