Articles

Business Architecture: Where it fits in the Enterprise Architecture

Author(s):

Geoffrey Balmes

Business Architect Executive, Independent Consultant

Most organizations routinely overlook Business Architecture. Those organizations that do consider it seem to think of Business Architecture as something distinct and separate from Enterprise Architecture. It is not.

Enterprise Architecture is not about technology; it is about the enterprise—the whole enterprise. It is about the people: internal and external. It is about the business processes: strategic, core and support. And, it is about the technology that supports the people and enables the business.

The Foundation of a Business Architecture

Author(s):

Ralph Whittle

Enterprise Business Architect, Independent Consultant

During the past few years research firms have advocated the value and importance of a Business Architecture, and many companies have started building their own. The Business Architecture is found in just about every Enterprise Architecture (EA) framework and one of its many objectives is to better align IT with the business. In June 2006 the first Business Architecture event was successfully hosted by the BPMInstitute and BrainStorm Group in San Francisco.

Case Study: Enterprise-Wide Performance and Business Process Management of Government: Setting the Global Agenda for the Next 10 Years and Beyond

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The Florida Department of Revenue has over 5000 employees and a $400M budget. It is the sixth largest agency in the state. The total taxes collected are over $35B for the fiscal year.

The goal of the Department of Revenue’s strategic initiative is to become competitive with world-class organizations in its results and be able to accomplish the mission better than anyone else could. The customers, stakeholders, beneficiaries and suppliers (tax payers) are:

Policymakers (the Legislature)

Federal Government

Selecting a BPMS

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Dr. Bruce Silver is an independent industry analyst and consultant focused on business process management and content management technologies. He is the author of the 2006 BPMS Report series, evaluations of leading BPMS offerings available free through...

The FBI Launches a Major Business Process Reengineering Effort

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Robert J. Garrity Jr., a 29-year veteran of the Federal Bureau of Investigation, is no stranger to solving intricate information infrastructure issues.

When You Say “Process,” You Mean…?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Inside organizations that are doing various kinds of process “work”-whether improvement projects, technology enhancements or process definition and documentation—we often hear a lot of confusion and frustration because people sometimes mean different things when they use the word “process.” The most common frustration happens when two people are talking at different “levels” of process—with one person perhaps talking about a big end-to-end process such as order fulfillment while the other person is talking about a single task but one with multiple steps and considerable complexity—yet both are

BPMS Watch: What BPMS Can Learn from Business Rule Management

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

One of the core promises of BPMS is that it lets process owners on the business side model, monitor, and maintain their own process implementations. While chronically backlogged IT is hypersensitive to the charge that they take too long to respond to the changing demands of business, it still resists ceding to the business the power to maintain business process solutions themselves, much less build them from scratch. In fact, for many architects and developers the mere suggestion of business-driven implementation taints the whole BPMS concept.

SOA Adoption Should Stimulate Demand for BPM, BAM and BRM

Author(s):

Tom Dwyer

Editorial Director and current Faculty Member, BPMInstitute.org

In today's environment, business dynamics and technological innovations have left organizations with a disparate mix of operating systems, applications and databases. This makes it difficult, time-consuming and costly for IT departments to deliver new applications...

Towards Business Rule Stewardship and Governance

Author(s):

Brian Stucky

Managing Director, Business Decision Management, Allegiance Advisory Group

Corporate adopters of a business rules approach over the past decade have often been limited to individual projects within an organization. It was not surprising to find disparate (either geographically or functionally) areas of the same company initiating independent efforts often resulting in a completely different methodology for applying business rules – and in some cases with different business rule management software. The latest generation of business rule software has, however, been created with the enterprise perspective in mind.

Who, What and How of a Business Rules Analyst

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

In my first article, I emphasized the vitality of the role of an IT Business Analyst and how it is expanding due to business demands for high performance. Business Analysts identify the business needs of their clients and stakeholders to help determine solutions to business problems. They play a vital role throughout the project life cycle by understanding and representing stakeholder needs, documenting and organizing the requirements for a system, and communicating requirements to an entire team.