This session will explore the business benefits of implementing SOA such as enabling greater re-use of IT assets, lowering development costs, reducing development project time, improving collaboration throughout the value chain, yielding faster delivery of value to the business, achieving closer alignment of IT with business needs, permitting the introduction of new business models, and introducing greater adaptability to support ongoing change.
Many vendors and industry analysts have represented SOA as a technology that companies can invest in incrementally. However, with a limited number of real-world SOA deployments, the truth to this question is now being revealed. Can you invest in SOA slowly and still reap the identified benefits? Or, do you need to make an up-front investment in the SOA infrastructure before being able to realize its promises? This session will examine the requirements for SOA as identified by real-world implementations and identify the areas where incremental investment will and won’t work.
Time: 8:35 AM 6-28-2005
In many ways, technology is really the easy part of making a Service-Oriented Architecture (SOA) work. However, there are significant challenges in making the fundamental goals of SOA work in practice – those of business agility, IT asset reuse, increased compliance, and reduced cost of integration. The real challenges are changing the way that processes are designed, applications developed, and IT organizations are run. This session will address those “knotty” problems of making SOA work in practice.
How are New Technology Enablers such as BPM & Business Rule Engines Exposing the Root Causes Behind Business/IT Dysfunction? The root causes behind this dysfunction and how many of today's "industry best practices" for implementing business and technology change gloss over the critical factors necessary to successfully manage and implement business change in large organizations. There are key, but subtle, paradigm shifts taking place in business and technology arenas. In addition, the convergence of these changes are as a whole, greater than the sum of its parts.
This talk will provide an overview of both Six Sigma and BPM to indicate where there are synergies between the two types of programs.
BPM builds the framework to create strategic alignment, measure business processes using metrics aligned to business goals, and identify performance gaps that have a major impact on the customer and on achieving desired business results.
Six Sigma can be used as the vehicle to implement the methodology, prioritize the projects, stabilize the processes and close the gaps.
Time: 11:30 AM 6-29-2005
Changes occur rapidly at Oregon Public Employee Retirement System (OPERS), with cascading impact on the enterprise. Agility is key in responding to changing business demands, necessitating business-driven projects with centralized management of business and system requirements. Most requirements (including business rules, stakeholder needs, use cases and requirement specifications, and operational processes and procedures) are managed in separate databases within a single IBM Rational RequisitePro® repository.
Time: 10:45 6-29-2005
Documenting your organizations business processes and their business rules is critical to your organization. We have BPM tools to help us document and managing business processes but what are your options for documenting and managing the business rules? This presentation will provide some insights into better alternatives to managing your business rules.
Time: 5:30 PM 6-28-2005
WE STAND AT A CRITICAL CROSS ROAD. There is no doubt that BPM technology and BRE technology are delivering on the promises of organizational agility. Some organizations start by understanding their business processes first, adopt a BPM product, and then explore the business rules beneath the processes and the BPM product. Other organizations start by understanding critical business rules first, adopt a BRE product, and then explore the guiding business processes around the rules and the BRE.
While BPM provides organizational flow to critical business processes, the business rules behind these processes provide organizational differentiation and spark. The unique combination of BPM and BRE delivers unprecedented value and agility to organizations today. This presentation discusses the maturity of BR Technology based on a Rule Maturity Model and recent industry survey. The role of BPM in this maturity model along with sample BR applications by industry sectors provide the attendee with realistic expectations and a roadmap to success.
Featuring: Ken Vollmer, Principal Analyst, Forrester Research, Inc.
The side-by-side comparison is making a comeback you can line up anything from cars to televisions and compare them side by side. So why not do the same with vendor solution providers, well why not? This panel will allow attendees an opportunity to ask solution provider’s questions about their solutions live and hear what they have to say and how they stack up against the competition sitting right next to them. Moderated by industry analyst Ken Vollmer of Forrester Research, this session is sure to help you see where the similarities and differences are across BPM products and providers.
