In the last column, I introduced the topic of services engineering and why it is going to be so important. The vast majority of the labor force is employed in services today, and nearly 80 percent of our GDP is from services industries.
If you’ve worked in the corporate world for any length of time, you’ve probably experienced a merger or acquisition somewhere along the way. Personally, I’ve gone through five in 15 years (which may have been a contributing factor to starting my own business). Each time I’ve been bothered by the overlooked opportunities and communication snafu’s that have resulted in poor morale and decreased productivity. But does that really matter? After all, the company isn’t permanently damaged – gradually morale improves and the productivity gets back on track.
When executives cannot see their way clear to address structural dysfunction within their organization, then attempts to align business architecture and IT architecture will see limited success. This does not imply that BPM, SOA and systems modernization cannot deliver tactical value. It does imply that these initiatives should be coupled with macro level efforts to recognize and address structural weaknesses across organizational infrastructures that impede business architecture and IT architecture alignment.
George Thomas is the Enterprise Chief Architect at GSA. He focuses on enterprise wide architecture using open standards based, process-centric, and service oriented modeling methodology and tools.
Thomas began his talk by covering grammar and modeling formalisms from selected GSA adopted industry standards. These were presented as a framework for developing the executable service oriented business process models, which can be automatically deployed.
The GSA uses a tool from Data Access Technologies that integrates CCA/FEA design and J2EE runtime environments.
George Thomas is the Enterprise Chief Architect at GSA. He focuses on enterprise wide architecture using open standards based, process-centric, and service oriented modeling methodology and tools.
It’s conventional wisdom in business that 80% of the problems are caused by 20% of the work – the “exceptions.” In BPM, therefore, you’d think that exception handling would be a critical focus of process modeling and analysis. In most cases you’d be wrong.
Certainly the designers of the Business Process Modeling Notation (BPMN) standard at BPMI (now part of OMG) had exception handling in mind from the start. BPMN introduces to process modeling the notion of intermediate events.
In the first part of this article, I discussed the need for BPM and SOA to come together. In this part, I shall make an effort to predict the effect this tango may have on the enterprise. From the Forrester point of view, BPM can be viewed from three distinct perspectives. The first one is in relation to human-centric business processes, traditionally called human workflow management. The second one has content –centric business processes in focus.
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.
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.
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.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
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