TRANSFORMATION OR TRAIN WRECK
LINUS CHOW, WFMC PUBLIC SECTOR AND PETER BOSTROM, BEA SYSTEMS, USA
WHAT ARE BPM, SOA AND WEB 2.0?
• Strategy for managing and improving the performance of the business through continous optimization of business processes in a closed‐loop cycle of modeling, execution and measurement.
• Architectural approach that enables the creation of loosely‐coupled, interoperable business services that can be easily shared within and between enterprises.
• Tim O’Reilly defines it as “the business revolution in the computer industry caused by the move to the Internet as platform, and an attempt to understand the rules for success on that new platform”
BPM AND SOA
Organizes IT Infrastructure
Demand for insight
Demand for encapsulation
Driven directly by business/agency goals
Driven by business goals
Don’t require SOA bus SOA simplifies BPM
Layer of control and governance for IT
WEB 2.0 Technologies are just
beginning to be adopted
• Process Excellence
• Social and
• End User Flexible
• Ad‐hoc and
The intersection provides many
challenges. Firstly, different stakeholders
Secondly, the primary value propositions
of these technologies require political,
cultural as well as technological
CASE STUDY # 1 OVERCOMING ORGANIZATIONAL
CHALLENGES (ROB JETT PMP, CIO OF RED BUFFALO)
• “To provide solutions you must understand the business as if it was your won before you can make a difference”
• The change is usually driven by a goal adjustment at highest level based on a need to adapt to a new situation.
SAME SITUATION DIFFERENT DAY
Three different audiences
Ways to work more efficiently
• End users: the people who
use the IS every day, which
is also the most challenged
Technology (EIT): also includes
R&D and engineering, bridges the
gap between End Users and CXO
CXO group: drives the cultural
and has the responsibility for the
business at same time. They have
to first create a vision that can be
shared throughout the
organization. Strategic planning
along with shared vision.
Strategies, policies and plans
New technically‐related risks
Stove‐pipe or one‐off solutions
• Common challenges: communications during times of change, should include clear rules and responsibilities, short and long term goals.
BPM TO THE RESCUE
• Steps required to realign transformational
• Models and processes should allow for a
robust to‐be process, requirements from
existing service inventory, needs to invest
in new capabilities
Basis of SOA
Current service inventory
• Requirements can be derived from models,
having more clear priorities in the
weighting of importance, enabling to
visualize ROI areas and places to apply
Identify services inventory
CASE STUDY #2 DECISION DRIVEN SOA‐ENABLED
LOGISTICS (KEVIN M. BROWN AND ERIC YUAN)
A military‐based case consisting of the troubles found in the equipment status report, such report is often cumbersome, due to the fact that most of the information available (despite that very powerful computer systems and massive databases are made available) is often outdated by days or even weeks furthermore, commanders have to rely on assessing such information in such an old‐fashioned way as phone calls, e‐mails and even manually work.
Integrate the disparate data sources and incorporate them with the proven ...