To effectively plan and execute a technology-driven service or product offering, IT and business leaders should start with business architecture. Business architecture is the essential building block for mapping an organization’s business vision of what they want to accomplish. Business architecture is one of the four enterprise architecture domains – including data, applications and technology.
Happy Friday, everyone.
This has been a cool week on the web, and I noticed a trend in the things I was clicking. I saw a lot of articles and images that show relationships — mainly with the Internet of Things (relationships between devices, software, and people), but a couple of interesting ones on group dynamics.
This deserves the top spot because of how counterintuitive it is, but the post makes some excellent points about how to get group ideas more effectively. Along with pointing out a lot of the pitfalls of group brainstorming sessions, it also has advice on how to be more effective in eliciting the best ideas from a group — including creating time for independent brainstorming, providing better structure to the process, and having a final decision.
Cross posted from the Red Hat Events Blog.
It was a great day in Minneapolis! The Microservices with Apache Camel was held at Target Field (inside the ballpark, overlooking the field of play). “Takes a lot to put together an event like this but can certainly be a lot of fun! Go microservices!,” says Red Hat associate Jen Fissel.
I had the privilege of hosting the event and kicked off the event with a reference to the connected world we live in that requires enterprises to be agile while being integrated across the systems of yesterday with the evolving applications of the future. The future of Enterprise IT, containers, are here today and microservices are the stars of the show. Welcome to Minneapolis!
Does your organization need to reduce costs and improve efficiencies? Start with a process-first approach. Before you dive into what software tool to implement or select a new solution to address a business challenge, understand your existing business processes. What steps does your organization take within the business processes? Are things manual? Can you automate and improve the way you do business?
In June 2016 the Manning Early Access Program (MEAP) started for the book Effective Business Process Management with JBoss BPM.
What is a MEAP?
The Effective Business Process Management with JBoss BPM MEAP gives you full access to read chapters as they are written, get the finished eBook as soon as it’s ready, and receive the paper book long before it’s in bookstores.
You can also interact with the author, that’s me, on the forums to provided feedback as the book is being written. So come on over and get started today with Effective Business Process Management with JBoss BPM.
The way the MEAP works is that every month or so Manning puts a new chapter online. As of this week chapter 5 is available and those already in the MEAP will have access to start reading the chapter.
This is a large chapter and it is one of the harder topics to confine to a single chapter. I do expect to split this chapter up in the future so that you have the basics and then more advanced topics regarding learning to effectively implement your business logic with JBoss BPM.
To give you an idea of what’s available so far:
You can read this excerpt online before you decide, but I look forward to hearing from you on the content and stay tuned for more.
Your business needs to better use its data — but what does that mean? Context matters. Data governance, reporting and analytics, business intelligence. When you approach your data architecture, first start with asking the right questions that solve business challenges. What data does the sales team need to increase sales by x %? What data does the engineering team need to work on and innovate products that provide competitive advantage?
Similar questions have inspired companies to disrupt markets. Uber started with asking questions like, how can we optimize drivers at the right locations with the most customer demand? How can we give consumers the ability to call a cab with a click of a button? Tomasz Tunguz highlights similar examples in his book Winning with Data, where he states that “the best data-driven companies operationalize data.” To operationalize data is where companies can use the right data to rapidly change the way they operate.
In order to use the right data, ask the right questions. Gartner states exactly this, “Ask the right questions” in the 2015 article Big Data Analytics Failures and How to Prevent Them. Simply, what problem or toughest business challenge is your company trying to solve with data?
At the foundation and beginning practice of enterprise architecture, dating back to the 70’s with the Zachman Framework, the principle question related to data was “what data is needed to list the things most important to the business?” The framework focuses on the “what”, what is needed, in order to produce the right enterprise, data and technology models for the best use of data.
In order to harness the “Power of Data”, HBR suggests that companies start with the business problem in mind, and then “seek to gain insights from vast amounts of data.” With stating the specific business problem, companies can narrow the search and refine how they are going to find data-driven answers to their most challenging business problems.
With a finite budget, resources, and capacity for change, your enterprise is challenged with how to effectively manage budgets. Prioritization within the enterprise portfolio is key to optimizing the right spend for the right initiatives. Using key prioritization data for the portfolio helps with determining what to focus on.
To build on investing in the right things, at the right time, the enterprise should prioritize top strategic initiatives within the enterprise portfolio. Using data to inform prioritization decisions is key. Executives and senior leaders want top initiatives to align to strategy, objectives, measurable business outcomes and financial factors (defined in the business case, which was covered in my previous post).
A Prioritization Scorecard calculates priority data that is needed to inform decisions, which are strategic drivers, or key values that align to strategic goals, and detractor information, key values that take away from the project. The data attributes for the key values should be taken directly from the business case. The key outcome is using this scorecard data to generate collective buy-in from senior leadership on top strategic priorities.
How can you help your department invest in the right things, at the right time? The way you develop your plan can help clarify what your priorities and goals are — and having clear goals is an important part of being able to achieve those goals.
Start with the basics. The foundation is a business case. You want your company’s senior executives, to all levels of employees, to clearly understand what you are trying to achieve with an initiative for a product or service offering.