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.
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.
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.
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.
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.
There is a great deal of confusion in the business process management suite (BPMS) market.
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.
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.
To understand the relationship between Business Architecture and SOA, we first need to ask the question what are these two types of architecture? For a description of SOA, see my July SOAInstitute article “Key Components of SOA” at http://www.soainstitute.org/articles/article/article/key-components-of-soa.html. So the next question is “What is Business Architecture”? While there are many available definitions, here are a few that I found useful.
I’ve just finished up four new reports in my 2006 BPMS Report series: Lombardi TeamWorks, BEA AquaLogic BPM, EMC Documentum Process Suite, and Cordys Composite Application Framework.
The BEA report replaces Fuego; the others are new, bringing the total to ten, plus an overview report that explains the common evaluation framework and report format.
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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