http://bizsensors.com/blog Bridging the Business and Technology Gap... Fri, 10 Sep 2010 19:34:00 +0000 http://wordpress.org/?v=2.3.3 http://bizsensors.com/blog/?p=10#comment-8 Bizsensors » MDM, Operational Business Intelligence and SOA | Management Business Wisdom Wed, 27 Jan 2010 22:12:34 +0000 http://bizsensors.com/blog/?p=10#comment-8 [...] See original here: Bizsensors » MDM, Operational Business Intelligence and SOA [...] […] See original here: Bizsensors » MDM, Operational Business Intelligence and SOA […]

]]> http://bizsensors.com/blog/?p=11#comment-6 Bizsensors » Why Operational Business Intelligence | Management Business Wisdom Wed, 27 Jan 2010 18:10:47 +0000 http://bizsensors.com/blog/?p=11#comment-6 [...] Bizsensors » Operational Business Intelligence for BPO – A Case study [...] […] Bizsensors » Operational Business Intelligence for BPO – A Case study […]

]]> http://bizsensors.com/blog/?p=8#comment-2 Erik Wed, 05 Nov 2008 06:32:00 +0000 http://bizsensors.com/blog/?p=8#comment-2 This is an interesting question that parallels some of the things I've been looking at around business operations recently. I see the same line of thinking in GE's Change Accelleration Program (CAP) and CMMI as well. I might be stretching a bit, but here goes...<br/>The business isn't just interested in doing things - it wants to know how well it is doing them. The common thread in CAP and CMMI is to make a plan and then <i>monitor</i> the execution of the plan. For operations you have dashboards and balanced scorecards.<br/>The idea about SOA and BAM intersecting seems to match these. Each transaction is (hopefully) useful for some business purpose. The data inside the transaction is what tells you the meaning and importance. And from this meaning, you can derive if the business is on track. <br/>The technical measures, like transaction errors and whatnot, are only important if they represent meaningful failures. But didn't we go through this 5 and 10 years ago when people were measuring webpage "hits" as online success?<br/>BPM can tell you about sales volume which matters. It can support JIT procurement - and alert when you get off track. It could track a healthcare company's performance against best practice and outcomes for specific conditions, and let you know immediately if there appears to be a problem - not next quarter after 60 manual chart reviews.<br/>One of the biggest issues with dashboards and balanced scorecards is getting the data; getting it timely, accurately, and cheaply. To the extent that web services monitoring can supplement the dashboard with meaningful metrics you have success. If you customer service is online and your web services show transaction failures with certain types of requests, this is valuable information. If it is bad enough, that data might make an operations dashboard to be tracked and improved. Isn't that better than a backward-looking customer survey to track your problems? This is an interesting question that parallels some of the things I’ve been looking at around business operations recently. I see the same line of thinking in GE’s Change Accelleration Program (CAP) and CMMI as well. I might be stretching a bit, but here goes…
The business isn’t just interested in doing things - it wants to know how well it is doing them. The common thread in CAP and CMMI is to make a plan and then monitor the execution of the plan. For operations you have dashboards and balanced scorecards.
The idea about SOA and BAM intersecting seems to match these. Each transaction is (hopefully) useful for some business purpose. The data inside the transaction is what tells you the meaning and importance. And from this meaning, you can derive if the business is on track.
The technical measures, like transaction errors and whatnot, are only important if they represent meaningful failures. But didn’t we go through this 5 and 10 years ago when people were measuring webpage “hits” as online success?
BPM can tell you about sales volume which matters. It can support JIT procurement - and alert when you get off track. It could track a healthcare company’s performance against best practice and outcomes for specific conditions, and let you know immediately if there appears to be a problem - not next quarter after 60 manual chart reviews.
One of the biggest issues with dashboards and balanced scorecards is getting the data; getting it timely, accurately, and cheaply. To the extent that web services monitoring can supplement the dashboard with meaningful metrics you have success. If you customer service is online and your web services show transaction failures with certain types of requests, this is valuable information. If it is bad enough, that data might make an operations dashboard to be tracked and improved. Isn’t that better than a backward-looking customer survey to track your problems?

]]> http://bizsensors.com/blog/?p=1#comment-1 Mr WordPress Tue, 11 Mar 2008 05:31:12 +0000 http://bizsensors.com/blog/?p=1#comment-1 Hi, this is a comment.<br />To delete a comment, just log in and view the post's comments. There you will have the option to edit or delete them. Hi, this is a comment.
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