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Articles

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Barriers to Process Redesign

Contributed by:

Daniel Madison, Principal, Value Creation Partners

By: Daniel J. Madison, Author of "Process Mapping, Process Improvement, and Process Management"

Changing a process and the relevant jobs, structure, and controls presents unique challenges, so a process redesign project will almost always encounter obstacles, barriers, and pitfalls.

Changing a process and the relevant jobs, structure, and controls presents unique challenges, so a process redesign project will almost always encounter obstacles, barriers, and pitfalls. Research conducted on reengineering projects has uncovered the barriers listed in Table 1.

Table 1: Barriers to Process Redesign

Build your SOA: Maturity and Methodology, Part II

By: Kunal Mittal, Portal/J2EE Architect, Consultant

SOA maturity model is a term that I coined in an attempt to help organizations define architectural guidelines and a process for achieving a greater level of maturity and predictability in their overall information technology (IT) architecture initiatives. The model described in this article is designed to enable your organization to identify itself on a scale of 1 to 5 (with 5 being the most advanced, or mature, level) in terms of architecture maturity.

Determining Your BPM Software Requirements

Contributed by:

Tammy Adams, Managing Partner, Chaosity, LLC

By: Tammy Adams, Managing Partner, Chaosity and Jan Means, President of Resource Advantage

"A software package implemented using phantom business requirements, or those born of the IT developers' imagination, will most likely generate discord, inefficiencies, and occasional outright resentment of the tool."

-unknown author

BPM ROI For IT, Business, and User Communities

Contributed by:

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

By: Dr. Setrag Khoshafian, VP of BPM Technology, Pegasystems

It is always exciting to see successful BPM deployments. Recently, I heard of a substantive BPM project that went live within five weeks, with tangible ROIs! That is unheard of when compared to traditional "Java" or ".NET" based development approaches. One of the main reasons BPM is fast becoming mainstream is precisely because of the tangible ROI one can achieve through a well designed and thought through BPM solution. BPM is known to yield considerable ROI in the majority of projects. Where do the benefits and the returns on investment stem from?

Four BPM Lessons Learned

By: Gary Barnett, Research Director, Ovum

After a number of engagements with clients who are in the middle of BPM projects I'm developing a growing collection of "lessons learned". Four of these lessons come up time and time again when I'm called in to support a BPM initiative, often when it is already going off the rails.

Don't even start the project without having a clear business outcome in mind

Business Rules, Business Process, and Compliance

Contributed by:

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

By James Taylor, Vice President, Enterprise Decision Management Technologies, Fair Isaac

One of the key uses of business rule management systems (BRMS) and business process management systems (BPMS), is to help with issues of compliance. The growth of regulations such as Sarbanes-Oxley and HIPAA, as well as long standing regulation in areas such as Insurance and banking means that more companies have to deal with compliance than ever before. Many companies are turning to technology to address the issues this growth of regulation brings.

There are many challenges that come with compliance, but three are particularly relevant when considering how technology might help.

BPM Success Requires a Change in the Mindset of Leadership

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.

Accelerating BPM and BRs: Why, How and Who Is Doing What?

Contributed by:

Barbara von Halle, Managing Partner & Founder, Knowledge Partners International LLP

By: Barbara von Halle, Founder, Knowledge Partners Inc

Barbara von Halle is the founder of Knowledge Partners, a company leading clients through successful business rules projects through the licensing of KPI STEP, a Business Rule Management Took Kit. Von Halle is a pioneer in Business Rules and received the Outstanding Individual Achievement Award from the International Data Management Association. As a journalist, she wrote for Database Programming and Design Magazine and co-authored several books.

Business Architecture: Aligning Strategy & Deployment

Contributed by:

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

William Ulrich, President, TSG, Inc.

By: William Ulrich, President, Tactical Strategy Group, Inc.

Business architecture is, as my co-chair Ken Orr has said, the “missing link” in the architecture puzzle. While our first architecture conference this past spring focused on Enterprise Architecture, we found a groundswell of support from our attendees and analysts for drilling into the specifics of Business Architecture.

Build your SOA: Process and Methodology, Part I

By: Kunal Mittal, Portal/J2EE Architect, Consultant

Introduction

SOA projects tend to be large initiatives with a lot of risk and potential reward associated with them. The Return on Investment (ROI) on a SOA project is sometimes very hard to quantify (and thus hard to sell), which brings about the need for a solid process and methodology to ensure the success of an SOA project.

A SOA is a set of tools, technologies, frameworks, and best practices that enable the quick and easy implementation of services.