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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Podcast: Developing Your Lean Process Improvement Game Plan

Clay Richardson

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

 

BP&A Senior Analyst Clay Richardson interviews Tom Higgins, CIO with Territory Insurance Office, a commercial insurance and financial services firm based in Darwin, Australia. The discussion covers how TIO was able to deliver value to the business by delivering business process management in a cost effective way – without the usual bloat and excessive overhead associated with enterprise BPM initiatives.

 

 

 

 

We look forward to your questions and comments.

 

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Xerox Makes A Huge Move Into BPO Space

Craig Le Clair

 

Craig LeClair Photo 9 22By Craig Le Clair

Xerox may soon own ACS. A great move if you ask me - for tactical and strategic reasons. XGS -the services arm - has been making some "toe in the water" moves over the last few years towards BPO in markets such as E-Discovery, Mortgage Processing, and growing organically core processes such as invoice processing and customer on boarding. These made sense in the quest for higher value conversations with customers but did not have the juice to really transform the company into a services-led player of the 21st century or position the company to expand into cloud and SaaS offerings. This deal has the power to do just that -adding solutions, project and change management skills as well as a mature labor arbitrage infrastructure.

 

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Podcast: Are Process Mashups Ready For Primetime?

Clay Richardson

Our latest featured podcast is Clay Richardson's "Are Process Mashups Ready For Primetime?".

 

In this podcast, BP&A Senior Analyst Clay Richardson speaks about how companies are using process mashups and the emerging trends within the space.

 

 

We look forward to your questions and comments.

 

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Subscribe through RSS.

 

Developing Your Lean Process Improvement Game Plan

Clay Richardson

Clay Richardson interviews Tom Higgins, CIO with Territory Insurance Office, a commercial insurance and financial services firm based in Darwin, Australia. The discussion covers how TIO was able to deliver value to the business by delivering business process management in a cost effective way — without the usual bloat and excessive overhead associated with enterprise BPM initiatives.

http://a964.g.akamaitech.net/f/964/714/1h/www.forrester.com/role_based/images/author/imported/forresterDotCom/Podcasts/BPA/Clay%20Richardson_Developing%20Lean%20Process%20Improvement%20Game%20Plan.mp3

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Podcast: Transparency: The Next Step In Compliance

Craig Le Clair

Our latest featured podcast is Craig Le Clair's "Transparency: The Next Step In Compliance".

 

In this podcast, BP&A Principal Analyst Craig Le Clair advises listeners to prepare for the next regulatory onslaught. One way to do this, he recommends, is by converging BPM and BI.

 

 

We look forward to your questions and comments.

 

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Pitney Bowes Completes Document Processing Solution with HP Partnership

Craig Le Clair

 

Pitney Bowes announced it is launching a new production color printing system for high volume transactional mailers. Called the Pitney Bowes® IntelliJet™, it is based on a strategic alliance with HP and will use their color inkjet printing system to produce transactional statements.  Under the Mailstream Solutions Management division, Pitney will now have a more complete document processing solution that can balance and support integrated in-bound and outbound communication. Prior to this, on the output side, Pitney was limited to on-premise output management software that provides authoring and workflow solutions to control and manage production. This alliance –to be hosted in Pitney Facilities – adds the hardware and finishing component.  Tighter  in-bound and outbound  communication, and use of high-speed color print is an inevitable trend  for transactional customer communications for the direct channel, and this is a step forward for Pitney.  

 

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Process Data Management: Like Your Brain And Your Heart, BPM and MDM Can’t Survive Independently

Babies, Bath Water, And Enterprise Architecture Maturity Models

Gene Leganza

Recently I took a look at an EA-maturity-model-cum-roadmap from Leo de Sousa, Manager of Business Application Services and Enterprise Architecture at the British Columbia Institute of Technology (click to read Leo’s blog on EA CMM). To my surprise, I liked it. Why was I surprised?

I have never liked EA maturity models. Yes, tracking progress is important. And yes, there should be a consensus about what characterizes a mature EA practice. But I don’t like how they would ostensibly be used to compare one enterprise with another, a la benchmarks. Perhaps I was soured on them by seeing them used as a governance technique in US federal agencies.

The Office of Management and Budget (OMB) required agencies to assess themselves against a standardized maturity model, with progressive hurdles in successive years. Federal agencies, accustomed as they are to all sorts of oversight and compliance mandates, know how to pass compliance audits. Did you ever wonder how (then) Popkin System Architect got so popular  in the federal government? An EA tool was required to demonstrate a certain level of EA maturity and System Architect was the lowest-cost offering at the time (I’m sure there are other reasons as well). Behavior was around letter-of-the-law compliance, and it seldom catalyzed getting with the spirit. Even when Dick Burk at OMB introduced a clever workaround in a second version of the model — you could leapfrog to a level 4 if you showed actual business benefits, regardless of what other checklist items you missed — agencies simply marched through the maturity level checklists getting the requisite items done. The scores were good, but in my opinion they overstated the degree to which EA was ingrained in the culture of the agencies.

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