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Avoiding the Accidental SOA Cloud Architecture

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.”

BPM, SOA, and Web 2.0: Business Transformation or Train Wreck?

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.

7 Steps To Business Architecture

Business Architecture is a key decision tool for organisations and could be thought of in a similar way as GPS systems—being a ‘navigation system for business’. It allows static blueprints to be transformed into dynamic models for greater insight than ever before. With business managers in the driver’s seat, different questions will be asked from the traditionally technical ones normally associated with EA. In order to support these questions a different approach to tools and solutions will be required.

Interstage Business Process Manager v11 Architecture

Interstage BPM advanced architecture flexibly addresses requirements of the next generation BPM to effectively manage work in today’s enterprise.  Broad array of capabilities enables organizations to respond to business change by supporting all types of business processes and all forms of work. Research indicates that the use of BPM technology can lead to remarkable cost savings, increased efficiency, and productivity – in other words, big ROI.  Enterprises and software developers have come to understand that BPM can be applied to increasingly complex problems.  Automating business processes from end-to-end, integrating applications to process steps, and opening up processes for collaboration with partners, customers, and suppliers represent just the beginning of what can be expected from BPM software.

Three Steps to Progress BPM from Project to Program

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?

Business Agility Realized

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 BPM Powerfully Simple

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.

Driving The Top Line: Beyond Efficiency And Quality

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.

7 Steps To BPM Success

This paper provides the reader with a 7 Step model that seeks to suggest
ways in which organisations can maximise their business returns. The
model sets out to blend the benefits of non-technology approaches with
the more technological ones.

Case Study: Improve Service Quality By Automating Document Processing

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