In many ways, technology is really the easy part of making a Service-Oriented Architecture (SOA) work. However, there are significant challenges in making the fundamental goals of SOA work in practice – those of business agility, IT asset reuse, increased compliance, and reduced cost of integration. The real challenges are changing the way that processes are designed, applications developed, and IT organizations are run. This session will address those “knotty” problems of making SOA work in practice.
As companies move towards SOA (Service-oriented architecture), there will be opportunities refactor applications to an orchestration of services, leverage a service-oriented management tool, use a UDDI registry for dynamic binding to best accomplish loose binding. This presentation discusses one such early effort at The Hartford, lessons learned and how it has been used as foundational in our goal of a mature SOA platform.
Many vendors and industry analysts have represented SOA as a technology that companies can invest in incrementally. However, with a limited number of real-world SOA deployments, the truth to this question is now being revealed. Can you invest in SOA slowly and still reap the identified benefits? Or, do you need to make an up-front investment in the SOA infrastructure before being able to realize its promises? This session will examine the requirements for SOA as identified by real-world implementations and identify the areas where incremental investment will and won’t w
This presentation is an experience-based report on streamlined techniques for capturing business rules as part of use case elaboration and process mapping. To provide continuity, each of the techniques will be illustrated with a sample case study. In addition, the techniques will be explained in the context of the projects in which they were used.
There is an increased emphasis on business process management (BPM) analysis within a federal agency and a commitment to ensuring integration of BPM into the IT Portfolio Management process and the IT Project Management Methodology. Several factors driving this emphasis are presented. The program to promote BPM analysis is described. Reflections on results-to-date, involving two management application projects, are presented and future plans are outlined.
In this session, the importance and benefits of collecting alliance and partnership measurement and intelligence data and how it can then be used to improve processes and predict future results will be discussed. The session will discuss how companies can:
- Provide evidence to support company claims to Stock Analysts regarding the company’s performance predictions for the next quarter and year as they relate to alliance and partnership contribution to revenue and expense
- Measure the effectiveness of the programs, processes, people and policies that the company last changed
- Measure the impacts and effectiveness of changes that are made to your changes
- Determine the best use of partnership budget dollars and marketing funds based on effectiveness evidence
- Comply with SOA Governance and continuous process measurement requirements as they relate to its partnerships
- Predict channel partner future performance with substantiated supporting data
- Predict the impact of any change in programs, processes, people and policies based on real evidence that includes behavioral, cultural and other non-quantitative data sets
- Continue to keep partners interested and motivated to sell the company’s products through their continued engagement of the collection of data exercise and by the company making visible changes based on the data results from both the company’s and its partners’ inputs
- Gain a competitive advantage in its markets through stronger relationships with its partners
As the first year of Sarbanes-Oxley (“SOX”) compliance passes, companies are searching for ways to extract value from the ongoing exercise of documenting and testing internal controls. For SOX practitioners, the tools and techniques of BPM should prove invaluable for improving the financial reporting process. BPM professionals should find that SOX generates a treasure trove of process documentation, laying the groundwork for process management well beyond financial reporting.
Sounds great, but this happy marriage hasn’t happened yet. Why not, and how do we bridge the gap?
Separating and managing business rules as a new kind of business asset implies organizational change and investment. To accomplish this, some organizations have adopted rule technology and sophisticated methods along with stewardship programs. Other organizations decide to be less formal. With the current increase in organizations pursuing the Business Rules Approach (BR Approach), two important questions surface early:
- What kinds of projects are most appropriate for a BR Approach?
- For those projects, which aspects of the BR Approach are most appropriate?
Topic covers:
- The components of a business rules approach
- Understanding a business rules approach properly in the broader context of business systems specification and development
- Options for partial applications of the approach
- Guidelines for evaluating these options for a project or system
Integration of Framework-Based BPM techniques into an IT organization results in very rapid and precise development of IT architectures, using predefined process categories, and metrics. This presentation reviews how SCOR was used in a $80B high-tech merger to define the future-state SOA, and what were the 2-3 year outcomes. A ‘recipe’ is presented for how to accomplish SOA using the framework based approach in multiple business domains.
Process design principles are distilled best practices from world-class organizations. By using design principles, a team can craft a new process, which in many instances achieves a 50% reduction in time and cost and with much higher quality. In this presentation, case studies will highlight the use of design principles from the author’s own experience.
