Introduction
Typical SOA initiatives can potentially suffer from one or more of the following problems:
You need an adaptable software methodology — a systematic approach to the way software is developed — that can provide rigid controls and processes during the initial SOA rollout b
Every organization believes there is additional speed that can be squeezed from its core processes. Are all processes then inherently slower than they should be? If so, what slows a process down?
There are many reasons in which a process will perform slower than it could. Here are some of the key reasons I have observed over a number of years that will put the brakes on a process:
Handoffs
Handoffs between departments in an organization have a significant impact on process performance.
“The productivity of knowledge and knowledge workers will not be the only competitive factor in the world economy.
You can’t attend a BPM conference or webcast nowadays without hearing how SOA provides the critical technology underpinnings of BPM software. And there is even a grain of truth in that statement. For example, most BPM Suites provide integration adapters that can introspect backend systems and turn them into process components that are, in an important sense, service-oriented.
The overall challenge for BPM is, how does a company manage these efforts into an action plan that supports company strategy and contributes to the bottom line? People in different parts of the organization see BPM projects from different perspectives, which can mean different goals and procedures and divergent outcomes. Coordinating the efforts requires management to see each project from an overall perspective, including the individual efforts on each process that is being improved.
The overall challenge for BPM is, how does a company manage these efforts into an action plan that supports company strategy and contributes to the bottom line? People in different parts of the organization see BPM projects from different perspectives, which can mean different goals and procedures and divergent outcomes. Coordinating the efforts requires management to see each project from an overall perspective, including the individual efforts on each process that is being improved.
Changing a process and the relevant jobs, structure, and controls presents unique challenges, so a process redesign project will almost always encounter obstacles, barriers, and pitfalls.
Changing a process and the relevant jobs, structure, and controls presents unique challenges, so a process redesign project will almost always encounter obstacles, barriers, and pitfalls. Research conducted on reengineering projects has uncovered the barriers listed in Table 1.
Table 1: Barriers to Process Redesign
SOA maturity model is a term that I coined in an attempt to help organizations define architectural guidelines and a process for achieving a greater level of maturity and predictability in their overall information technology (IT) architecture initiatives. The model described in this article is designed to enable your organization to identify itself on a scale of 1 to 5 (with 5 being the most advanced, or mature, level) in terms of architecture maturity.
“A software package implemented using phantom business requirements, or those born of the IT developers’ imagination, will most likely generate discord, inefficiencies, and occasional outright resentment of the tool.”
-unknown author
It is always exciting to see successful BPM deployments. Recently, I heard of a substantive BPM project that went live within five weeks, with tangible ROIs! That is unheard of when compared to traditional “Java” or “.NET” based development approaches. One of the main reasons BPM is fast becoming mainstream is precisely because of the tangible ROI one can achieve through a well designed and thought through BPM solution. BPM is known to yield considerable ROI in the majority of projects. Where do the benefits and the returns on investment stem from?
After a number of engagements with clients who are in the middle of BPM projects I’m developing a growing collection of “lessons learned”. Four of these lessons come up time and time again when I’m called in to support a BPM initiative, often when it is already going off the rails.
Don’t even start the project without having a clear business outcome in mind
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
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