Look at any book on business process management or improvement these days and you’ll see a good amount of advice being expended on the creating, chartering, nurturing and managing of process design, or improvement, teams. Typically, these are made up of employees who perform the processes being improved along with a gaggle of supporters, technical experts, and the like.
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.
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.
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.
So what’s an architect to do?
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.
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. In the tactical area, his group manages specific solutions and application architectural decisions.
Open BPM assumes there are no boundaries in creating, adopting, and improving innovative business processes. With an Open BPM strategy, business processes can now be designed and executed with more flexibility, using standards and best-of-breed functionality to deliver a tailored end-to-end process that is more closely aligned with corporate objectives. A successful Open BPM initiative supports the Business Process Lifecycle.
Part one of this article provides an introduction to applying the concept of sustainability to business rules.
The term “innovation” is being bandied about as the new holy grail in business. Yet, while innovative ideas are easy to develop; doing them is hard. Bruce Nussbaum, editorial page editor of BusinessWeek, offered advice for business leaders last year, writing, “Listen closely”.
Nancy Bilodeau is a Senior Program Manager at Openwave in charge of corporate process initiatives. Prior to join Openwave, Bilodeau worked with PricewaterhouseCoopers, USi, A&G Consulting and MEI mainly as a customer relationship management consultant. Bilodeau developed an easy project methodology for Openwave that is helping them to improve the alignment of IT and business process resulting in better return on investment, process efficiency and organization effectiveness.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
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