Making the Business Case for BPM/SOA

From the blog by AVIO Consulting:

Business Process Management (BPM) and Service-Oriented Architecture (SOA) provide enterprise-level IT environments the benefits of flexibility, versatility, and a relative ease-of-use that makes BPM attractive to business managers and SOA to IT executives.
BPM has become the go-to solution for optimizing a wide range of business processes and improving an organization’s efficiency and agility. BPM’s popularity is due in large part to the way it can seamlessly integrate a variety of human, document, and system-based processes to streamline and simplify the enterprise ecosystem and make businesses more agile, responsive, and competitive. But what makes it especially attractive is the capability it provides non-technical employees to alter software processes and change rules without having to delve into coding.

SOA , on the other hand, provides organizational flexibility much like BPM, but on a fundamental infrastructure level. Simply put, it lowers software development and management costs by providing the ability to create reusable software modules. SOA, by its very nature, enables simple services to be combined to make more complex ones with increased functionality, while speeding development and time-to-implementation.
Given their similarities, it stands to reason that if BPM and SOA are valuable on their own, they’re even more valuable together. However, it can be a hard sell because the two methodologies seem, on the surface, to be somewhat redundant and integration (along with the cost) unnecessary.

Here are some ideas for making a solid business case for BPM/SOA: – see the original article.

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