Widespread adoption of BPMN by BPM Suite vendors is changing the way business and IT interact in the creation and maintenance of executable BPM solutions. The old one-way handoff paradigm has given way to a more agile, iterative implementation style in which business and IT directly collaborate. The BPMN process model is no longer just for upfront analysis, but serves as a continuous business view of the process throughout the implementation lifecycle. We look at how it works, and where it’s going in the future.
The international process community has recognized the need to bring together multiple standards and models into a single integrated standards-based model that addresses broad enterprise processes, and has launched the Enterprise SPICE initiative to meet this need. Enterprise SPICE will be used with international standard ISO/IEC 15504 (SPICE) to provide an efficient, effective mechanism for assessing and improving processes deployed across an enterprise.
This presentation will provide an overview and status of the Enterprise SPICE (ISO/IEC 15504) initiative.
We define Business Decision Management (BDM) and show its relationship to Business Rules, Business Process Management (BPM) and Service-Oriented Architecture (SOA). We demonstrate the how BDM ties Business Rules to BPM and SOA, and how it can significantly enhance the business capability of these technologies. Finally we look at what it takes to implement BDM in terms of skills, technology, and methodology, and how to get started toward success.
With organizations giving high priority to maturing their business analysts’ skills, it is necessary to reflect on the effectiveness of today’s business analysis best practices when adopting Rules-Driven Business Process Management. Understanding how the adoption of business rules and BPM impact the business analyst role is critical to achieving the reduce cost and increased business agility promised by rules and BPM vendors. The presenter will discuss the current challenges related to modeling tools and analysis techniques along with introducing a business analysis maturity model that is a useful roadmap for organizations adopting aspects of Rules-Driven BPM.
How do you manage business change? Many methodologies provide a one-size-fits-all approach that treats all business transformation efforts as if they were no more than minor variations on a theme. BPM provides a strategic framework for managing change that recognizes and leverages the many different dimensions of business needs for change.
This presentation will discuss the main factors that need to be addressed in planning process transformation today. In order to develop a successful roadmap for change, you must plan to effectively identify and manage all of the critical dimensions of business change.
What Attendees Will Learn:
-Understand why successful change initiatives must deal with multiple factors
-Recognize the different approaches and techniques for dealing with different categories of process change
-Learn a framework for process assessment, transformation and managing continuous change
The Department of Defense (DoD) is aggressively pursuing a business transformation strategy based upon recognizing that Business Process Management, Service Oriented Architecture and Business Architecture concepts are each part of a continuum, which must be planned, governed and orchestrated as its own end to end process. The DoD terms this the Business Operating Environment (BOE). Mr. Wisnosky will Outline the BOE with examples of its current state and future directions.
Teaching software to arrive at an optimal decision requires applying the right rules for a given situation. This session introduces concepts and techniques that allow you to capture that context at source and define validated priorities for when conflicts arise.
As you work to extend IT capabilities utilizing SOA, a key for many organizations is a pilot program, enabling the greater understanding and methodological deployment of Web services and SOA around a structured initiative. This Presentation focuses on best practices and lessons learned for selecting and implementing a successful SOA Pilot:
- Determining the Overall Goals of the SOA Initiative
- Criteria for a SOA Pilot
- Successful Pilot Program Case Study
- Next Steps
Success with Service Oriented Architecture (SOA) requires identifying and specifying the right set of services. Most existing analysis approaches are not up to the task and make it difficult to achieve the promised results of SOA.
As SOA transforms the enterprise architecture, traditional techniques for analysis must be enhanced to match the unique needs of service orientation. For instance, achieving reuse requires adding an enterprise vs. purely application focused perspective. Achieving process agility requires the use of techniques that match services to the business functions that make up enterprise processes.
Additionally, as part of the move to services, analysts can play a greater role in bringing IT and business closer together.
- Issues with applying traditional analysis techniques to SOA environments
- How Service Oriented Analysis fits into the software development lifecycle
- A methodology for Service Oriented Analysis, including a step-by-step review of the process
SOA and BPM are the two most widely used terms in corporations lately. Businesses treat these disjointedly viewing BPM as a management discipline and SOA as an integration discipline. In an effort to align BPM and SOA, this presentation builds a case for an overarching framework BPOA, for integrating business processes and related services infrastructure. It further elaborates how and when an organization needs to embrace BPOA, in order to gain flexibility to change its existing business processes and introduce new ones with reduced operational risk and greater compliance.