SharePoint 2010 Helps With Nagging Process Headaches

Craig Le Clair

Craig LeClair Photo 9 22By Craig Le Clair

SharePoint 2010 unleashed a host of improvements for line of business (LOB), security and compliance, developers, and the data center. But unlike SharePoint 2007 that grouped a set of diverse technologies into a single platform, SharePoint 2010 takes dead aim at improving business processes by connecing people more directly to them. Visual Studio, SharePoint Designer, social features, enhancements to Visio and improved enterprise content management (ECM) support all directly benefit LOB process execution. SharePoint 2010 platform is not going to replace core transactional business process management (BPM) or provide needed infrastructure for continue improvement, but it will bring social computing into business and connect information workers to formerly siloed business processes.  The best news is Business Connectivity Services ehich allows -among other things - to more easily publish content from enterprise apps. and core transaction systems to SharePoint team sites and portals - and keep them live. This gets a rid of a host of non-value-added activity - copying, updating, moving to spreadsheets etc. that often plagued infromation workers. I've got a more indepth analysis of 2010 in  the works for January publication.

Staples - Moving into Managed Print Services

Craig Le Clair

 

Craig LeClair Photo 9 22By Craig Le Clair

Staples Technology Solutions - a separately managed part of the growing company - will outsource your desktops or address print management needs. So this means IT outsourcing as well providing Managed Print Services for printers, imaging equipment, copiers, and fax machines. They are strong in volume pricing and support coverage and will do well in the mid part of these markets. I would have liked to have seen more connection to their print and copy retail service centers. For example allowing jobs to be routed from a business to a retail center for special preparation - the type of things corporate print centers use to do.

The Archetypes of EA

Alex Cullen

This past summer, Forrester conducted a series of in-depth interviews of architects to further our understanding of their roles:  how they saw the role in the context of their organizations, how they are evaluated by senior management, their key success imperatives and their information needs.  We undertook this not just as research to publish, but also to inform how we support individuals in the EA role.

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Podcast: Forge Your Lean Process Improvement Game Plan

Clay Richardson

Our latest featured podcast is Clay Richardson's "Forge Your Lean Process Improvement Game Plan".

In this podcast, BP&A Senior Analyst Clay Richardson covers how to deliver the impact and bang of process improvement without the traditional bloat usually associated with process improvement. Clay covers his framework for aligning an organization’s BPM approach and strategic intent in order to improve business processes and maximize profits.

 

 

 

 

 

We look forward to your questions and comments.

 

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The State Of EA In 2009 – A Disconnect Between Goals And Activities?

Alex Cullen

In September-October Forrester conducted its State of Enterprise Architecture survey – a broad look at EA in the context of the IT & business organization. We asked respondents questions ranging from where does the architecture function report, to the state of completeness of various architecture domains, the key technologies firms will be making significant architecture decisions about, and the degree of support for EA by various constituencies ranging from application developers to corporate business management. An upcoming series of reports from Forrester will discuss the survey results.

Last week, I conducted a webinar for the survey respondents – highlighting the results and discussing ‘what it means’. Webinar participants were very engaged in the discussion of the results – and with the broader question of the relationship and impact of EA to the larger business organization it is part of. 

Two figures that really stood out and generated discussion: 

We asked survey respondents – who were primarily architects in large enterprises – to identify the drivers for the EA program – essentially the mission and charter for the architecture organization.

 1 graphic

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Forge Your Lean Process Improvement Game Plan

Clay Richardson

This podcast covers how to deliver the impact and bang of process improvement without the traditional bloat usually associated with process improvement. Clay covers his framework for aligning an organization's BPM approach and strategic intent in order to improve business  processes and maximize profits.

http://a964.g.akamaitech.net/7/964/714/403ce13db7983f/www.forrester.com/imagesV2/uplmisc/Clay_Richardson__Forge_Your_Lean_Process_Improvement_Game_Plan.mp3

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BPM Promises "Simplicity" In 2010. Is This "Hope We Can Believe In" Or Still A Pipe Dream?

Clay Richardson

New_photo2 By Clay Richardson

Time flies when you're having fun - and 2009 was a really fun and successful year for the BPM industry.  Nearly all BPM vendors reported double digit revenue growth over the first three quarters of 2009 and many are already reporting strong pipeline growth for 2010.  Most importantly, some BPM practitioners are beginning to reign in the bloat and complexity traditionally associated with BPM implementations.  

 
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Best Practices To Avoid Marginalization

Alex Cullen

Architecture teams often spend a significant amount of their time working with or consulting for IT project teams. This is a recognized best practice for ensuring that project teams execute in line with the architecture and for demonstrating that the architecture team provides tangible value, but it is also a double-edged sword. The downside is when IT management perceives that the EA team's primary value is in tactical problem solving.

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Questions From The Next-Gen EA Teleconference On October 23, 2009

Gene Leganza

Questions From The Next-Gen EA Teleconference On October 23, 2009

Jeff Scott and I presented a teleconference entitled “Next-Generation Enterprise Architecture” last week. It was a lively session with a lot of material on our side and a lot of questions from attendees. We focused on the questions over the phone in the live session and decided it was best to handle the written questions that came in via the Webex chat in a blog post.

Two closely related questions kick things off:

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Identifying The Technologies That Will Matter

Alex Cullen

CIOs want to know what new technologies they should watch
for their firm’s possible use.  They need
to know when they should make an investment of time to learn a technology, and educate
their business on its potential – or be prepared to answer their questions.  They want to time their own adoption - for
example, with cloud-based
services
, they want to maximize benefits, avoid the bleeding edge, and smoothly
fold it in with their plans.  CIOs need a
‘technology watch list' when they have a central architecture teams, they delegate
creating this list to that team.  These
teams tap their sources - and one source the architecture teams tap to scan the
long list of technologies is Forrester.

 

At Forrester, we are challenged to identify the top
technologies, too.  Our problem is a bit
different from our clients – we follow so many technologies, hear from so vendors
and thought leaders, and of course every analyst will have their own network
and assessment.  To sort through
everything that could be on a watch list and pick the ones which CIOs should
watch, we involve many analysts and use a simple set of criteria:

 

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