The environment in which organisations find themselves is and remains in a state of flux; markets are volatile, customers are able to manage on their own and are more articulate than ever and it’s impossible to imagine society today without social interaction. In addition, organisations are faced with more (new) legislation than they have ever experienced before and there is unprecedented pressure on margins and profit.
These developments are forcing organisations to change and within the changes taking place the demand for innovation is becoming increasingly greater. Why is that? Simple: to add value both internally and (preferably) externally. The question is whether and, if so, how a discipline such as Business Process Management (BPM) can and must contribute towards innovation.
This whitepaper answers that question by addressing the following subjects:
How to Build a Decision Requirements Model using the new Decision Model and Notation (DMN) standard
The Object Management Group has recently adopted the Decision Model and Notation as a beta standard. Here’s how you can use it to define your decision requirements.
Why Model Decisions
The goal of this paper is to describe the four iterative steps to complete a Decision Requirements Model using the forthcoming DMN standard. Before beginning, it is important to understand the value of defining decision requirements as part of your overall requirements process. Experience shows that there are three main reasons for doing so:
Despite the massive efforts undertaken in many organizations, the promises of the latest business trends have often failed to come to fruition. This is not the result of lack of effort, smart people, software tools, new ideas, or new approaches. It is due to the absence of a holistic, business-centric approach to solving the complex challenges within a company. This approach is business architecture. This whitepaper explores five core principles of business architecture and provides important facts that are valuable to know before beginning, or when evaluating an existing internal business architecture program.
The Convergence of Social, Mobile and Business Process Management
To stay ahead in todays rapidly changing business environment, organizations need agile business processes that allow them to adapt quickly to evolving markets, customer needs, policies, regulations, and business models. The convergence of a trio of technologies and business practices - social computing, mobile computing and business process management (BPM) – is opening up interesting avenues for business.
Changing market drivers, increasing competitive pressures, global presence and rapidly evolving customer needs are placing greater pressure on businesses to streamline their processes and take control. The “B” in BPM stands for Business, and these are the people who interact with the process on a regular basis, who understand the operational limitations, and who have ideas for improving the process. There is an increasing desire among the business users to get into the driver’s seat while creating business applications. Business users want to manage the design and execution of business processes. This is especially true for business processes where IT has been unable to keep pace with changing business needs. Oracle BPM enables business users to take control and drive improvements for their processes.
Proliferation of mobile devices, data explosion, and cloud enablement has caused a dramatic shift in IT. Organizations need to rethink their application infrastructures to accommodate increased processing speeds, heightened security and availability concerns for their applications, all while meeting lower ed total cost of ownership. Traditional infrastructures may not be sufficient to accommodate the diversity and complexity of integrations in this new era. Oracle SOA Suite on Oracle Exalogic Elastic Cloud & Oracle Exadata Database Machine is fine - tuned all the way from the hardware to the application layer, specifically for SOA to deliver on performance, business agility, lowered total cost of ownership and faster time to market, to become the next generation IT platform. Together these solutions provide complete and best - of - breed solutions for running and integrating high performance, mission critical applications.
For years, the challenge for BPM Suite vendors has been how to match BPM’s “business-driven” promise to the technical complexity of automating core business processes. At one time, business-driven meant process analysts working with the business to create process and use case models as “business requirements” that would handed off to developers for implementation. For today’s BPM market, business-driven demands more. It means empowerment of process analysts and business users themselves to directly participate in the implementation. That requires a new generation of tools, not just for process authoring but for management at runtime, tools designed for business users. Of course, programmers and traditional IDEs continue to play a vital role in BPM.
Implementing a proactive and risk-based information technology (IT) governance, risk management, and regulatory compliance (GRC) approach enables companies to better manage compliance costs and streamline compliance and business processes through increased automation.
A tight and uncertain economic climate has prompted organizations to seek out low-cost yet effective ways to meet their needs for application and data integration. Forrester's research, commissioned on behalf of Red Hat, indicates that a growing number of enterprises across all industries are now considering, piloting, or deploying open-source integration solutions. This paper explores some relevant data on the adoption drivers, pain points, and usage trends related to the use of open source integration technology.
This special report asks the question: “Is it possible for both the business process and Business Architecture Modeling approaches to share a common modeling language and might BPMN 2.0 satisfy both?”