Our book, Business and Dynamic Change: the Arrival of Business Architecture, highlighted many needs of BPM. The book which was announced in 2015 describes an overall view of architecture from several different perspectives and contains a series of chapters that give specific applications and approaches to different architecture uses. At this conference, you will see some of those visionary BPM software innovations being presented.
bpmNEXT has consistently been the defining launch pad for the ideas and innovations surrounding technology-led business process innovation. Presentations are not case studies of past successes, but vision statements on where we are going next.
The venue is SPECTACULAR: blending modern design with Spanish Colonial architecture, the Canary is a luxury boutique hotel in the heart of the city known as “America’s Riviera” with views from the mountains to the Pacific, and walking distance to the best that Santa Barbara has to offer.
The interaction is INTENSE: you will not just hear about Intelligent Automation, but see it in action and engage with the developers actively shaping the next generation.
To learn more about the conference and its program, go to bpmNext.com.
Information technology (IT) is at the heart of every significant business process and is critical to innovation and business success. Yet seeing, understanding and acting on the IT ‘big picture’ seldom occurs in many businesses. Vision is short-term and focused on daily operations.Existing IT staff are pressed to keep the business running and have little time, inclination, motivation or capability to focus on long-term planning (strategic planning). Consequently, businesses operate inefficiently, at competitive risk and sometimes on the brink of failure.
Organizations have a set of different structural perspectives that work together to achieve its objectives. For example, some of the most common primitive categories of a business include: strategies, goals, organizations, locations, processes, decisions, systems and so on. Each of these categories are identified and recorded. Some organizations have very disciplined approaches while others have not formalized the architectural process.
The process of formalization includes maintaining the relationships between the each item within a category may have associations within the same category and eventually relationships across 2 or more categories. For example, a business process model with swim lanes, represents organization and process actions. In some cases, it may include relationships to decisions. Today, we have different methodologies that support business architecture relationships in other forms (matrices, flows, and trees across all categories) and have metrics and analytic techniques that permit the analysis of impact of mergers, acquisitions, divestitures, consolidations, systems and other actions that impact the structure of the business itself.
So, the Executive leadership and management need a clear precise terminology to understand the implications of architectural efforts. A structure like this allows for simple communication of the different architectures over time. Two key points we're making about the communication of architectures, they should:
Read more to learn about the Service Architecture.