Combining Business Process Management and Enterprise Architecture for Better Business Outcomes

Combining Business Process Management and Enterprise Architecture for Better Business Outcomes

Released March 2011
Publisher(s): IBM Redbooks
ISBN: 9780738435619

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Book description

This IBM® Redbooks® publication explains how to combine business process management (BPM) and Enterprise Architecture (EA) for better business outcomes. This book provides a unique synergistic approach to BPM and EA, based on a firm understanding of the life cycles of the enterprise and the establishment of appropriate collaboration and governance processes. When carried out together, BPM provides the business context, understanding, and metrics, and EA provides the discipline to translate business vision and strategy into architectural change. Both are needed for sustainable continuous improvement.

This book provides thought leadership and direction on the topic of BPM and EA synergies. Although technical in nature, it is not a typical IBM Redbooks publication. The book provides guidance and direction on how to collaborate effectively across tribal boundaries rather than technical details about IBM software products.

The primary audience for this book is leaders and architects who need to understand how to effectively combine BPM and EA to drive, as a key differentiator, continuous improvement and transformational change with enterprise scope.

Table of contents

  1. Front cover
  2. Notices
    1. Trademarks
  3. Preface
    1. The team who wrote this book
    2. Now you can become a published author, too!
    3. Comments welcome
    4. Stay connected to IBM Redbooks publications
  4. Part 1 Better business outcomes
  5. Chapter 1. Coordinating planning and delivery
    1. 1.1 The imperative for business agility
    2. 1.2 Improving business outcomes
    3. 1.3 Taking control of the enterprise landscape
  6. Chapter 2. BPM and EA defined
    1. 2.1 The value of architecture
    2. 2.2 Business process management
    3. 2.3 Enterprise Architecture
      1. 2.3.1 EA frameworks
      2. 2.3.2 Entry points for EA
    4. 2.4 Business process analysis
  7. Chapter 3. BPM and EA synergies
    1. 3.1 Continuous improvement
    2. 3.2 Actionable architecture
      1. 3.2.1 Dimensions of the architectural classification scheme
      2. 3.2.2 Applying the architectural classification scheme to EA, BPM,and SOA
    3. 3.3 Integrated strategic planning
      1. 3.3.1 Portfolio management
      2. 3.3.2 Compliance
      3. 3.3.3 Exception handling
      4. 3.3.4 Benchmarking
  8. Part 2 From tribes to nations
  9. Chapter 4. BPM methods and tools
    1. 4.1 The scope of BPM
    2. 4.2 The ISIS methodology
    3. 4.3 ISIS for BPM
  10. Chapter 5. EA methods and tools
    1. 5.1 ‘Trading goods’ of the typical EA life cycle
    2. 5.2 EA capabilities
      1. 5.2.1 Supported domains of change
      2. 5.2.2 EA artifacts
      3. 5.2.3 EA repository and automated harvesting of EA artifacts
      4. 5.2.4 Impact analysis and analytics
      5. 5.2.5 Simulation
      6. 5.2.6 Current versus future state analysis
      7. 5.2.7 Transition planning
    3. 5.3 EA maturity
    4. 5.4 The value proposition for EA
  11. Chapter 6. Stop copying; start linking
    1. 6.1 Stop copying
    2. 6.2 Start linking
  12. Chapter 7. The role of standards
    1. 7.1 Semantic standards: The Open Group SOA Ontology Technical Standard
    2. 7.2 Resource format standards: BPMN
    3. 7.3 Linking format standards: OSLC
    4. 7.4 Framework standards: TOGAF
    5. 7.5 Industry model standards: IFW
    6. 7.6 Process improvement standards: CMMI
  13. Chapter 8. Governing change
    1. 8.1 Sources that drive change
    2. 8.2 Business agility and enterprise governance
    3. 8.3 The business need for end-to-end change processes
    4. 8.4 From resource governance to change governance
    5. 8.5 Governing SOA and BPM change
  14. Chapter 9. Effective enterprise collaboration
    1. 9.1 Refining the enterprise landscape
    2. 9.2 Defining enterprise collaboration patterns
    3. 9.3 Collaboration through linking and cloning
    4. 9.4 Best practices for applying collaboration patterns
  15. Part 3 A worked example
  16. Chapter 10. EA applied
    1. 10.1 Business architecture
      1. 10.1.1 Business motivation model
      2. 10.1.2 Organizational chart
      3. 10.1.3 Functional hierarchy
      4. 10.1.4 Business services
      5. 10.1.5 Business service to actor mapping
      6. 10.1.6 Business process hierarchy
      7. 10.1.7 Business processes
    2. 10.2 Data architecture
      1. 10.2.1 Class diagrams or entity relationship diagrams
      2. 10.2.2 Linking data into the rest of the enterprise architecture
    3. 10.3 Application architecture
      1. 10.3.1 Logical application components
      2. 10.3.2 Harvesting the application portfolio
      3. 10.3.3 Mapping applications to business services
      4. 10.3.4 Technology components
    4. 10.4 Impact analysis
    5. 10.5 Transition planning
      1. 10.5.1 Model differencing
      2. 10.5.2 Current state versus target state assessments
      3. 10.5.3 Road maps
  17. Chapter 11. BPM applied
    1. 11.1 Step 1: Discover
    2. 11.2 Step 2: Storyboard
    3. 11.3 Step 3: Experience
    4. 11.4 Step 4: Manage
  18. Chapter 12. Linking EA and BPM artifacts
    1. 12.1 Establishing a link
    2. 12.2 Following a link
  19. Chapter 13. Four select collaboration scenarios
    1. 13.1 EA governance
      1. 13.1.1 Cloning of EA artifacts
    2. 13.2 BPM insight
      1. 13.2.1 Project experience
      2. 13.2.2 Systemic issue identified through operational monitoring
    3. 13.3 BPM exception
  20. Related publications
    1. IBM Redbooks publications
    2. Other publications
    3. Online resources
    4. Help from IBM
  21. Back cover

Product information

  • Title: Combining Business Process Management and Enterprise Architecture for Better Business Outcomes
  • Author(s):
  • Release date: March 2011
  • Publisher(s): IBM Redbooks
  • ISBN: 9780738435619