The number of successes with The Decision Model is escalating. Organizations are using The Decision Model to solve a range of business challenges and opportunities including some we did not expect. Therefore, this month we summarize three real world projects to illustrate how organizations are using decision models and how quickly project teams are delivering them.
A recent survey suggests that two thirds of large organisations are looking to implement a service catalogue in the next few months. However, the same survey also stated that less than half could articulate what benefit the service catalogue would be to the business. Looks like we are in a classic technology hype cycle!
Just about any serious Business Architecture (BA) discussion these days will include some reference to a model or artifact within the BA approach. This article will discuss what the author believes is the “core artifact” of the Business Architecture.
Are you ready to get started improving work flow but just don’t know how? Do you want to build a process based culture? Do you want to buy a BPM suite? These are a few of the questions that organizations ask at one time in their development. But when to address these questions and how to address them depends on your purpose and company culture. And they can’t all be addressed at once.
This article is in two parts:
There has been a lot of debate lately about the usefulness of BPMN (Business Process Model and Notation) to business managers. Some say that it’s too complicated and unintuitive and that it’s better suited to IT people. Others say business managers must spend time learning to read BPMN notation to find it more useful. Then there are those who say they use a sub-set of BPMN symbols to simplify models so that business managers can understand them. What’s more, little is said in the debate about the process modeller’s skills.
Business Architecture is never as critical as during times of great change. Great change shifts the very enterprise structures on which we usually rely to manage most other change. It can alter organizational structures, such as during mergers, acquisitions, joint ventures, and restructurings. It can alter process structures, such as during major system implementations, corporate initiatives, and regulatory imperatives. While times of sweeping change are unavoidable, the quality and speed with which we manage change determines our success.
Each year the Federal government doles out millions to healthcare providers in improper payments for Medicare and Medicaid. To cut improper payments, the government stepped up efforts recently to root out risk, fraud, and compliance throughout the system. As part of the effort, the government closely audits healthcare providers for fraudulent and non-compliant billing practices. Where the government finds inconsistencies in a provider’s practices, it takes action by forging corporate integrity agreements (CIA) between with the providers.
Today’s organizations are seeking to improve accountability and put more structure around their businesses, in order to respond more effectively to rapidly changing requirements. While getting those requirements right is important, communication about the requirements is also very important, requiring a dialogue between IT and the business users. For many organizations that is a challenge – but it is a challenge that can be overcome. And there are some tools that, once implemented, can make that dialogue between IT and ‘the business’ a happier conversation.
The details include search engine core components that work under the hood in tandem to generate the search results based on user requirements. Who are these core components? What’s their purpose in Search and answers to all these you would find in this artifact. A brief summary of package products and a list of search engine packages that are available out of box. This document is a consolidation of the search engine and frameworks and a write up on package search engine from FAST ESP.
A business capability defines “what” a business does at its core. This differs from “how” things are done or where they are done. Business capabilities are the core of the business architecture(i). Before I go further, let me say that this is not an article on the importance of the business capability or capability mapping. If you have doubts about this, read some of the other posted articles or white papers on the topic to build your familiarity. This article is for those of you who already understand the value of business capability mapping and need to go to the next stage.
Everyone starts here.
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