As more organizations incorporate Web Services into their strategic plans, the value of Service Oriented Architecture (SOA) continues to grow. The Business Analyst will play a pivotal role in an organization’s success when they transition to SOA projects – a move that can drive significant business advantage. But, the Business Analyst role is one that must be expanded through new SOA skills to ensure that companies realize the results and ROI they expect.
This paper focuses on solving the dissociation between business processes and business requirements. While a projects must have good analysis, pragmatic risk assessment, a sound business case and reliable measurement tools if it is to have any hope of succeeding, business processes and business requirements are inextricably linked to a company's vision and the project itself. Closely coupling business processes and the business requirements of a new application are not only desirable, they are inherently critical. Business software applications are tools to aid business processes.
This paper is about why software development methodologies don't work and why they sometimes do, including a few ideas about how to turn around your own methodology efforts. Often, methodologies don't work because managers and IT professionals hold onto beliefs, practices and organizational paradigms that no longer fit the modern software development organization and the processes that help support it.
DMV - Three letters that can strike fear in any man or woman's heart, a term that all too often brings images of long lines and broken processes and red tape. State Departments of Motor Vehicles typically face many challenges: with lower budgets, staff reductions and increasing numbers of drivers and vehicles being registered. They face the challenge of continuing to provide quality services to the public while meeting increasingly challenging mandates from federal, state and local governments.
Part 1: Why innovation is such a challenge in a corporate setting
Howard Smith, Co-author of the landmark book, "Business Process Management: The Third Wave" has penned a definitive white paper on how companies develop operating systems for innovation. This is one paper anyone interested in business innovation cannot miss.
Goal-oriented BPM is an approach that makes the development and identification of business processes a more intuitive and natural activity. It uses familiar organizational concepts such as goals, and the steps taken to achieve those goals (sub-goals), provides granular visibility into goal progression, and allows processes to intelligently change course as events unfold. When managed and deployed appropriately, goal-oriented BPM delivers significant benefits, including:
The pressure on enterprises to improve operational efficiency and response times to new competitive threats and market opportunities has never been greater.This pressure is forcing businesses to reevaluate the way they operate, the way IT supports their existing operations and the opportunities for current IT systems to be adapted to support longer term business evolution.
Many retailers, manufacturers, wholesalers and distributors are consistently faced with the prospect of shrinking margins. Ensuring profitability is a delicate blaancing act of inventory management, cost control, and customer satisfaction. Small improvements in warehouse and distribution center operational performance can result in large gains on the bottom line.
Companies spend more than $200 billion per year in paper processing. Billions more are lost in profit and regulatory fines from poorly managed business processes. Learn how Intelligent Documents technology can help you find any document - any time.
