Business Process Transformation Is A Marathon. Are You Ready For The Race?

Clay Richardson

As some of you know, I am hopelessly addicted to golf. I can already hear you asking, “What does golf have to do with marathons, and what do marathons have to do with business processes?” Well, I’m glad you asked. Before becoming a golf addict, I was a runner – running 5Ks, 10Ks, and half marathons. My goal was to work my way up to a marathon. This is still my goal, but I learned a while ago that you can’t be a serious golfer and also be a serious runner – they both compete for long stretches of time on Saturday mornings (although I did have someone recommend that I combine the two into "marathon golf").

When I was a runner, I quickly learned that how you run a 5K or 10K is different from how you run a half-marathon. It seems obvious now, but when I trained for my first half marathon I didn’t realize how critical it was to hydrate all the way through and to also change your breathing technique. Ultimately, I found a training program that helped me get ready for my first race, and I ended up crossing the finish line in pretty good time and without killing myself.

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Business Process Pros Demand “Evolutionary Process Governance” At Oracle OpenWorld

Clay Richardson

Earlier this week, I sat in on a session at Oracle OpenWorld that highlighted the importance of scaling process governance as BPM initiatives expand throughout organizations. The session, titled “Rapid, Successful BPM Adoption,” laid out the key principles of process governance:

  • Establish standards for implementing process improvement projects.
  • Prioritize BPM projects so you work on the most achievable ones first.
  • Clearly define the roles and responsibilities of everyone involved in the BPM project.
  • Put someone in charge with authority to enforce process governance rules.
  •  Establish a BPM center of excellence to ensure steps 1-4 are followed.
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InfoWorld/Forrester EA Award Winners Announced

Gene Leganza

Readers of this blog are all likely to agree that EA is important, but it's also true that EA teams struggle for influence, laboring mightily in the shadows, out of the limelight. Forrester and InfoWorld have teamed up to end all that. Well, OK, we may not be able to do a lot about the struggling and laboring mightily, but we can certainly do something about the limelight thing.

InfoWorld and Forrester are working together to publicize EA programs that are making a difference to their businesses. A distinguished panel of judges, including Forrester analysts and real-world EA leaders from our EA Council, vetted detailed entries to the InfoWorld/Forrester EA awards contest, and we have picked five winners. These winners show different aspects of high-impact EA programs – but a review of their stories shows some things they have in common as well, including the insight to prioritize the right direction for EA at the right time.

The winners are, in alphabetical order:

  • Aetna: Capability maps
  • Barclays Bank: Road maps and strategic architectural alignment
  • Discover Financial Services: Driving value with EA
  • Skandia UK & International: Transformation delivered through EA
  • Wells Fargo: Living target architecture

We can all learn about the application of EA best practices from these companies’ stories. I strongly encourage you to read the write-ups here. As always, we’re very interested in your comments and ideas!

Forrester Is Hiring — Join Our Global Enterprise Architecture Team!

Alex Cullen

You know how technology is changing how businesses operate — how they engage with their customers, deliver products and services, and understand their markets. The burgeoning importance of technology is changing how IT operates in these businesses. Forrester has termed this transformation "BT" for business technology. And in our recent book, Empowered, Josh Bernoff and Ted Schadler describe how IT must support empowered businesspeople who are using emerging technology to solve their business problems. 

Enterprise architecture is a critical discipline for IT as its business relationship changes. Our clients have asked us to help them better understand emerging technology in a business and architecture context — and so we’re looking for a senior analyst to address these questions. This is a plum job, because it will put you right in the center of transformation that's happening with business technology. 

You'll spend your time speaking with people in companies that are actually implementing emerging technologies like mobile solutions, social networks, and even telematics and remote sensor technologies — gathering information about what works, what doesn't, and where the industry is going. You’ll write reports on these topics and work with clients on their technology strategies.

Our current analysts on this team are working in Cambridge, Massachusetts; Foster City, California; New York; London; Paris; and Amsterdam — or from their homes. For this position, we're inclined to hire an analyst who can work in one of our research locations.

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The Next Big Thing In BPM: Real-Time Process Guidance

Clay Richardson

Over the past few months I’ve been interviewing companies that have successfully applied social to their BPM initiatives. As part of this research, we’re identifying best practices for combining social with BPM and identifying specific patterns on how BPM and social are coming together. The patterns identified thus far include:

  • Collaborative Discovery – Extending process discovery and design to include interactive real-time involvement of business users, customers, and partners.
  • Shared Development – Extending process development methodology and tools to support development collaboration between business and IT roles.
  • Process Guidance – Provide real-time suggestions and guidance for completing a particular activity based on real-time analytics and/or social network analysis (e.g., crowdsourcing techniques).
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Categories:

What Technology Trends Will Impact Your Organization In The Next 3 Years?

Gene Leganza

Despite the lack of a sustained full-on recovery in the global economy, one gets the feeling that we're at the beginning of a period of tech expansion and growth, doesn't one? For many, 2011 budgeting planning is happening now, so it remains to be seen what your expansion and growth will be in the near term, but there's certainly no shortage of interesting new developments from technology vendors to whet your appetite.

While it's fun to look at emerging tech and imagine what impact it might have several years from now, it's a bit more pragmatic to focus on the technology trends that will be hitting the mainstream and making significant waves in the corporate world and in the public sector in the next few years. 

In Q4 of last year Forrester published The Top 15 Technology Trends EA Should Watch. The author, analyst Alex Cullen, spoke with a few dozen analysts for input and then applied strict criteria for inclusion of a particular tech trend in the doc: 1) significant business or IT impact in the next 3 years; 2) newness, with implications not only for new business capabilities but also for the organization's understanding of the technology and how to manage it; and 3) complexity, especially regarding cross-functional impact to the organization.

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The Forrester Wave™: BPM Suites, Q3 2010 — BPM Suites Deliver Broad Support For Business-Led Process Transformation

Clay Richardson

Over the past decade, BPM suites promised to put the business in the driver’s seat for delivering process improvement to the enterprise. However, most of these promises fell flat, relegating the business to participate as backseat drivers directing IT on how best to steer process improvement. 

In the latest update to our BPM suites Forrester Wave report, Forrester evaluated 11 leading vendors against 148 product feature, platform, and market presence criteria. The Forrester Wave provided a head-to-head comparison of which BPM suites best support the needs of comprehensive process improvement programs that demand tight collaboration and coordination across business and IT stakeholders. Here's a sneak peek at the findings from our new report, "The Forrester Wave: Business Process Management Suites, Q3 2010".

  • Time-to-value and fit-to-purpose are top priorities. Process professionals are searching for ways to trim the fat from bloated BPM initiatives and constantly ask about tools and best practices for making BPM leaner and meaner. Leading vendors — like Pega and Appian — are responding to the need for leaner and more fit-to-purpose BPM suites by providing targeted solution frameworks, embedding agile project management features, and delivering highly customizable end user work environments. 
     
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IBM Acquires Datacap: Rabbit Punch To Kofax And EMC

Craig Le Clair

You might think summer would be a good time to give acquisitions a break - to let things settle a bit. But the pace of key acquisitions continues and many deserve comment. Datacap, as we all know, is not new to IBM having many - probably 20 - joint customers. This helps shore up IBM's already packed ECM portfolio - which depended for capture on Kofax - and other partners like Datacap. The original capture assets, acquired with FileNet, were adequate but lacked forms processing and a distributed capture strategy. This acquisition plugs those gaps but more importantly provides a needed platform to overlay IBM's suite of analytics products to improve business processes with metadata extraction, document classification, and ultimately to bring text analytics to transactional business processes. Advanced capture will also help IBM in advancing areas of dynamic case management and medical records.    

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Architects! Join Our Data Management Tweet Jam On MDM’s Next Evolution: Tuesday July 20 3-4 PM ET

Gene Leganza

A number of Forrester analysts have been collaborating on a series of Tweet Jams on topics related to data management. The last session was on BI, and the next one up is on MDM. These are very lively sessions involving many points of view on some quite provocative topics. I'm pasting in text from analyst Rob Karel's blog post on the upcoming MDM session on July 20 in case architects who read our EA blog don't read the business process blog where Rob posts. For most of the EA folks I have spoken with lately, information architecture and MDM are very relevant -- not to mention thorny -- topics. I hope you join us for a great discussion!

Rob's description of the session:

Many large organizations have finally “seen the light” and are trying to figure out the best way to treat their critical data as the trusted asset it should be.  As a result, master data management (MDM) strategies, and the enabling architectures, organizational and governance models, methodologies and technologies that support the delivery of MDM capabilities are…in a word…HOT! But the concept of MDM - and the homegrown or vendor-enabled technologies that attempt to deliver that elusive “single version of truth”, “golden record”, or “360-degree view” - has been around for decades in one form or another (e.g., data warehousing, BI, data quality, EII, CRM, ERP, etc. have all at one time or another promised to deliver that single version of truth in one form or another).

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Metadata Investments Are Difficult To Justify To The Business

Henry Peyret

Rob Karel and I (thanks to Rob) recently published the second document in a series on metadata, Best Practices: Establish Your Metadata Plan, after a document about metadata strategy. This document:

  • Broadens the definition of metadata beyond “data on data” to include business rules, process models, application parameters, application rights, and policies.
  • Provides guidance to help evangelize to the business the importance of metadata, not by talking about metadata but by pointing out the value it provides against risks.
  • Recommends demonstrating to IT the transversality of metadata to IT internal siloed systems.
  • Advocates extending data governance to include metadata. The main impact of data governance should be to build the life cycle for metadata, but data governance evangelists reserve little concern for metadata at this point.

 

I will co-author the next document on metadata with Gene Leganza; this document will develop the next practice metadata architecture based partially but not only on a metadata exchange infrastructure. For a lot of people, metadata architecture is a Holy Grail. The upcoming document will demonstrate that metadata architecture will become an important step to ease the trend called “industrialization of IT,” sometimes also called “ERP for IT” or “Lean IT.”

In preparation for this upcoming document, please share with us your own experiences in bringing more attention to metadata.