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Closing Session: Why Business Processes Really Matter
Featuring: Jeanne Vasterling, Associate Department Head, Applied Enterprise Architecture (Business Orientation), The Mitre Corporation
Despite the fact that business process modeling (BPM) has been around since at least the early 1990’s, decision makers at all levels of government still wonder about the return on any investment they may be thinking of making, in BPM. This presentation counters the old adage that says, “If it’s not broke, don’t fix it,” by suggesting something like this: “Odds are that something needs fixing, if you haven’t bothered to see if it’s broke.” Operating on the principle that most business activities can stand improvement, more or less constantly, Jeanne maintains that a business owner, manager, analyst, or steward cannot know whether business-as-usual is the best way to “run a railroad” unless s/he understands how business activities, business processes and business value-chains work, from beginning to end. Business processes really matter when one suspects a bottleneck that inhibits the flow of key activities, when one needs to replace or upgrade an IT-system that enables business performance, or when the training of new workers is required to sustain business operations. These are but a few of the real reasons business processes matter to anyone charged with ensuring effective mission performance.
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- Tom Dwyer, VP Research, BrainStorm Group and Editorial Board Member of SOAInstitute.org
- Mike Rosen, Editorial Director, SOAInstitute.org
- Alex Rosen, Vice President, Enterprise Architecture Solutions, MomentumSI
- Max Dolgicer, Managing Director, International Systems Group (ISG), Inc
- Bruce Silver, Principal, Bruce Silver Associates
- Barbara von Halle, Founder, Knowledge Partners
- Ken Orr, Founder and Chief Scientist, The Ken Orr Institute
- Andrew Spanyi, Author of "Business Process Management is a Team Sport: Play it to Win!"
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