Xerox Corp. Acquires WaterWare Internet Services : Will Have Meaning for Meaningful Use

Craig Le Clair

WaterWare  will add  more software development and consulting services to Xerox  which is always a good thing but more importantly, WaterWare  has the Aquifer EHR electronic records system that helps convert paper records to electronic data. Added to Xerox's broad  document services and global reach  the combination gives Xerox strong capability in electronic health records capture and management.  Health Care Reform = as we know- is pushing providers to meet “meaningful use” guidleines which boil down to turning massive quantities of unstructured content into structured data -allowing better monitoting of patient outcomes, better access to health data for consumers, and lower administrative costs.  Could there be a stronger core competency for this company – and this combination.  I also like WaterWare as a launching point  for broader Dynamic Case Management solutions they can extend Xerox capability, using DocuShare foundation BPM and ECM components in verticals like pharmacy and order automation.   Combining WaterWare with  DocuShare makes sense to boost professional services and  system integration, but also to provide some luster to a strong product that has been a bit buried in the larger Xerox.  So, a nice pick up.

Best Practices For Influencing Business? Tips For Revitalizing IT Standards? Join Our Community Discussions!

Alex Cullen

Architects frequently tell us how much they value insights from practitioners like themselves. We at Forrester equally value these insights, as they are the foundation of our research. To serve you and us, we've launched The Forrester Community For Enterprise Architecture Professionals.

The community is open to all, whether you're a Forrester client or not. Check out the community, and you'll see conversations focused on the key challenges that you face – from influencing the thinking of your business execs to revitalizing an IT standards program to asking if application portfolio management (APM) is a responsibility of EA or the IT function supporting apps. Participating architects and Forrester analysts are sharing their perspectives – on these questions, plus other questions like the use of Wikis for architecture standards.

You can use these discussions to get better at your role – plus you'll be able to shape our research agenda by posting your questions or highlighting a topic you think demands further investigation. Our leading analysts – like Jeff Scott, Randy Heffner, Henry Peyret, Galen Schreck, and Gene Leganza – will also post the topics they are working on to get your input on them. 

Here's what you’ll find in The Forrester Community For Enterprise Architecture Professionals:

  • A simple platform on which you can pose your questions and get advice from peers who face the same business challenges.
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Which Next Subject Would Be Great In The EA And IT Governance Series Of Docs?

Henry Peyret

Last week I finally published the third document in the collection "EA Involvement In IT Governance": "Integrate EA With ITIL Service Portfolio Management." It follows the two previous documents "Integrate EA With Project Portfolio Management Governance" and "Integrate Enterprise Architecture With Application Portfolio Governance."

I say "finally" because most of the ideas for these documents were collected during the research Diego Lo Giudice and I did for Forrester's EA Forum 2010, nearly one year ago. If the ideas are quick to come, they sometimes take a long time to be realized in a document! I apologize to the customers who were waiting for the final document.

The goal of this collection of documents is to demonstrate typical EA involvement in IT governances — an area that is usually more or less "beyond" EA's scope. We also said in the EA Forum presentation that these potential involvements are not mandatory and highly depend on your particular EA objectives. EA involvement in IT governance should remain in line with the recommendation we made in Forrester report "Avoid The EA Governance Versus Agility Trap" and in which we still continue to believe: Governance is a lever to obtain nonshared (or even diverging) objectives. When objectives are shared, then governance is not required, and the approach should remain agile.

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EA Forum 2011: Key Tech Trends That Will Change Your Business

Gene Leganza

Only a few weeks to go before Forrester’s US EA Forum 2011 in San Francisco in February! I’ll be presenting a number of sessions, including the opening kickoff, where I’ll paint a picture of where I see EA going in the next decade. As Alex Cullen mentioned, I’ll examine three distinct scenarios where EA rises in importance, EA crashes and burns, or EA becomes marginalized.

But the most fun I’ve had preparing for this year’s event is putting together a new track: “Key Technology Trends That Will Change Your Business.” In the past, we’ve focused this conference on the practice of EA and used our big IT Forum conference in the spring to talk about technology strategies, but this year I’ve had the opportunity to put together five sessions that drill down into the technology trends that we think will have significant impact in your environment, with a particular focus on impacting business outcomes. Herewith is a quick summary of the sessions in this track:

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Forrester EA Forum Keynotes Map EA’s Shift From IT To Business

Alex Cullen

When I started as an architect, I was part of the team called “IT Architecture.” It was clear what we did and who we did it for – we standardized technology and designs so that IT would be more reliable, deliver business solutions more quickly, and cost less. We were an IT-centric function. Then the term “Enterprise Architecture” came in – and spurred debates as to “isn’t EA about the business?,” “what’s the right scope for EA?,” and “should EA report to the CEO?” We debated it, published books and blogs about it – but it didn’t change what most architects did; they did some flavor of IT Architecture.

Meanwhile, the interplay of business and technology changed . . . Technology became embedded and central to business results, and business leaders became technology advocates. The locus of technology innovation moved from the “heavy lifting” of core system implementations to the edges of the business, where business staff see opportunities and demand more autonomy to seize them. For enterprise architects, this means that regardless of what EA has been, in the future it must become a business-focused and embedded discipline. Mapping this shift is a key theme of Forrester’s Enterprise Architecture Forum 2011

Gene Leganza, who will be presenting the opening keynote “EA In The Year 2020: Strategic Nexus Or Oblivion?,” states it this way:

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BPM Research Series

Derek Miers

For most of the past year or so, I have been working on a set of research docs in parallel to my inquiry and consulting work at Forrester. And the results are finally becoming available on the Forrester RoleView platform. With seven docs out in the past few weeks, this set should provide a comprehensive guide to Forrester clients setting up and running BPM programs.

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BPM Research - How Do You Identify The Operational Processes

Derek Miers

In the early part of next quarter, I am entering a research phase on a topic I have alluded to many times: techniques for Process Architecture.

One of the key problems that BPM initiatives suffer from is that, even with all the attention, we end up with processes that still have significant issues — they are too inflexible and difficult to change. They become just another version of concrete poured in and around how people work — focusing on control rather than enabling and empowering.

A phrase that I picked up (from a business architect) put it fairly succinctly:

“People tend to work hard to improve what they have, rather than what they need.”

This was then further reinforced by a process architect in government sector on an email:

“The wall I keep hitting is how to think about breaking processes into bite-size chunks that can be automated.”

The problem is that we don’t have good techniques to design (derive) the right operational process architecture from the desired business vision (business capability). Of course, there is an assumption here that there is an effective business vision, but that’s a subject for another line of research.

I am talking about the operational chunks — the pieces of the jigsaw puzzle required to deliver a given outcome. Not how the puzzle pieces are modeled (BPMN, EPC, IDEF, or any other modeling technique), but how to chop up the scope of a business capability to end up with the right operational parts.

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The Hottest BPM Trends You Must Embrace In 2011!

Clay Richardson

As 2010 winds down, many business process professionals are finalizing plans to take their BPM initiatives to the next level in 2011. With so many different BPM trends and predictions floating around out there, I’m sure you’re scratching your head wondering which trends to adopt in 2011 and which trends to push off for another year. 

My colleague Gene Leganza recently published an excellent report titled "The Top 15 Technology Trends EAs Should Watch". I was pleased to see several BPM-specific trends show up in the report’s “Top 15” list. For the second year in a row, the report highlighted social BPM as one of the top trends to watch. In addition, process data management — the combination of MDM and BPM — was highlighted as another top BPM-related trend.

I recommend reading the entire report, since Gene does an excellent job slicing the survey data to show how we selected and ranked the top 15 trends.
 
So, as you're finalizing your 2011 BPM plans, here are the hottest trends and capabilities I recommend adding to your road map:

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Text Analytics: A Key Trend To Watch Over The Next Three Years

Leslie Owens

My colleague Gene Leganza, who serves Enterprise Architecture Professionals, compiled the top 15 technology trends EA should watch over the next three years. He highlights technologies that are new or changing, have the potential for significant impact, and require an IT-led strategy to exploit.

He highlights text analytics technology in the report because understanding unstructured data plays a critical part in daily operations. Enterprises have too much content to review and annotate manually. Text analytics products from vendors like Temis and SAS mine, interpret, and add structure to information to reveal hidden patterns and relationships.  In my 2009 overview of text analytics, I cite the primary use cases for these tools: voice of the customer, competitive intelligence, operations improvements, and compliance and law enforcement.

But there are a few other sweet spots for text analytics tools in the enterprise:

Analytics and search: Analytics tools surface and visualize patterns; search tools return discrete results to match an expressed need. But these disciplines are blending. People want to drill in to high-level analysis to find the specific thing customers buzz about.  And many searchers don’t know how to articulate their need as a query and are looking for the big picture on a topic or trend. Forrester expects these solutions to come together, as search tools mainstream semantic features like entity extraction out of the box, and analytics vendors introduce new ways to investigate relationships and data output.  

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Understanding Roles And Responsibilities In BPM

Derek Miers

Having just finished the dynamic case management Forrester Wave™ — it will probably appear in mid-January — I was struck by the variation in the approaches between the vendors; especially how they represent the organization, and the variety of wrinkles associated with work assignment. This was not so much related to an individual case management vendor, but it became apparent when you looked across the products. And that got me thinking and discussing with colleagues, customers, and vendors around the challenges of realistically supporting the organization as it looks toward BPM generally. Of course, there are many different issues, but the one I want to focus on here is around organizational structures, roles, skills, and responsibilities.

The central issue I want to highlight is one that many folks just do not see coming in their BPMS and dynamic case management implementations. Very often, there is only a loose concept of “role” within an organization. When the word “role” is used, it is usually equated to an existing job title (part of the organization structure), rather than responsibility (at least initially). It is further complicated by the fact that within a given job title, there are usually wide variations in the skills and expertise levels of those who work in that area. And while this is not a problem where people manually coordinate their work, when it comes to automating work routing (to the most appropriate person to deal with a given work item or case), there are often major complications. 

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