Articles

Articles

Displaying 921 - 930 of 1164 resources matching your criteria.

Rhode Island Devises a Blueprint for Change

By: Eliot King, Editor-in-Chief, BPM Strategies Magazine

Founded in 1643, the State of Rhode Island was the thirteenth colony to ratify the U.S. Constitution. Now known as the "Ocean State," Rhode Island has approximately one million citizens. With 140 state and quasi-public agencies including 15 to 20 major agencies, the state has approximately 15,000 employees, with 10,000 in the executive branch. The state's annual budget is around $6.5 billion.

In 2003, the state was running a budget deficit of approximately $180 million.

Case Study: Using ISO 9001 Quality Management Standards to Achieve BPM Objectives

By: Thomas White, Director, NASA, Goddard Space Flight Center

The Logistics Management Division for NASA includes the Wallops Island Facility, Goddard Space Flight Center, and NASA Headquarters. It has four branches, 50 civilian servants, and 225 contractor personnel. The division has 12,000 Civil Service and contractor personnel. The flight project support operations are ISO 9001 certified, with the processes fully documented. For the institutional support services, the processes are documented in Standard Operating Procedures (SOPs). The goal was to be certified by August, 1999.

[No Title]

The Changing Face of FBI IT

By: Zalmai Azmi, CIO Federal Bureau of Investigation

The mission for the FBI has evolved dramatically since 9/11. The FBI is transforming its IT systems to support counterterrorism, intelligence, law enforcement, and administrative missions. BPM is vital to the FBI’s continued transformation and evolution and provides the FBI with a cross-functional view of processes.

Web 2.0 and Brokered Web Services

By: David S. Linthicum, Author of "Next Generation Application Integration: From Simple Information to Web Services"

Web services were created around the notion that it's easier to discover and leverage somebody else’s service, rather than write your own from scratch. Also, it is much easier to create applications made up of many services, allowing change to occur at a pace faster than anything we've seen in the industry thus far.

The idea of Web services was to create a standard interface, programming model, description language, and a directory which would allow this to happen in and between very different systems.

Business Architecture: Where it fits in the Enterprise Architecture

Contributed by:

Geoffrey Balmes, Business Architect Executive, Independent Consultant

By: Geoffrey Balmes, Sr. Business Architect, Collaborative Consulting, LLC

Most organizations routinely overlook Business Architecture. Those organizations that do consider it seem to think of Business Architecture as something distinct and separate from Enterprise Architecture. It is not.

Enterprise Architecture is not about technology; it is about the enterprise—the whole enterprise. It is about the people: internal and external. It is about the business processes: strategic, core and support. And, it is about the technology that supports the people and enables the business.

The Foundation of a Business Architecture

Contributed by:

Ralph Whittle, Enterprise Business Architect, Independent Consultant

By: Ralph Whittle, Co-Author of "Enterprise Business Architecture: The Formal Link Between Strategy and Results"

During the past few years research firms have advocated the value and importance of a Business Architecture, and many companies have started building their own. The Business Architecture is found in just about every Enterprise Architecture (EA) framework and one of its many objectives is to better align IT with the business. In June 2006 the first Business Architecture event was successfully hosted by the BPMInstitute and BrainStorm Group in San Francisco.

Case Study: Enterprise-Wide Performance and Business Process Management of Government: Setting the Global Agenda for the Next 10 Years and Beyond

By: Dale Weeks, Senior Executive Officer, Florida Department of Revenue

The Florida Department of Revenue has over 5000 employees and a $400M budget. It is the sixth largest agency in the state. The total taxes collected are over $35B for the fiscal year.

The goal of the Department of Revenue's strategic initiative is to become competitive with world-class organizations in its results and be able to accomplish the mission better than anyone else could.

The Florida Department of Revenue has over 5000 employees and a $400M budget. It is the sixth largest agency in the state. The total taxes collected are over $35B for the fiscal year.