Contributed by:Sumeet Vij, Assistant Vice President/ Chief Engineer,
Alion Science and Technology
By: Sumeet Vij, AIS Chief SOA Engineer at SAIC
If a picture is a worth a thousand words, a standardized model is definitely worth multiple pages of a requirement specification. Business and IT have long used tabular descriptions, flowcharts and other means to capture and describe how their business processes are run, but if a modeling format has to go beyond being just a sketch, it requires a standardized, non-proprietary notation which can be uniformly understood by all.
This webinar will discuss how to make your financial service organization more responsive to customers, opportunities and threats through event-driven processes in business process management (BPM). This will include the importance and meaning of events relative to a business process and the links between BPM and complex event process (CEP).
By: Rick Sweeney, Enterprise Architecture Consultant
Enterprise Architecture as a practice has been around for some time now. Many companies have reached a level of sophistication and maturity within their EA practices. They are well established with EA policies and governance institutionalized throughout the company.
As cloud computing becomes more and more mainstream BPM systems will be offered in a Software-as-a-Service (SaaS) model as well as being delivered in on-premise service appliances behind the firewall. Mr. Barlow will explore these topics and provide a glimpse into one of the next significant new business technologies to be delivered “in the cloud.”
Contributed by:Claye Greene, Managing Director,
Technology Blue, Inc.
By: Claye Greene, Managing Director, Technology Blue, Inc.
Operational performance has become widely accepted as a critical success factor for companies across many industries. It is best described as the level at which all business units in an organization work together to achieve core business goals.
There are understandably many articles and texts dedicated to operational performance management. Many companies have created departments and job functions focused on translating the value of business assets into higher performance. However for those who are just beginning the journey there are undoubtedly more questions than answers.
Contributed by:John Moe, Principal Consultant,
J Moe Associates
By: John Moe, Head of Business Integration, TORI Global
Within the world of SOA the term service management usually refers to the control and orchestration of the invoked service (web. Business, composite, etc.), usually called SOA governance.
Contributed by:Sumeet Vij, Assistant Vice President/ Chief Engineer,
Alion Science and Technology
Sumeet Vij, AIS Chief SOA Engineer at SAIC
SOA purists might scoff at using SOA for integration [1], but for many enterprises, Service Oriented Integration (SOI) remains one of the prime motivations for embarking on the SOA journey. Agreed SOI by itself doesn’t achieve the avowed goals of agility or elimination of redundant IT infrastructure, but it helps the enterprise address real concerns, now. The SOA Manifesto [2] states that Business value is of higher priority over technical strategy; hence easier integration with SOA is a valid goal of a SOA initiative.
Read the analyst report “Decision Matrix: Selecting a Business Process Management Vendor”, and learn why Progress Savvion made the short list of BPM vendors.
Business process management (BPM) software solutions – often called "suites" – are one of the hottest areas in BPM, but choosing the right BPM solution for your organization may be a daunting task. Ovum, an industry analyst firm, recently conducted a research project that measures BPM vendors across three critera: market impact, end-user sentiment and technology offering.
How can we improve customer satisfaction, loyalty and improve agent efficiency by using customer centric case management? We know that there is a much higher cost to acquire a new customer than getting repeat business from them. What can we do make sure we are managing customer interactions well so that customer get their issues resolved quickly and bring repeat business?
Interviews from over a thousand CEOs in 2008 shows organizations are bombarded by change, and many are struggling to keep up1. CEOs view increasingly demanding customers not as a threat, but as an opportunity to differentiate. They are moving aggressively toward global business designs with deeply changing capabilities and increased flexibility. The gap between their capability to manage change and the challenge ahead is growing. CEOs expect fundamental change, but they seem uncertain about their organization’s ability to manage it. Business pressures are compounding as IT constraints are growing.