Articles

Bringing BPM and SOA Together for Maximum Business Value

Author(s):

Neil Ward-Dutton

Research Director, MWD Advisors

The combination of Business Process Management (BPM) and Service-Oriented Architecture (SOA) has been the subject of a great many magazine column inches and conversations in the past couple of years. Most commonly, the relationship is seen primarily as one of technical complements – where BPM is seen as a way to make it easier to create composite applications from services, and SOA is seen as a way to make it easier to integrate automated processes with existing applications, systems and data sources.

Process-oriented Systems Paradigm for the Process Age

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

In the previous article “Integrated Business Management in the Process Age”, I discussed the concepts that will shape businesses in the Process Age. In this article I will discuss how process-oriented concepts and systems engineering practices can be used in a process-oriented engineering methodology.

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In the previous article “Integrated Business Management in the Process Age”, I discussed the concepts that will shape businesses in the Process Age. In this article I will discuss how process-oriented concepts and systems engineering practices can be used in a process-oriented engineering methodology.

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BPMS Watch: Engaging the Business in BPM

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

As BPM begins to expand beyond isolated projects to mainstream programs at the division or enterprise level, there is a need to engage a far greater number of business people in the effort. That’s not easy, and achieving it is going to require significant change in the way BPM is practiced.

The most important role for business is probably documenting current-state business processes and analyzing them for possible improvement. But conventional practices in this area are inefficient and inherently small-scale.

The Role of the Business Architect in Organizational Change Management

Author(s):

Geoffrey Balmes

Business Architect Executive, Independent Consultant

As a Business Architect, I look at the business with the same eye for structure that I had when I worked in IT. So the first time a client asked me to develop a formal Organizational Change Management program for them, my thought was “What does a Business Architect know about organizational change management?” Not being one to back away from a challenge, I immediately set out to answer my own question.

So… How Are You Going To Do That?

Author(s):

David Pedersen

Senior Decision Architect, Knowledge Partners International LLP

The other day I met with a team from a biomedical company to discuss setting up a Business Process Center of Excellence.

Process Management Center of Excellence: Three Different Managerial Models

Author(s):

William Ulrich

President, TSG, Inc.

1. INTRODUCTION

Organizations have been searching different ways to improve their process performance. In search of excellence, some changes can be done in their managerial patterns and practices. As stated in my previous article [9], organizations have sought concepts and guidelines towards structuring a process center of excellence – PCE [3][5]. However, there is a need for choose which managerial model will guide the PCE design and implementation. This article presents three different managerial models.

Bottom Up / Top Down

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

For those who think about design and innovation, a relatively exotic argument has been going on for a while. The issue is about how best to structure the overall innovation process. Do you look first for the grand concept and then derive details for a full system solution? Or do you first seek individual insights about proposed system functions, environments and users, and then integrate ideas to an overall grand concept? In essence, should the creative process be one of deduction or induction?

Believable ROI for SOA

Author(s):

John Moe

Principal Consultant, J Moe Associates

The SOA bandwagon has been trundling on for about ten years now and, if you believe Gartner (and why not?) SOA has passed the Peak of Inflated Expectations, dived to the Trough of Disillusionment, and is currently climbing the Slope of Enlightenment, on its way to the Plateau of Productivity. Industry estimates are that the journey for most companies is at least another 3 – 5 years. There are a small number of published success stories for SOA, and I am sure a large of unpublished horror stories.

Starting the Journey towards Process Based Management

Author(s):

Pat Dowdle

Process Strategist, Process Strategy Group

At each BrainStorm BPM Conference, there is constant discussion around how organizations can improve their processes and move to a process focus. This is not new. A focus on the process dimension of work and process-centered improvement approaches has been on most organization’s radar screens since the 1993 release of Reengineering the Corporation by Michael Hammer and James Champy.

BPMS Watch: IBM Takes BPA to the Cloud

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

“Cool” is not a word I would normally apply to IBM’s BPM software, but for the new BPM BlueWorks offering announced at Impact this week, the term is appropriate. IBM bills BPM BlueWorks as a BPM community in the cloud, and it is that, plus a lot more. Actually, I think its greatest immediate impact could be to transform the market for business process analysis (BPA) tools.