Articles

Articles

Displaying 1031 - 1040 of 1164 resources matching your criteria.

BPM's "Missing Link"

By: Peter Fingar, Executive Partner, Greystone Group

There’s something wrong with BPM, something terribly wrong. Although the past five years have witnessed great progress in the theory and practice of business process management, if we go back to business-process basics, a fundamental problem with BPM becomes clear.

Business Analysis and SOA: The Benefits of Business Services

By: Thomas Erl, Author of “Service-Oriented Architecture: Concepts, Technology, and Design”

This is the first article in a six-part series dedicated to exploring how SOA and service-orientation relate to and affect business analysis processes and approaches.

The Virtues of Incrementalism

By: Peter Fingar, Executive Partner, Greystone Group

This article originally appeared in the members only BPM Strategies Magazine. Join today to receive your own copy.

Because business process management provides a strong capability for business change, organizational and people issues are huge challenges. Adopting new technology places extensive demands on employees and their managers.

Teetering on the BPM Strategy Edge

By: Hollis Bischoff, Principal, BPM Strategy Partners

Bischoff is an international expert on optimizing and automating business processes across silos and the extended enterprise. She also is recognized for her work in Web services, brand strategies, strategic planning, integration, and IT/organization alignment.

According to Bischoff, most organizations are in the "tactical" mode when it comes to BPM. In other words, they are still in the discovery phase when it comes to Business Process Management. Moving from the tactical model to strategic mode is the key to enterprise success and necessary when implementing BPM.

How Do You Use Enterprise Business Architecture (EBA)?

Contributed by:

Ralph Whittle, Enterprise Business Architect, Independent Consultant

By: Ralph Whittle, Co-author of "Enterprise Business Architecture: The Formal Link Between Strategy and Results"

In the article titled Understanding Enterprise Business Architecture, the basic concepts and purpose of the Enterprise Business Architecture (EBA) were discussed. This second article continues the discussion and provides an overview of how to use the EBA. Just remember, the EBA is a model built with rigor and discipline, the same that is applied in the fields of engineering and construction. It is a formal model representing the business as a manifestation the strategy.

Just Enough Process Management

Contributed by:

Tammy Adams, Managing Partner, Chaosity, LLC

By: Tammy Adams, Managing Partner, Chaosity LLC

It’s easy to get caught up in the frenzy of doing something just to do it. We’ve all seen it happen. Companies who implement full blown quality programs, like Six Sigma, often find themselves lost in a myriad of unfocused green belt projects, unnecessary processes and mountains of paperwork. They did not comprehend the trickle-down impact such an implementation would have on the organization. Does that mean the program is bad? Absolutely not. But its implementation was not tailored to the needs and objectives of the company.

A Holistic View of Business Rules and the Business Rules Approach

By: Ladd Bethune, Lambert Technical Services – Business Rules Development Practice

Business rules are not new. They exist in businesses whether some or all of the business is automated. Not all business rules may be automated. The generally accepted definition of a business rule comes from The Business Rules Group in 2000 as “a statement that defines or constrains some aspect of business intended to assert business structure or to control or influence the behavior of business.” The approach, the Business Rules Approach, is new in its formalism of managing rules and its emphasis on the business as a priority over the systems implementation.

Case Study: Managing Business and System Requirements for BPM-Driven Projects

By: Larry Ward, Quality Assurance Project Manager, Oregon Public Employees Retirement System (OPERS)

Larry Ward is a Quality Assurance Project Manager in the OPERS Information Systems Division for the State of Oregon. He has more than 30 years experience in systems analysis & design, Industrial Engineering, Project Management, and QA. He has more than ten years of experience with the business rules approach. Ward was instrumental in designing the OPERS business rules process.

Analyzing the "As Is" Process

Contributed by:

Daniel Madison, Principal, Value Creation Partners

By: Dan Madison, author of Process Mapping, Process Improvement, and Process Management

The first step in the analysis of a process is to create a process map or flow chart of the current state. This “as is” map represents what happens, not what should happen, or could happen. A useful technique when creating the "as is" is to recall an actual event. In remembering the event, what actually happened? This way you map reality.

The process map is the base from which the analysis begins. Process mapping can be done at three different levels of detail. The least detailed level (5000 foot) is called the Macro. At this level, your process map contains only 2 to 7 steps.

EAI, BPM and SOA

By: Sandeep Arora, Author of “Business Process Management. Process is the Enterprise.”

Traditionally enterprises grew their systems and IT infrastructure out of necessity as the business grew and connected the various IT applications with minimum planning. Stove pipe applications were pretty much the norm. These applications were connected in a point to point manner with no clear indication of process flow. But as the pace of business change accelerated connecting systems became a major roadblock. Then in the late 1990’s EAI (Enterprise Application Integration) emerged as a planned way to integrate the array of IT applications.