Properly Defining Enterprise-wide Entities: The Critical Step
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The document discusses techniques for analyzing organizational silos when undertaking complex BPM integration initiatives. It emphasizes that understanding the organizational lifecycle of each silo, power dynamics, and interests versus positions is essential. Analyzing where each silo sits in its lifecycle can help understand its characteristics and how to work with it. Identifying who holds power and bringing discussions to a higher level focusing on common interests rather than positions can help overcome resistance to integration. Together, these analytical techniques form a framework for effectively dealing with the human aspects of complex BPM projects involving multiple organizational silos.
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Understanding Business Process Architecture to Enable Operational Efficiency
This document provides an introduction and disclaimer for a presentation on understanding business process architecture to enable operational efficiency. The presentation will take place April 21-23, 2008 at the Renaissance Washington, DC hotel. The presentation will discuss using business process architecture to link an organization's mission, values, competencies, risk and quality management to better serve customers. The models in the presentation are simplified examples for training purposes only.
Applying Agile Development Strategies to BPM Initiatives
- The document discusses applying agile development strategies to business process management (BPM) initiatives. It outlines key drivers for agile development like volatile requirements and the need for tight project control.
- It analyzes popular agile methodologies like XP, Scrum, and FDD and determines that FDD is best suited for BPM due to its emphasis on solution definition by the business and high degree of collaboration.
- A case study is presented of Navy Federal Credit Union, which used rapid prototyping, FDD methodology and out-of-the-box BPM functionality to deploy key processes in 1-2 months. This demonstrated benefits of combining agile development with BPM.
Governance and Business Participation: The Key Requirements for Effective SOA...
The document discusses governance considerations for effective SOA deployment. It emphasizes the importance of business participation in governance activities to create business value and accelerate organizational change. Key aspects of governance include policies, roles, processes, metrics and tools to manage SOA implementation and ensure projects deliver expected outcomes.
Workforce Management & BPM Integration
The document discusses integrating business process management (BPM) with workforce management. It describes how analytics data from a BPM system about work patterns and resource utilization can be used to simulate and optimize scheduling. The simulation and scheduling tools work in a loop, with the scheduler generating resource schedules that are simulated and used to refine workload demand estimates. This integrated approach is best for structured, repeatable processes and large resource pools, and can potentially reduce staff costs by 10-20%. A case study shows how these tools identified over $1 million in benefits for a wholesale lockbox operation.
Delivering Process-Driven, Dynamic Applications
The document discusses model-driven business process management (BPM) using template-driven approaches. It proposes that templates can [1] align business concepts with implementations through shared XML representations, [2] enhance interoperability by providing common understandings of data through contextual rules, and [3] support agile development through dynamically configurable templates. The OASIS Content Assembly Mechanism (CAM) is presented as a template standard that can address interoperability challenges by leveraging context and making information exchanges more predictable and adaptable.
Realizing Successful Transformation Within Politically Charged Environments
Robin Cody, Chief Information Officer of the San Francisco Bay Area Rapid Transit District (BART), presented on BART's Business Advancement Program (BAP) to transform its technology and business processes. The $40 million, 5-year program implemented new enterprise resource planning software to modernize systems for human resources, payroll, finance, maintenance and more. It aimed to improve operations, increase productivity and achieve a financial payback. BART analyzed its current systems and processes, selected and implemented new software, and changed organizational culture through the program.
Understanding and Applying The Open Group Architecture Framework (TOGAF)
TOGAF is a framework for enterprise architecture developed and supported by The Open Group. It provides best practices for developing architectures and includes components such as the Architecture Development Method, reference models and a resource base. The latest version, TOGAF 8, focuses on aligning architecture with business needs and making TOGAF easier to use. TOGAF certification and training are available for individuals and organizations.
Why Enterprises Should Invest Money in EA Transformation Frameworks
Enterprise architecture transformation is essential for businesses to reduce costs and increase agility. The current state of most enterprise IT architectures, with hundreds of isolated applications integrated through APIs, leads to high costs, low business agility, and difficulties changing or exiting legacy systems. Computer science provides the solution of enterprise service-oriented architecture (ESOA) which standardizes integration and allows reusable components. The ESOA Framework (ESOAFTM) is a reference architecture that guides enterprises along a gradual transition from their current application-centric "Legacy Enterprise" state to the desired fully ESOA-based "Elegant Enterprise" state. This transformation is expected to reduce total cost of ownership by 30% within a year.
Transitioning Enterprise Architectures to Service Oriented Architectures
This document discusses transitioning from an enterprise architecture to a service-oriented architecture (SOA). It defines what an SOA is and why organizations transition to one. It then describes how to identify the key components of an SOA by analyzing business processes, including identifying roles, objects, boundaries, potential services, and interfaces. This allows an organization to develop IT services based on relationships between business actors and realize those services through platform-independent interfaces.
BPM & Workflow in the New Enterprise Architecture
The document discusses workflow and business process management standards. It defines key standards like BPMN, XPDL, BPEL, Wf-XML, and BPAF. These standards address different aspects of modeling, executing, and monitoring business processes. The goal of these standards is to provide interoperability and allow business-level control and agility when managing business processes across systems.
What is Possible vs What is Useful: Finding the Right Balance in Process Mode...
Process modeling involves modeling business processes at a large scale across an organization. It requires top management support, proper project management, information providers, modeling tools and languages, and consideration of economics, governance, strategy, and maintenance over time.
What Every Enterprise Architect Needs to Know About BPM
Business Process Management (BPM) involves methods and tools to improve business process performance, maintain compliance, and identify an organization's processes. BPM is defined as the logical sequence of activities necessary to manipulate an economically relevant object toward an overarching goal of creating customer value. The document recommends starting a BPM initiative by choosing a single pilot process to test out BPM first before broader implementation.
Department of the Interior’s Methodology for Business Transformation (MBT)
1. The document summarizes the Department of the Interior's (DOI) methodology for business architecture transformation called the Methodology for Business Transformation (MBT).
2. The MBT is a multi-step process that includes analyzing stakeholders, business processes, current IT systems, and defining target business and technology architectures.
3. The goal is to establish a line of sight from investments to business processes and outcomes to improve performance through enterprise improvement, which takes a collaborative approach across the DOI.
The Construction of Emergency Interoperable Communications Architecture
The document presents a new disaster response tool that uses business process management (BPM) software. The tool aims to provide a single system that allows for interoperable communications, integration of different software systems, and fitting diverse components into an enterprise architecture. The BPM software is existing public domain software that is powerful and adaptable. The presenters claim the software can be configured to respond quickly to disasters like Hurricane Katrina by generating response plans within seconds and accommodating changing information and policies. It aims to offer an innovative approach that empowers organizations with the ability to develop response plans and link resources in real-time from any location using only a laptop.
Getting From Understanding to Execution: Making Implicit Processes Actionable...
The document discusses different frameworks for understanding and improving organizational performance. It introduces the concept of identifying and addressing an organization's key constraint to improve overall performance. It then contrasts an organizational chart/command and control view with a process view that considers all integrated components and customer needs. Finally, it presents a full process framework involving inputs, operations, and outputs, and a three-tier model for accountability across tasks, outputs, and outcomes.
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Why Enterprises Should Invest Money in EA Transformation Frameworks
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Department of the Interior’s Methodology for Business Transformation (MBT)
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The Construction of Emergency Interoperable Communications Architecture
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- 1. Tom Valva Sr. Director, Internet & Infrastructure ADP, Inc. Retirement Services Analysis: The Critical Step
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