The events of the second half of 2008, where established financial institutions vanished overnight, have sent ripples through the entire fabric of the world’s economy. This means that nimble new competitors seize both global and regional market opportunities that previously have been taken for granted by the established multinationals. Unfortunately, the IT organization, responsible for facilitating changes demanded by the business, often falls short of being able to do just that.
A Business Operations Platform enables business professionals to incrementally refine process models, which in turn drive implementation refinements by IT. Such process refinement iterations introduce a robust and low-risk approach for business process improvement: they allow organizations to realize value in short order while continuously monitoring for problems and fixing them. Properly implemented, the BOP’s shared process model results in true "closed loop" process improvement practice, which enables the extended team of business and IT to collaboratively and incrementally define, design, develop and deploy business processes, to meet business demands.
ROI on SOA initiatives has been elusive for companies. The key challenge being that the realization of ROI happens very late in the lifecycle of what is usually a long-term initiative. Stakeholders lose faith in the approach, leading to distrust between business and IT culminating in a compromised SOA Solution. The session will describe successful and tested SOA solution Development Lifecycle methodology of achieving that ROI early on, keeping it sustainable and still preserving the tenets of SOA.
An organization’s strategic plans are only as good as their realization. A main driver behind doing Business Architecture is to ensure alignment, but how does that alignment get realized. The speaker discusses some shortfalls in today’s
thinking and rise of business specifications, which is the critical link between business motivations and operational behavior.
MetLife case study on building new customer information strategies leveraging the business architecture capability model how it can enable business transformation. MetLife's Information architecture group has teamed up with the Business Architecture to provide innovative information structure that helps the business become more effective in identifying opportunities and operational efficiencies.
Business architecture is emerging as a key focus for organizations seeking to optimize business environments and governance structures. This presentation provides an overview of business architecture visualization and alignment concepts. The session also examines the current state of business architecture in practice along with commonly deployed approaches. Finally, the session looks at industry frameworks, emerging standards and the importance of business / IT architecture alignment.
Enterprises actively outsource parts of their IT into Cloud (or SAAS). Is it possible for them to outsource the whole of IT, and what would be the structure of such Enterprise – Cloud symbiosis? The author of the presentation shows that the recent appearance of the BPM SAAS (Coghead®, Lombardi®, etc.) allows Enterprises to move into the post-IT era by outsourcing everything but their Business Architectures. The author considers possible practical service and personnel structures of such architectures, which would enable Enterprises to remain agile while becoming more cost effective.
Process design principles are distilled best practices derived from world class organizations. These principles provide a guideline for process improvement efforts. By using design principles, new processes can be designed very quickly. In addition these new processes will exhibit higher quality, lower cost, faster cycle time, and less worker frustration.
Organizations wishing to embrace Decision Management often recognize its value but are not optimally positioned to realize the benefits. This often happens for two critical reasons – the inability of technical and business units to exchange information in an efficient manner, and a corporate organizational structure that hinders efficient cooperation and communication. Overcoming these obstacles will be critical to realizing Enterprise 2.0 – and will be supported by it as well.
Reviewing 8 years of case studies, we'll see the impacts of large and small projects in a variety of business areas; how they were implemented; and how well they succeeded. We’ll look at a variety of approaches and study the key criteria required for all successful continuous improvement process automation endeavors. As you attack your next BPM project, consider the experiences shared in this session. Know what you’re getting into and understand who you might want to bring along for the journey!
We define Business Decision Management(BDM) and show its relationship to Business Rules, Business Process Management (BPM) and Service-Oriented Architecture (SOA). We demonstrate how BDM ties Business Rules to BPM and SOA, and how it can significantly enhance the business capability of these technologies. Finally we look at what it takes to implement BDM in terms of skills, technology, and methodology, and how to get started toward success.
