I have long railed against OMG’s inexcusable omission of even minimal support for model portability in the BPMN standard. In the forever-stuck-in-final-edit version 1.1, they still haven’t even provided an XML storage format, or serialization, for BPMN, much less a list of the elements and attributes that any “compliant” tool must support. Yet in my BPMN training, students simply assume such portability exists.
With the advent of rich internet applications and extensible interfaces such as AJAX, we now have the ability to quickly create mashups to solve specific business problems using standard dynamic interfaces that front services. Mashups provide powerful ways to take existing applications and services, and create something even more useful for business.
We could say that the lines between the enterprise and the Web are blurring…first blurred at the content or information levels with the early mashups, and now at the service and process levels as well.
Service Oriented Architecture is one thing; creating a high-scale – and resilient – SOA is something else altogether. Let’s examine several approaches to high-scale SOA computing.
Recent tactical success in the utilization of Web services has brought renewed attention to the timing for a strategic commitment to Service Oriented Architectures (SOA). Early adopters have been investing in SOA for the past five years but now the development of more rigorous methodologies and technologies, and the maturing of standards, are making SOA accessible to everyone.
Across the federal government, large numbers of baby boomers are reaching the age of retirement. In 2006, more than 60,000 people left the civil service. The federal Office of Personnel Management believes that 2009 will be the peak year for boomer retirements. What can federal agencies do now, to stop this massive loss of institutional knowledge?
Stepped-up recruiting and staffing efforts will help a little, as will additional emphasis on outsourcing.
The notion of process is of utmost value to organizations, but the reality has often fallen short. The power of process is potentially far more powerful than today’s fragmented practices. With the right approach, however, process can have even more impact on organizational results than it did in the eighties and nineties. More specifically, process is the key to designing and operating organizations to deliver unique, sustained value.
So what is happening today?
In the early days of BPM – four or five years ago – everyone thought BPEL was the BPM standard, at least for runtime execution. Not long after, the importance of business-friendly process modeling came to the fore, and BPMN emerged as the standard for that. The mismatch between graph-oriented BPMN models, where you can route the flow just about anywhere, and block-oriented BPEL, where you can’t, didn’t seem to worry BPM vendors. After all, a model was just a model, a business requirements document in diagrammatic form.
Often, competitive environments change faster than a firm’s responding processes and decision making abilities. Most organizations fail at executing strategies designed to improve their position in the market.
I have come across businesses where some problems are chronic. In other words, these problems have existed for a long time but nobody attempts to fix them because they are thought to be “unfixable.” I have also come across businesses where problems are approached with a quick-fix mentality.
In the past year I’ve heard increased chatter about the need for improved facilitation skills in the BPM arena including at the November New York BrainStorm BPM Conference where facilitation skills were highlighted as a necessary competency of Business Analysts1. So what are these facilitation skills everyone is talking about?
Simply put, facilitation is a structured way of helping teams think, discuss, and make decisions in order to achieve their desired goals. And, like any other discipline, it requires a specialized skill set. The larger or more complex the situation, the more honed the skills of the facilitator need to be.
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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