One of the most heard benefits of SOA and/or BPM is the increase of flexibility. Well I doubt if that is the case. Of course we will build more flexible systems than a few years ago, but the bottom line is that business processes do not change so often. For example in the case that an insurance claim above 20K Euro has to go approved by the team manager, this amount can be changed very quickly at runtime in the Business Rule Engine or BPM engine. So far nothing new, we have done this also in “legacy systems”.
In my opinion business processes doesn’t change that often, therefore the flexibility claim is aimed to high.
Friday, August 24, 2007
Wednesday, August 1, 2007
Run IT as a business
Why aren’t we running IT as a business nowadays? Still far too many projects are abandoned before they ever are released, or released with specs that don’t meet client expectations or with far too many defects.
In our company we cope with a lot of different technologies. It is difficult to see if one team is more effective that another team, of course (the good old) function point analyses can be used. But are we measuring the right things? How many time did we spent at the design, realisation and testing of a solution. How many errors were there made in the final solution and how long did it take to resolve them.
Of course there are some fragmented tooling that will help to get some insight, but real holistic management figures are rarely shown. So it comes down to people. Leaders and managers (two different things) that are running the IT business for a company to leverage the expectations.
One thing is for sure; our business executives will request this more and more from the IT-counterparts.
In our company we cope with a lot of different technologies. It is difficult to see if one team is more effective that another team, of course (the good old) function point analyses can be used. But are we measuring the right things? How many time did we spent at the design, realisation and testing of a solution. How many errors were there made in the final solution and how long did it take to resolve them.
Of course there are some fragmented tooling that will help to get some insight, but real holistic management figures are rarely shown. So it comes down to people. Leaders and managers (two different things) that are running the IT business for a company to leverage the expectations.
One thing is for sure; our business executives will request this more and more from the IT-counterparts.
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