Prior to the hybrid cloud, IT determined how an enterprise infrastructure grew. With the introduction of Software-as-a-Service (SaaS), lines of business, such as marketing, sales and logistics, can expand the enterprise infrastructure without involving IT by directly purchasing SaaS. Beware of the “accidental SOA cloud architecture.”
The challenges faced by today’s government agencies and commercial operations are many and varied—and to stay afloat, these organizations must not only promote change from within, but they must also be agile enough to quickly adapt to evolving markets, policies, regulations, and business models. Fortunately for them, the convergence of a trio of technologies and business practices—business process management (BPM), service-oriented architecture (SOA), and Web 2.0—is providing a solution.
Governments and companies worldwide have for generations sought to better manage the processes that are key to their constituencies and business by managing them to improve efficiency, insight into their impact, and how to use them to achieve greater flexibility. Over the years the introduction of new technology provides new ways to achieve these benefits yet each new technology also imposes a barrier in the path of success. In addition, change management and human and organizational change is a naturally resistant force that can stand in the way of success.
By: Lukasz Osuszek, IBM
According to AIIM & Accenture Surveys report – in the next few years’ volume of information produced by our civilization will be doubled. Report also points, that arrangement will be split into 20% of structured data and 80% of unstructured data. Following this analysis, Gartner (Feb 2008) points that “By 2009 ECMs will become the focal point for empowered managers, enabling proactive or reactive responses to opportunity and threat scenarios”.
Business process management (BPM) is in a period of transition. For the past several years, companies have been getting familiar with BPM, undertaking specific projects to address “burning process problems” or launching tightly scoped projects to understand the capabilities of BPM Suites (BPMS) and how they should be used.The successes of those initial projects and pilots have given companies the confidence and vision to take their BPM efforts to the next level—moving beyond that first project to a broader program encompassing multiple projects that are part of a larger business process improvement initiative. That leads to a series of logical questions: What processes should we focus on next? How do we scale the discovery, development, deployment and usage of process applications throughout the company? What are the best practices we should follow to maximize reuse from project to project to achieve economies of scale?
On a smarter planet, change, complexity and uncertainty have become opportunities for businesses and entire industries to transform, grow and serve customers in new ways. This reality is driven by three shifts:
IBM Business Process Manager—a single solution to make your BPM journey easier. Starting the BPM journey can seem like a daunting task, from both the executive buy-in and implementation perspectives, and IBM Business Process Manager can make that journey substantially easier. IBM Business Process Manager is a comprehensive and consumable BPM platform that provides total visibility and management of your business processes.
Although "doing more with less" is a common mantra these days, delivering improved business efficiency is necessary, but not sufficient, to put organisations in strong competitive positions. Business change velocity, combined with increasingly stringent customer expectations, mean that agility and responsiveness have to be equally important goals for business improvement projects. Business Process Management (BPM) – the business improvement approach that.s naturally aligned to address end-to-end improvements – needs to be part of your business improvement toolkit here. But if a BPM initiative is going to help you drive top-line growth, you.re going to need to think differently and employ additional functionality.This report explores how organisations can build on a foundation of process automation for operational agility and responsiveness, by enlisting complementary technologies like business event processing and business rules management.
Contributed by:Mike Rosen, Editorial Director,
SOAInstitute.org
By: Mike Rosen, Editorial Director, SOAInstitute.org
The cloud is all the rage this year, so not to be left out, I thought I better write something about it. Once you get past the ‘cheaper, faster, better’ hype, one of the common themes is the apparent synergy between the cloud and SOA. Well duh! The cloud is all about making IT resources available as services, and Service Oriented Architecture is all about creating solutions with service building blocks. In this column Let’s start looking at this with some definitions:
Nearly 55 million people depend on the French National Health Insurance Fund, CNAMTS. Learn how CNAMTS leverages case management to reduce paper and processing times while improving service quality.
Download this case study and learn:
- How document capture helps speed processing and eliminate errors
- The key steps that drive workflow acceleration
- How case management supports worker decisions by providing information in context
