Articles

Sustainable Business Rules: An Introduction – Part 1 of 3

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Introduction

As a business rules approach becomes more widely accepted as a standard practice for business systems development, the concepts, methodologies, and tools that support this approach will need to mature and evolve further. I would like to introduce a new concept that looks at business rules from a point of view of sustainability. In other words, I’m coining this concept with the term “Sustainable Business Rules”. In part one of this three part article, I will explore this concept and introduce the characteristics of sustainable business rules.

Building a Government Services Oriented Architecture

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Governments provide services, right? So why not provide them via a Services Oriented Architecture (SOA)?

Does that question actually make sense? Governments provide services like trash collection, street repairs, public safety, etc. These kind of physical services are not going to be handled by any advanced computer network, or at least none that we can imagine today.

But wait a minute. Governments also provide informational services. Is this car title valid? Does this driver’s license belong to the person in front of me?

And not just inquiries.

Process Project Hits and Misses

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The success of a campaign to foreground business process orientation as a critical component of organizational competitiveness will depend on many factors. The terms and terminology associated with business process management must be commonly defined and understood.

Design Thinking: Driving Innovation

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The word “innovation” is approaching the status of buzzword, which is unfortunate because the concepts it covers – those that drive it – are both significant and elusive. We can ill afford to let them slip out of consciousness simply because the term that indexes them falls out of fashion. While it is still viable, then, a few words about some of the more important of these innovation concepts.

Three Dimensions of BPM Maturity Models

Author(s):

Dr. Setrag Khoshafian

Principal and Chief Scientist, Khosh Consulting

The original Capability Maturity Model (CMM) was developed by the Software Engineering Institute (SEI)¹ and provides a robust discipline to help developers achieve maturity in their software development processes. There are a number of factors that influence the maturity of the software development processes within an enterprise. These include the strategic plans of the enterprise, the enterprise’s own organization and culture, as well as the technologies that are adopted within the enterprise IT architecture.

Case Study: Design and Implementation of Process Management Systems in Government Organizations

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Dr. Collins is the Intradepartmental Projects Administrator for the Florida Department of Revenue (DOR). In addition, Collins has worked in and consulted with numerous Florida organizations, including Florida State Hospital, the Department of Children and Families, and the Florida Sterling Council. His15 years of experience in the public sector includes roles in major organizational transformations in strategic planning, process management systems, measurement design, and reengineering projects.

Business Rules and Resisting the Commoditization of Process

Author(s):

James Taylor

Faculty Member, BPMInstitute.org and CEO and Principal Consultant, Decision Management Solutions

As companies and their software suppliers focus on the processes that control their business, the potential for the “commoditization” of processes is growing. How can companies differentiate themselves, yet still take advantage of the new technologies and approaches in process management?

Let’s start by considering why processes are becoming commoditized.

Pick the Right Type of BPMS Solution

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

There is a great deal of confusion in the business process management suite (BPMS) market.

It Takes Two to Tango: SOA and BPM – Part I

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

SOA and BPM are two buzzwords you hear or read about in every magazine (well almost all) you open, IT conference you go to, analyst or vendor you talk to. Also, a lot of discussions (or should we say gossip) are focused on the relationship between BPM and SOA. People are curious to know more on their relationship, on how long it would last, etc, the usual stuff you get to hear in the start of any romantic relationship. In order for us to understand the extent of their relationship lets take a closer look at their nature and characteristics and predict if they are meant for each other.

Collaboration for Innovation: Making Innovation Happen

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

There seem to be two roads to innovation; a high road and a low road, if you like.

The high road is to transform your organization into a learning, nurturing force that uses Systems Thinking to synthesize disparate ideas into what Fritjof Capra calls “emergent forms” – new ways forward that emerge from a primordial sea of barely restrained creativity.

The low road is to follow the example of such Empires as the Mandarin Chinese and Victorian British.

There seem to be two roads to innovation; a high road and a low road, if you like.