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Bpm,  Soa and Web 2.0 

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Text Preview CONVERGENCE: BUSINESS 
TRANSFORMATION OR TRAIN WRECK
LINUS CHOW, WFMC PUBLIC SECTOR AND PETER BOSTROM, BEA SYSTEMS, USA

WHAT ARE BPM, SOA AND WEB 2.0?
BPM
• Strategy for managing and improving the performance of the business  through continous optimization of business processes in a closed‐loop  cycle of modeling, execution and measurement.
SOA
• Architectural approach that enables the creation of loosely‐coupled,  interoperable business services that can be easily shared within and  between enterprises.
Web 2.0
• Tim O’Reilly defines it as “the business revolution in the computer  industry caused by the move to the Internet as platform, and an  attempt to understand the rules for success on that new platform”

BPM AND SOA

BPM

SOA

Optimizes BP

Organizes IT Infrastructure

Demand for insight

Demand for encapsulation

Driven directly by business/agency goals

Driven by business goals

Don’t require SOA bus SOA simplifies BPM 
implementation

Layer of control and governance for IT 
under BPM

WEB 2.0 Technologies are just 
beginning to be adopted

INTEGRATION
BPM
• Process Excellence
• Standardization
• Automation

Web 2.0
• Social and 
Contextual
• End User Flexible
• Ad‐hoc and 
Dynamic

SOA
• Re‐usability
• Security
• Governance

The intersection provides many 
challenges. Firstly, different stakeholders
Secondly, the primary value propositions 
of these technologies require political, 
cultural as well as technological 
compromises

CASE STUDY # 1 OVERCOMING ORGANIZATIONAL 
CHALLENGES (ROB JETT PMP, CIO OF RED BUFFALO)

• “To provide solutions you must understand the business as if it was  your won before you can make a difference”
• The change is usually driven by a goal adjustment at highest level  based on a need to adapt to a new situation.

SAME SITUATION DIFFERENT DAY
Three different audiences
Ways to work more efficiently

Risks!


• End users: the people who 
use the IS every day, which 
is also the most challenged 
group



Enterprise Information 
Technology (EIT): also includes 
R&D and engineering, bridges the 
gap between End Users and CXO 

CXO group: drives the cultural 
and has the responsibility for the 
business at same time. They have 
to first create a vision that can be 
shared throughout the 
organization. Strategic planning 
along with shared vision.

Strategies, policies and plans
New apps

New technically‐related risks

Turnover

Stove‐pipe or one‐off solutions
• Common challenges: communications during times of change, should include clear rules and  responsibilities, short and long term goals.

BPM TO THE RESCUE
• Steps required to realign transformational 
activities:
• Models and processes should allow for a 
robust to‐be process, requirements from 
existing service inventory, needs to invest 
in new capabilities

Basis of SOA

Current service inventory
Y
E
S
Business Orchestration

INVESTMENT 
REQUIRED

• Requirements can be derived from models, 
having more clear priorities in the 
weighting of importance, enabling to 
visualize ROI areas and places to apply 
iterative techniques

Identify services inventory

EXECUTABLE 
MODELS 
CAN BE 
BUILT AND 
DEPLOYED 
OVER MANY 
SERVERS 

CASE STUDY #2 DECISION DRIVEN SOA‐ENABLED 
LOGISTICS (KEVIN M. BROWN AND ERIC YUAN)


A military‐based case consisting of the troubles found in the equipment  status report, such report is often cumbersome, due to the fact that most of  the information available (despite that very powerful computer systems and  massive databases are made available) is often outdated by days or even  weeks furthermore, commanders have to rely on assessing such information  in such an old‐fashioned way as phone calls, e‐mails and even manually  work.

The challenge:


Integrate the disparate data sources and incorporate them with the proven ... Show More

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