By: Tim Musschoot, Senior Enterprise Architecture Consultant, Inno.com
The collaboration between the business department and IT department of an organization has been subject to research by many organizational professionals. Some companies manage things very well, others have their problems. This article will not provide you with a silver bullet for business & IT alignment, but provides some practical directions for establishing a business driven collaboration.
Contributed by:Ken Mullins, Senior Principal,
MITRE Corporation
By: Kenneth Mullins, Chief Engineer, Enterprise Transformation Division, The MITRE Corporation
Ever heard the old saw – perhaps in a crowded sports arena or while standing in front of the TV on game day –, “You’d make a better door than a window?” The idea, of course, is that one can see through a window but not a door.
Contributed by:John Moe, Principal Consultant,
J Moe Associates
By: John Moe, Head of Business Integration, TORI Global
For those of us who have been developing applications for many years (think COBOL & Assembler from the 70s and 80s), the idea of having a code library (programs and routines) is nothing new. However for the Web Services generation, this concept has taken a while to re-emerge, but has now been packaged in the form of a services registry and/or repository.
By: John Jones, Vice President of Application & Integration Services, HighPoint Solutions
Many companies have embraced the concepts of Service Oriented Architecture (SOA) at least to the point of creating a few Web Services that are consumed by different applications. Embracing the use of SOA often comes about when an Enterprise Architect is sitting in a kickoff meeting and the need to reuse some critical data foundation functionality, such as Customer Relationship Management (CRM) or Master Data Management (MDM)—through the use of a service interface rather than replication of a nightly batch feed—arises.
Retailers around the world are at in important inflection point. Pressure emanating from the global economic downturn has only exacerbated an already tough, competitive environment. Retailers are making business decisions today that will have far-reaching ramifications. It is clear that those that identify how to increase information technologies' impact on business performance, reducing costs and increasing revenue, will have a tactical and strategic advantage.
Lean Six Sigma (LSS) produces real results in difficult economic times by uncovering process waste, reducing non-value adding activity, and increasing productivity. Business process management (BPM) and service-oriented architectures (SOAs) combine with LSS to accelerate improvements and results. At the same time, this combination increases organizational flexibility and technology-enabled responsiveness, key to positioning the company for growth as the economy improves.Lean Six Sigma (LSS) produces real results in difficult economic times by uncovering process waste, reducing non-value adding activity, and increasing productivity. Business process management (BPM) and service-oriented architectures (SOAs) combine with LSS to accelerate improvements and results. At the same time, this combination increases organizational flexibility and technology-enabled responsiveness, key to positioning the company for growth as the economy improves.
Contributed by:Claye Greene, Managing Director,
Technology Blue, Inc.
By: Claye Greene, Principal Consultant, Technology Blue, Inc.
Complex event processing (CEP) continually evolves as a technology to help organizations react to various business conditions such as threats and market opportunities. CEP technologies excel at taking raw, voluminous amounts of event data, accumulating it, correlating it and aggregating it in forms that facilitate critical decision-making.
Contributed by:Daniel Morris, Managing Principle,
Wendan Consulting
By: Dan Morris, Partner in the Operational Improvement Consulting Alliance
What is going on?
The business transformation industry is growing and starting to stratify. Many corporate managers have now recognized the enormity of what must be dealt with and are starting to look at grouping practitioners by specialized skills and capabilities.
We define Business Decision Management (BDM) and show its relationship to Business Rules, Business Process Management (BPM) and Service-Oriented Architecture (SOA). We demonstrate the 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.
This presentation will cover the approach Erie Insurance has developed to create successful Business Cases for improvement ideas that align with corporate goals and objectives. It will cover a specific project that started with analyzing a problem area in processing new insurance applications, how improvement ideas were identified and prioritized, and how we use Business Architecture concepts and process simulation to analyze problems and develop solutions.
