At the moment most of the SOA software configuration management discussion is dominated by service version control issues and the use of service registries to capture change management data.
The first time I heard the phrase business process reengineering was over ten years ago, and I was a system analyst working with a utility industry software vendor. A California locality had purchased our product to address Y2K issues, and automate all the city services. When I arrived at my client, I found that some of the city services were automated, some were not, and I had to determine a way to fit the manual approach into the system.
I found myself wearing multiple hats, and using my journalism training, which enabled me to research and identify the right people, determine a method of relating while building trust, and eliciting the necessary information to define the current and eventual future state of the processes and impacts to workflow with the new system.
Many companies which have begun applying lean or agile practices in their work place are now finding they need to reconsider who they hire to fill the more collaborative and facilitative roles required by those methodologies. Unfortunately, most companies believe they can magically transform their firm into a highly productive and enjoyable place to work by asking traditionally trained managers to simply apply a few new practices like value mapping, iterative development and an intense focus on quality.
Senior management wants to get serious about consolidating and managing customer information. Customer contact and related information is scattered across dozens of business units, each of which updates and manages this information in unique, nontransparent ways. Continuing the current piecemeal approach to customer management, however, creates severe roadblocks to servicing customers more effectively, streamlining operations and competing with other companies in your industry.
Chances are good that your company has embarked on efforts to document processes and procedures at the departmental level, creating a collection of swim lanes and flow charts that might soon reside forgotten on servers and hard drives.
Some time ago during a discussion on ITtoolbox.com, I theorized about BPMS Cloud as the last, ultimate step, providing the final means to transition to a post-IT era.
SOA governance is crucial to building, managing, and maintaining a successful SOA implementation – indeed, without governance, well-intended SOA pilot projects spiral into chaos when they go operational. We have all seen it before – an organization spends a lot of money developing services, and they prematurely declare success when everything works well in the lab.
In previous articles we introduced Business Decision Management and answered some of the most frequently asked questions about it. Business Decision Management involves the automation and improvement of operational business decisions. This leads us to the topic of this article – what is different about operational decisions and other kinds of decisions?
First, let’s consider the kinds of decisions that organizations must make to succeed.
The acronyms associated with BPM seem to grow in quantity year by year while the essence behind them grows at a much, much slower pace. If we cut through all the jargon, we can get to the simple truths. In this article, we’ll discuss one such fundamental truth – business requires both leadership and management to succeed. You can’t overlook or over-value one or the other; they have a symbiotic relation in any business, business function or business process.
I have had the pleasure of leading several Business Architecture Centers of Excellence (CoE). They have not always been called that, however. Centers of excellence have been around for a long time but with regard to Business Architecture they have only been around for a couple of years.
When we formed those centers of excellence we did not have a blueprint or any kind of reference model. What we had was a need to see the big picture of where the business needed to go. We knew the strategy and we understood the goals and objectives.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
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