2008年8月14日 星期四
2008年6月8日 星期日
尋找你的天賦禮物（使命） - 使命 - 快樂人生研習會Blog
尋找你的天賦禮物（使命） - 使命 - 快樂人生研習會Blog: "http://www.happy999.net/blog/trackback.php?tbID=2&extra=f345b4"
從小我們就會聽到很多有關於尋寶的冒險故事，冒險家總是在有限而零碎的線索當中，抽絲剝繭、不斷推敲，然後歷盡艱難，最後終於尋獲寶物。有經驗的刑警、偵探，也總是能夠在現場有限的蛛絲馬跡當中，去找到破案的關鍵。
也許是老天在開我們的玩笑，在跟我們玩一個很好玩的尋寶遊戲。把寶物給了我們，但卻不告訴我們在哪裡，要我們自己去尋找。老天深知我們人的習性，容易得到的東西，往往都不會珍惜，所以就設計了這個尋找的過程，讓我們能夠對這個費盡心思才尋獲的「天賦禮物」能夠有如獲至寶的感覺，因此才能夠珍惜並有效的加以運用。
尋找「天賦禮物」的線索其實是很多的，這些線索出現在很多的地方。試著問問自己，也許答案早已就呼之欲出了。比如說：
1.「我最喜歡的是…」我為什麼會特別喜歡某種東西?是不是某種特質在作用?
2.「我最擅長的是…」我為什麼會特別擅長某些項目?是不是有特殊的能力在作用?
3.「我最重視的是…」我為什麼會特別重視某種東西?是不是某種因素在作用?
4.「特別容易引起我注意的是…」我為什麼會特別注意某種東西?是不是有某種東西觸動了我潛藏的特質?
5.「別人常讚美我的是…」我為什麼在某方面表現特別突出?是不是某種特殊能力在作用?
6.「我會特別敏感的是…」我為什麼會特別敏銳的感覺某種東西?是不是外在的事物引起了我潛在特質的共振?
7.「我小時後的志願是…」我為什麼會在很小的時候就想做這件事情?是不是童言無忌洩漏了天璣?
8.「我最羨慕的是…」我為什麼會特別羨慕某種東西?是不是內在有一份深切的渴望並沒有獲得滿足?
9.「我在什麼地方常會不耐煩，會覺得別人很笨…」我為什麼會特別不耐煩某些狀況?是不是我早就有更好的能力、更棒的方法?
10.「如果有用不完的錢，我最想做什麼…」在環境不限制我的條件下，我最想去發揮的是怎樣的「天賦禮物」?
11.「在我的追悼會上，希望別人怎麼說我…」我為什麼會特別在意這件事?是不是我有著必須去完成某些事情的特殊能力?
12.「如果我只剩一個月的生命了，我最想完成的是…」我為什麼會特別在意某些東西?是不是某種天賦才華沒有得到發揮會是一種遺憾?
敏感的去進行自我覺察的工作，「故意」、「刻意」、「有意」有意識的去看看自己生命當中所發生的所有事情，清楚的去看到每個事件的背後都有著一個可以找到「天賦禮物」的線索。順藤摸瓜，再交叉比對，很快的就會發現你那既獨特又珍貴閃閃發光的「天賦禮物」了。
從小我們就會聽到很多有關於尋寶的冒險故事，冒險家總是在有限而零碎的線索當中，抽絲剝繭、不斷推敲，然後歷盡艱難，最後終於尋獲寶物。有經驗的刑警、偵探，也總是能夠在現場有限的蛛絲馬跡當中，去找到破案的關鍵。
也許是老天在開我們的玩笑，在跟我們玩一個很好玩的尋寶遊戲。把寶物給了我們，但卻不告訴我們在哪裡，要我們自己去尋找。老天深知我們人的習性，容易得到的東西，往往都不會珍惜，所以就設計了這個尋找的過程，讓我們能夠對這個費盡心思才尋獲的「天賦禮物」能夠有如獲至寶的感覺，因此才能夠珍惜並有效的加以運用。
尋找「天賦禮物」的線索其實是很多的，這些線索出現在很多的地方。試著問問自己，也許答案早已就呼之欲出了。比如說：
1.「我最喜歡的是…」我為什麼會特別喜歡某種東西?是不是某種特質在作用?
2.「我最擅長的是…」我為什麼會特別擅長某些項目?是不是有特殊的能力在作用?
3.「我最重視的是…」我為什麼會特別重視某種東西?是不是某種因素在作用?
4.「特別容易引起我注意的是…」我為什麼會特別注意某種東西?是不是有某種東西觸動了我潛藏的特質?
5.「別人常讚美我的是…」我為什麼在某方面表現特別突出?是不是某種特殊能力在作用?
6.「我會特別敏感的是…」我為什麼會特別敏銳的感覺某種東西?是不是外在的事物引起了我潛在特質的共振?
7.「我小時後的志願是…」我為什麼會在很小的時候就想做這件事情?是不是童言無忌洩漏了天璣?
8.「我最羨慕的是…」我為什麼會特別羨慕某種東西?是不是內在有一份深切的渴望並沒有獲得滿足?
9.「我在什麼地方常會不耐煩，會覺得別人很笨…」我為什麼會特別不耐煩某些狀況?是不是我早就有更好的能力、更棒的方法?
10.「如果有用不完的錢，我最想做什麼…」在環境不限制我的條件下，我最想去發揮的是怎樣的「天賦禮物」?
11.「在我的追悼會上，希望別人怎麼說我…」我為什麼會特別在意這件事?是不是我有著必須去完成某些事情的特殊能力?
12.「如果我只剩一個月的生命了，我最想完成的是…」我為什麼會特別在意某些東西?是不是某種天賦才華沒有得到發揮會是一種遺憾?
敏感的去進行自我覺察的工作，「故意」、「刻意」、「有意」有意識的去看看自己生命當中所發生的所有事情，清楚的去看到每個事件的背後都有著一個可以找到「天賦禮物」的線索。順藤摸瓜，再交叉比對，很快的就會發現你那既獨特又珍貴閃閃發光的「天賦禮物」了。
2008年4月7日 星期一
2008年3月27日 星期四
2008年3月12日 星期三
‧Endiva‧美商英迪華軟體公司
‧Endiva‧美商英迪華軟體公司
Endiva 是上次聚餐林先生提到的廠商，對於小型企業或團體，需要速成一個
門面網站，相當快速。
LOGO,基本資訊功能，客戶會員管理，文件管理，廣告，簡單商品上架買賣。
簡單商品上架，SAP B1 有 eCommerce 模組。2006 SAP也為 B1買下 Praxis作
web crm 與 e-commerce 的功能。
相較於此, endiva 還有客戶服務模組可以做。
Endiva 是上次聚餐林先生提到的廠商，對於小型企業或團體，需要速成一個
門面網站，相當快速。
LOGO,基本資訊功能，客戶會員管理，文件管理，廣告，簡單商品上架買賣。
簡單商品上架，SAP B1 有 eCommerce 模組。2006 SAP也為 B1買下 Praxis作
web crm 與 e-commerce 的功能。
相較於此, endiva 還有客戶服務模組可以做。
2008年3月9日 星期日
2008年3月8日 星期六
Kaplan與Norton大師發表的 Corporate Alignment Matters == Align Journal - Aligning IT and Business Strategy
Align Journal - Aligning IT and Business Strategy
Corporate Alignment Matters by Robert S. Kaplan , David P. Norton
Corporate Alignment Matters by Robert S. Kaplan , David P. Norton
business process discovery == Align Journal - Aligning IT and Business Strategy
Align Journal - Aligning IT and Business Strategy
這篇談到 business process discovery 的做法，只有純文字。
Five Steps for Implementing Business Process Discovery to Maximize Business Process Management
> email article
> print-friendly
by Stuart Burris
November 28, 2007
Business Process Discovery (BPD) is a new set of technology that enables organizations–-from C-level down to the IT department–-to automatically discover and analyze their current business processes. The technology works by examining processes as they are executing in the supporting technology. Although BPD is a new concept, the good news is it’s easy to get started and quickly delivers real benefit to an organization.
BPD provides a new way to quickly discover business processes using the process artifacts found in the supporting technology. Analyzing the business process using the facts of process evidence provides two important benefits. First, BPD provides a quantitative view of the current state of your business processes. This allows detailed analysis of both the root causes as well as the costs of the process inefficiency, letting organizations quantify the benefit of improving the process. Second, BPD provides this data from a process perspective. BPD produces explicit, fully quantified process representations. This allows any Business Process Management (BPM) initiative to leverage the process models from BPD as the current “as-is” starting point.
Given these two facts, BPD provides organizations a process-centric business intelligence solution. By providing detailed, real-time analytics based on a process model of operations, BPD enables the ability to efficiently analyze, report, and manage tremendous amounts of event-level data. This allows organizations to continuously optimize their operations by repeating a quick cycle of process discovery, analysis, and improvement.
Quick Start Guide
Getting started with BPD is easy. BPD solutions all embody the following properties:
· Emergent paradigm: An automated discovery process relies on collecting data from the information system over a period of time. This data can then be analyzed to form a process model.
· Automated process discovery: The system has an ingrained methodology that has been shown, through repeated trials, to accurately discover processes and process variations without bias.
· Complete Information: An automated process captures all the information that’s occurring within the system and represents it by time, date, user, etc. Since the information is collected from the real-time interactions, it isn’t subject to lost or selective memory issues. This includes completeness of the information regarding exceptions in the processes. Often, exceptions are treated as statistical “noise.” This may ignore important inefficiencies in business processes.
· Standardized process: The automated collection of information will provide data on the process that can be grouped as quantified and classified. This provides the basis for the development and monitoring of both a current and new process to which benchmarks can be assigned.
The first two properties indicate that any BPD solution should be able to quickly observe your technology systems and automatically build a process model. The third and fourth properties provide that any BPD system gives a complete and standard process model, allowing you to accurately analyze the data without bias. In practice, because BPD is easy and automated, the best way to get started is to execute a mini-BPD project.
Step 1: Identify a Set of Business Challenges
The first step is to identify a small set of current business challenges. Any modern business has many business processes with many supporting technology sets. While BPD certainly can apply to an enterprise scope, it’s quicker to prove the value by limiting the initial scope to a set of processes that are currently a pain point for the business.
Limiting the scope brings a small controllable example that will allow for a quick process of discovery and validation. Because BPD is by design an iterative process, moving from a small scope to larger scope is natural as the scope of process discovery and analytics grows.
Step 2: Select Candidate Vendors
Bring BPD vendors into the process early. As this is a new and emerging field, the vendor should be willing to step beyond the vendor role and provide valuable insights as a partner to your process. There’s a great deal of learning about the methodology, value, and communication of the benefits of BPD. Select a vendor based on their ability to help you quickly prove the merits of the approach to your organization.
Step 3: Scope and Value Assessment
Once your vendor is chosen, a quick scope and value assessment should be performed. This quick, usually one- or two-day exercise, allows everyone involved–-from users, process owners, executive sponsors, IT, and the vendor–-to get on the same page as to the exact process, challenges, and supporting technology that define the scope of the BPD effort.
Step 4: Execute Your Mini-Project
Having defined the scope, expectations, and potential value of addressing those issues, it’s time to start your mini-BPD project. This being your first project, you will of course need to go through the standard software installation process. For BPD, this should be a relatively straightforward process of having the vendor work with the hardware/infrastructure and security groups. As is typical, the actual installation process is much shorter than the meetings with security/infrastructure. However, as BPD will provide process analytics and analysis of event-level data, it’s critical to have your information security groups evaluate the solution to ensure adequate controls.
Once you’ve gone through the installation process, typically less than a day, it’s time to get started.
Step 4a: Discover Pilot Processes
With the BPD solution installed and running, let it collect some data about your processes. While it does depend on the processes you’re observing, most business processes produce enough activity for BDP solutions to accumulate adequate information for meaningful analysis within a week.
After collecting process execution activity for a week, the BPD analyst starts examining the processes discovered. It’s important to note that the processes discovered by BPD are much richer than a typical top-down process model. BPD is able to include all process variations and exceptions, as well as provide for myriad ways to examine different views of the process data.
Having this complete picture is essential to any BPD project, as often the challenges faced by the business represent exceptions from the normal business process. For example, if we’re looking at a call center’s operational processes, it may not be the “typical” call that’s causing the issues, but rather, the business trying to get control of the costs and time required for the 10 percent of the calls that are “atypical” in some sense.
By providing complete information, BPD allows the analyst to dig into these process variations to discover what root cause(s) are giving rise to the greatest costs.
Step 4b: Analyze Processes for Inefficiencies and Opportunities
This is the heart of any BPD project. Since BPD keeps all the data related to process execution, the analyst has the ability to evaluate the process to determine the root cause of the inefficiency. By focusing on slow or costly process steps and narrowing down the data to view associated with those process steps, the analysts can formulate a hypothesis as to the business issues leeching value out of the process.
It’s in this respect that BPD acts as a process lens to business intelligence. By examining your operational data in its native process model form, the analyst is able to quickly and easily pinpoint process issues and inefficiencies. By using the process model, BPD allows analysts to interactively analyze, interrogate, and query real-time process data to find process issues as they occur.
Step 4c: Quantify Process Improvement Options
Armed with a detailed knowledge of the process issues, improvement options can be formulated. The improvement options can range from technology-related to purely process-related. For example, BPD projects have shown where small changes in the technology-supported workflows can result in an 80 percent improvement in process cycle times. At the other end of the spectrum, BPD has been used to identify policy and training issues that dramatically impact the process costs.
Regardless of the improvement, the quantified process data from BPD allows you to fully quantify the expected value delivered from implementing the process improvement. The improvement can be valued based on the change to the as-is model that would result from the implementation. The direct benefit can then be calculated based on the decrease in costs associated with the process steps. For example, consider a process where an extra step is taken 15 percent of the time at a cost of $20/per time. (This cost could be the blended cost of external processing costs as well as internal staff required to manage this process step. It’s interesting to note that often BPD helps determine process costs by giving accurate detailed timings of the amount of staff time required to execute process steps.) The improvement may expect to reduce the incidence of the extra step to just 10 percent. Based on the processing count out of BPD, we now can easily quantify the expected savings.
Step 4d: Implement and Validate Process Improvement
Having a fully quantified, detailed analysis of the business process issues and expected ROI of the business process improvement options, the next step is to implement some set of improvement options. The power of BPD is the impact and value of these improvements, which can be measured and validated through the continued use of BPD to monitor process execution. This leads to continuous process optimization, where BPD can be consistently used to discover, analyze, quantify, and measure process inefficiencies.
Step 5: Deployment
Once the mini-BPD project validates the value that BPD can bring to your organization, the final step is to fully deploy the solution and use BPD projects to grow the scope of the BPD solution. As the BPD deployment grows, BPD provides not only the ability to discover and act upon process issues, but also serves as part of the overall corporate intelligence through the dissemination of process reports and metrics.
Summary
BPD is a powerful combination of analytics and business process. By providing a way to automatically discover and analyze a fully quantified business process, business process improvement efforts become shorter and less risky. Smaller, targeted improvement efforts with incremental changes to the as-is result in quantified ROI, all as a result of knowing, based on facts, the exact current business processes. Because of this, getting started is easy, low risk, and opens a door to a whole new way of looking at business processes and process analytics.
這篇談到 business process discovery 的做法，只有純文字。
Five Steps for Implementing Business Process Discovery to Maximize Business Process Management
> email article
> print-friendly
by Stuart Burris
November 28, 2007
Business Process Discovery (BPD) is a new set of technology that enables organizations–-from C-level down to the IT department–-to automatically discover and analyze their current business processes. The technology works by examining processes as they are executing in the supporting technology. Although BPD is a new concept, the good news is it’s easy to get started and quickly delivers real benefit to an organization.
BPD provides a new way to quickly discover business processes using the process artifacts found in the supporting technology. Analyzing the business process using the facts of process evidence provides two important benefits. First, BPD provides a quantitative view of the current state of your business processes. This allows detailed analysis of both the root causes as well as the costs of the process inefficiency, letting organizations quantify the benefit of improving the process. Second, BPD provides this data from a process perspective. BPD produces explicit, fully quantified process representations. This allows any Business Process Management (BPM) initiative to leverage the process models from BPD as the current “as-is” starting point.
Given these two facts, BPD provides organizations a process-centric business intelligence solution. By providing detailed, real-time analytics based on a process model of operations, BPD enables the ability to efficiently analyze, report, and manage tremendous amounts of event-level data. This allows organizations to continuously optimize their operations by repeating a quick cycle of process discovery, analysis, and improvement.
Quick Start Guide
Getting started with BPD is easy. BPD solutions all embody the following properties:
· Emergent paradigm: An automated discovery process relies on collecting data from the information system over a period of time. This data can then be analyzed to form a process model.
· Automated process discovery: The system has an ingrained methodology that has been shown, through repeated trials, to accurately discover processes and process variations without bias.
· Complete Information: An automated process captures all the information that’s occurring within the system and represents it by time, date, user, etc. Since the information is collected from the real-time interactions, it isn’t subject to lost or selective memory issues. This includes completeness of the information regarding exceptions in the processes. Often, exceptions are treated as statistical “noise.” This may ignore important inefficiencies in business processes.
· Standardized process: The automated collection of information will provide data on the process that can be grouped as quantified and classified. This provides the basis for the development and monitoring of both a current and new process to which benchmarks can be assigned.
The first two properties indicate that any BPD solution should be able to quickly observe your technology systems and automatically build a process model. The third and fourth properties provide that any BPD system gives a complete and standard process model, allowing you to accurately analyze the data without bias. In practice, because BPD is easy and automated, the best way to get started is to execute a mini-BPD project.
Step 1: Identify a Set of Business Challenges
The first step is to identify a small set of current business challenges. Any modern business has many business processes with many supporting technology sets. While BPD certainly can apply to an enterprise scope, it’s quicker to prove the value by limiting the initial scope to a set of processes that are currently a pain point for the business.
Limiting the scope brings a small controllable example that will allow for a quick process of discovery and validation. Because BPD is by design an iterative process, moving from a small scope to larger scope is natural as the scope of process discovery and analytics grows.
Step 2: Select Candidate Vendors
Bring BPD vendors into the process early. As this is a new and emerging field, the vendor should be willing to step beyond the vendor role and provide valuable insights as a partner to your process. There’s a great deal of learning about the methodology, value, and communication of the benefits of BPD. Select a vendor based on their ability to help you quickly prove the merits of the approach to your organization.
Step 3: Scope and Value Assessment
Once your vendor is chosen, a quick scope and value assessment should be performed. This quick, usually one- or two-day exercise, allows everyone involved–-from users, process owners, executive sponsors, IT, and the vendor–-to get on the same page as to the exact process, challenges, and supporting technology that define the scope of the BPD effort.
Step 4: Execute Your Mini-Project
Having defined the scope, expectations, and potential value of addressing those issues, it’s time to start your mini-BPD project. This being your first project, you will of course need to go through the standard software installation process. For BPD, this should be a relatively straightforward process of having the vendor work with the hardware/infrastructure and security groups. As is typical, the actual installation process is much shorter than the meetings with security/infrastructure. However, as BPD will provide process analytics and analysis of event-level data, it’s critical to have your information security groups evaluate the solution to ensure adequate controls.
Once you’ve gone through the installation process, typically less than a day, it’s time to get started.
Step 4a: Discover Pilot Processes
With the BPD solution installed and running, let it collect some data about your processes. While it does depend on the processes you’re observing, most business processes produce enough activity for BDP solutions to accumulate adequate information for meaningful analysis within a week.
After collecting process execution activity for a week, the BPD analyst starts examining the processes discovered. It’s important to note that the processes discovered by BPD are much richer than a typical top-down process model. BPD is able to include all process variations and exceptions, as well as provide for myriad ways to examine different views of the process data.
Having this complete picture is essential to any BPD project, as often the challenges faced by the business represent exceptions from the normal business process. For example, if we’re looking at a call center’s operational processes, it may not be the “typical” call that’s causing the issues, but rather, the business trying to get control of the costs and time required for the 10 percent of the calls that are “atypical” in some sense.
By providing complete information, BPD allows the analyst to dig into these process variations to discover what root cause(s) are giving rise to the greatest costs.
Step 4b: Analyze Processes for Inefficiencies and Opportunities
This is the heart of any BPD project. Since BPD keeps all the data related to process execution, the analyst has the ability to evaluate the process to determine the root cause of the inefficiency. By focusing on slow or costly process steps and narrowing down the data to view associated with those process steps, the analysts can formulate a hypothesis as to the business issues leeching value out of the process.
It’s in this respect that BPD acts as a process lens to business intelligence. By examining your operational data in its native process model form, the analyst is able to quickly and easily pinpoint process issues and inefficiencies. By using the process model, BPD allows analysts to interactively analyze, interrogate, and query real-time process data to find process issues as they occur.
Step 4c: Quantify Process Improvement Options
Armed with a detailed knowledge of the process issues, improvement options can be formulated. The improvement options can range from technology-related to purely process-related. For example, BPD projects have shown where small changes in the technology-supported workflows can result in an 80 percent improvement in process cycle times. At the other end of the spectrum, BPD has been used to identify policy and training issues that dramatically impact the process costs.
Regardless of the improvement, the quantified process data from BPD allows you to fully quantify the expected value delivered from implementing the process improvement. The improvement can be valued based on the change to the as-is model that would result from the implementation. The direct benefit can then be calculated based on the decrease in costs associated with the process steps. For example, consider a process where an extra step is taken 15 percent of the time at a cost of $20/per time. (This cost could be the blended cost of external processing costs as well as internal staff required to manage this process step. It’s interesting to note that often BPD helps determine process costs by giving accurate detailed timings of the amount of staff time required to execute process steps.) The improvement may expect to reduce the incidence of the extra step to just 10 percent. Based on the processing count out of BPD, we now can easily quantify the expected savings.
Step 4d: Implement and Validate Process Improvement
Having a fully quantified, detailed analysis of the business process issues and expected ROI of the business process improvement options, the next step is to implement some set of improvement options. The power of BPD is the impact and value of these improvements, which can be measured and validated through the continued use of BPD to monitor process execution. This leads to continuous process optimization, where BPD can be consistently used to discover, analyze, quantify, and measure process inefficiencies.
Step 5: Deployment
Once the mini-BPD project validates the value that BPD can bring to your organization, the final step is to fully deploy the solution and use BPD projects to grow the scope of the BPD solution. As the BPD deployment grows, BPD provides not only the ability to discover and act upon process issues, but also serves as part of the overall corporate intelligence through the dissemination of process reports and metrics.
Summary
BPD is a powerful combination of analytics and business process. By providing a way to automatically discover and analyze a fully quantified business process, business process improvement efforts become shorter and less risky. Smaller, targeted improvement efforts with incremental changes to the as-is result in quantified ROI, all as a result of knowing, based on facts, the exact current business processes. Because of this, getting started is easy, low risk, and opens a door to a whole new way of looking at business processes and process analytics.
50082498_en.pdf (application/pdf 物件)
50082498_en.pdf (application/pdf 物件)
一篇圖文並茂的文章，提到 scorecard, SOA, 跨公司疆界的流程，以及 weave 多個 process 到
多個部門與單純流程的流程整合示意圖，圖畫得滿不錯容易了解。但本文內容參考就好。
一篇圖文並茂的文章，提到 scorecard, SOA, 跨公司疆界的流程，以及 weave 多個 process 到
多個部門與單純流程的流程整合示意圖，圖畫得滿不錯容易了解。但本文內容參考就好。
Column 2 - ebizQ : Short History of BPM
Column 2 - ebizQ
The archive of Sandy Kemsley's blog on business process management, enterprise architecture, business intelligence and technology in business.
May 01, 2006
A Short History of BPM, Part 1
Since I am fast approaching the 19th anniversary of starting my first company, which provided integration services for imaging, document management, workflow, e-commerce and eventually BPM, I have a bit of an historical perspective on the the field and often end up explaining to customers how BPM got to where it is today: sometimes as part of my Making BPM Mean Business course, and sometimes just as a standalone presentation. Although a lot of readers of this blog are BPM professionals of some sort, I'm going to reproduce this history lesson here in several parts. Click on the category BPMhistory in the sidebar to see the complete set to date.
I welcome comments from any of you other "old-timers" out there, and will incorporate relevant corrections and comments into the body of the post.
Part 1: In The Beginning
In the beginning there was workflow. To be more precise, there was person-to-person routing of scanned documents through a pre-determined process map.
As far as I know, FileNet was the first to use the term "workflow" in this context, back in the early 1980's when they started up, although they were quickly joined in the marketplace by IBM and other product vendors. Most of these early workflow systems were document-focused, that is, the only purpose of the workflow was to move a scanned image of a paper document from one person to another so that they could perform some action on a different system, such as transaction data entry. This was a logical step after organizations started scanning their documents in order to preserve and share them: why not scan them before working on them, then pass them around electronically to try and improve efficiencies? Unfortunately, any direct integration between these other systems and the workflow processes was custom-built, expensive, and not very flexible.
From these early beginnings, workflow systems evolved fairly slowly during the 90’s into products that were much more functional and flexible, primarily in the area of better integration capabilities, more diverse server and client platforms, and some basic process modelling and process monitoring tools. In many cases, however, the workflow products were still very document-centric: the document scanning/management business was such a cash cow for many of these vendors that they didn't show a lot of vision when it came to finding uses for workflow concepts outside of routing documents around an office. That set the stage for two things to happen:
* Third-party add-ons to popular workflow products would proliferate, to do all the things that the workflow vendors didn't deem important.
* More nimble "pure" workflow startups (the early BPM products) would ignore the document-centric side and build highly-functional workflow products that were unable to handle an enterprise workload, but would push the envelope in terms of functionality.
Before we get to that, however, we need to talk a bit about EAI.
....
The archive of Sandy Kemsley's blog on business process management, enterprise architecture, business intelligence and technology in business.
May 01, 2006
A Short History of BPM, Part 1
Since I am fast approaching the 19th anniversary of starting my first company, which provided integration services for imaging, document management, workflow, e-commerce and eventually BPM, I have a bit of an historical perspective on the the field and often end up explaining to customers how BPM got to where it is today: sometimes as part of my Making BPM Mean Business course, and sometimes just as a standalone presentation. Although a lot of readers of this blog are BPM professionals of some sort, I'm going to reproduce this history lesson here in several parts. Click on the category BPMhistory in the sidebar to see the complete set to date.
I welcome comments from any of you other "old-timers" out there, and will incorporate relevant corrections and comments into the body of the post.
Part 1: In The Beginning
In the beginning there was workflow. To be more precise, there was person-to-person routing of scanned documents through a pre-determined process map.
As far as I know, FileNet was the first to use the term "workflow" in this context, back in the early 1980's when they started up, although they were quickly joined in the marketplace by IBM and other product vendors. Most of these early workflow systems were document-focused, that is, the only purpose of the workflow was to move a scanned image of a paper document from one person to another so that they could perform some action on a different system, such as transaction data entry. This was a logical step after organizations started scanning their documents in order to preserve and share them: why not scan them before working on them, then pass them around electronically to try and improve efficiencies? Unfortunately, any direct integration between these other systems and the workflow processes was custom-built, expensive, and not very flexible.
From these early beginnings, workflow systems evolved fairly slowly during the 90’s into products that were much more functional and flexible, primarily in the area of better integration capabilities, more diverse server and client platforms, and some basic process modelling and process monitoring tools. In many cases, however, the workflow products were still very document-centric: the document scanning/management business was such a cash cow for many of these vendors that they didn't show a lot of vision when it came to finding uses for workflow concepts outside of routing documents around an office. That set the stage for two things to happen:
* Third-party add-ons to popular workflow products would proliferate, to do all the things that the workflow vendors didn't deem important.
* More nimble "pure" workflow startups (the early BPM products) would ignore the document-centric side and build highly-functional workflow products that were unable to handle an enterprise workload, but would push the envelope in terms of functionality.
Before we get to that, however, we need to talk a bit about EAI.
....
2008年3月3日 星期一
2008年2月16日 星期六
2008年2月11日 星期一
Xexex's Java 和其他二三事 : weblog
Xexex's Java 和其他二三事 : weblog
08:28下午 十二月 03, 2006 in category Java by ingramchen
JDK 5 內建了 jmx 的 client: jconsole。只消在 jvm 啟動時加上參數：
java myapp -Dcom.sun.management.jmxremote
就能使用 jconsole 在本地端連上該 jvm (server)，觀測它的 memory 和 thread 等等的情報，非常方便。
但是！一切美好的東西一旦變成遠端處理，問題就層出不窮... 下面介紹兩種連線的方式。
(1) 假設在沒有 firewall 的情況下，我們仍然能夠使用 jvm 內建的 rmi 做遠端存取，只要參數再加上：
-Dcom.sun.management.jmxremote
-Dcom.sun.management.jmxremote.port=1099
-Dcom.sun.management.jmxremote.ssl=false
-Dcom.sun.management.jmxremote.password.file=/mypath/jmxremote.password
上面的參數我們指定 jvm 啟動一 rmi registry server 在 1099 port，而連線時所需要的帳號密碼，則寫在 /mypath/jmxremote.password 裡。這個檔案的格式可以參考 JRE_HOME/lib/management/jmxremote.password.template，一般的設定是：
controlRole myAdminPassword
monitorRole myMonitorPassword
帳號 controlRole 可以讀寫 jmx 的操作，而帳號 monitorRole 則只能唯讀 jmx 的資料。另外 /mypath/jmxremote.password 檔案權限要設為只有自己才能讀取：
chmod 600 /mypath/jmxremote.password
ok，完成上述步驟後即可使用 jconsole 遠端連至 jvm (server)：
jconsole myapp.example.com:1099
登入視窗輸入帳號密碼： controlRole/myAdminPassword 即可。
上面的做法使用 jvm 本身內建的 rmi server connector 和 rmi registry 而達到遠端連線。如果你用 netstat 之類的指令去追蹤，可發現除了 1099 之外，還有一個亂數的 port 的連線。它就是 rmi server connector 另外建立的，用來做遠端物件的傳輸。可惜的是 jvm 內建的 connector 無法指定這個亂數的 port... 對有 firewall 的系統而言，就無法做特殊的設定了。
為解決這個亂數 port 的問題，只好放棄 jvm 內建的 rmi 服務，自己建一個。
(2) 由於使用自己建立的 rmi server，我們可以還原環境變數成：
-Dcom.sun.management.jmxremote
接下來，我們利用 spring 來建立 rmi server：
上面的設定檔，第一個 bean 我們註冊了一個 RMIRegistry 在 port 9000。第二個bean "rmiConnectorServer" 使用 serviceUrl 指定 port：
service:jmx:rmi://localhost:3000/jndi/rmi://localhost:9000/server
前半段的 rmi://localhost:3000 指定 RMI 使用 port 3000進行遠端物件的傳輸，後半端的 jndi/rmi://localhost:9000/server則表示將 RMIConnectorServer bind 到使用 9000 port 的 RMIRegistry。至於 environmentMap 內指定的是 password 檔，內容同上。
ok，設好之後，spring 啟動時便會啟動 rmi registry 和 connector，我們可以用下面的 jconsole 指令遠端連線：
jconsole service:jmx:rmi://myapp.example.com:3000/jndi/rmi://myapp.example.com:9000/server
輸入帳號密碼後即可登入。這一次就會使用 port 3000 和 9000 連線了，所以 firewall 可以對 3000/9000 port 做一些設定。
注意 ！如果你的 jvm (server) 是在 linux 下使用，請先檢查 hostname -i 這個指令是否回傳 127.0.0.1。如果是，RMI 將無法連線，你可以使用下列的解法：
#設定 /etc/hosts, xxx.xxx.xxx.xxx 是真的 ip
xxx.xxx.xxx.xxx myhostname
或是指定 jvm 參數：
-Djava.rmi.server.hostname=myhostname
呼... 總算搞定了... linux 那個 hostname 問題搞了我一整個下午，真是 @$#^%!$。至於如何使用 firewall 並經由 ssl tunnel ... 呃... 還有一堆參數和設定檔要做，光用想的就快暈了，下次有緣再試吧！
參考資料：
Monitoring and Management Using JMX
Jconsole through firewall
JMX-RIM-SSL
Spring Reference - JMX
Using Jconsole
FAQ JConsole and Remote Management
08:28下午 十二月 03, 2006 in category Java by ingramchen
JDK 5 內建了 jmx 的 client: jconsole。只消在 jvm 啟動時加上參數：
java myapp -Dcom.sun.management.jmxremote
就能使用 jconsole 在本地端連上該 jvm (server)，觀測它的 memory 和 thread 等等的情報，非常方便。
但是！一切美好的東西一旦變成遠端處理，問題就層出不窮... 下面介紹兩種連線的方式。
(1) 假設在沒有 firewall 的情況下，我們仍然能夠使用 jvm 內建的 rmi 做遠端存取，只要參數再加上：
-Dcom.sun.management.jmxremote
-Dcom.sun.management.jmxremote.port=1099
-Dcom.sun.management.jmxremote.ssl=false
-Dcom.sun.management.jmxremote.password.file=/mypath/jmxremote.password
上面的參數我們指定 jvm 啟動一 rmi registry server 在 1099 port，而連線時所需要的帳號密碼，則寫在 /mypath/jmxremote.password 裡。這個檔案的格式可以參考 JRE_HOME/lib/management/jmxremote.password.template，一般的設定是：
controlRole myAdminPassword
monitorRole myMonitorPassword
帳號 controlRole 可以讀寫 jmx 的操作，而帳號 monitorRole 則只能唯讀 jmx 的資料。另外 /mypath/jmxremote.password 檔案權限要設為只有自己才能讀取：
chmod 600 /mypath/jmxremote.password
ok，完成上述步驟後即可使用 jconsole 遠端連至 jvm (server)：
jconsole myapp.example.com:1099
登入視窗輸入帳號密碼： controlRole/myAdminPassword 即可。
上面的做法使用 jvm 本身內建的 rmi server connector 和 rmi registry 而達到遠端連線。如果你用 netstat 之類的指令去追蹤，可發現除了 1099 之外，還有一個亂數的 port 的連線。它就是 rmi server connector 另外建立的，用來做遠端物件的傳輸。可惜的是 jvm 內建的 connector 無法指定這個亂數的 port... 對有 firewall 的系統而言，就無法做特殊的設定了。
為解決這個亂數 port 的問題，只好放棄 jvm 內建的 rmi 服務，自己建一個。
(2) 由於使用自己建立的 rmi server，我們可以還原環境變數成：
-Dcom.sun.management.jmxremote
接下來，我們利用 spring 來建立 rmi server：
上面的設定檔，第一個 bean 我們註冊了一個 RMIRegistry 在 port 9000。第二個bean "rmiConnectorServer" 使用 serviceUrl 指定 port：
service:jmx:rmi://localhost:3000/jndi/rmi://localhost:9000/server
前半段的 rmi://localhost:3000 指定 RMI 使用 port 3000進行遠端物件的傳輸，後半端的 jndi/rmi://localhost:9000/server則表示將 RMIConnectorServer bind 到使用 9000 port 的 RMIRegistry。至於 environmentMap 內指定的是 password 檔，內容同上。
ok，設好之後，spring 啟動時便會啟動 rmi registry 和 connector，我們可以用下面的 jconsole 指令遠端連線：
jconsole service:jmx:rmi://myapp.example.com:3000/jndi/rmi://myapp.example.com:9000/server
輸入帳號密碼後即可登入。這一次就會使用 port 3000 和 9000 連線了，所以 firewall 可以對 3000/9000 port 做一些設定。
注意 ！如果你的 jvm (server) 是在 linux 下使用，請先檢查 hostname -i 這個指令是否回傳 127.0.0.1。如果是，RMI 將無法連線，你可以使用下列的解法：
#設定 /etc/hosts, xxx.xxx.xxx.xxx 是真的 ip
xxx.xxx.xxx.xxx myhostname
或是指定 jvm 參數：
-Djava.rmi.server.hostname=myhostname
呼... 總算搞定了... linux 那個 hostname 問題搞了我一整個下午，真是 @$#^%!$。至於如何使用 firewall 並經由 ssl tunnel ... 呃... 還有一堆參數和設定檔要做，光用想的就快暈了，下次有緣再試吧！
參考資料：
Monitoring and Management Using JMX
Jconsole through firewall
JMX-RIM-SSL
Spring Reference - JMX
Using Jconsole
FAQ JConsole and Remote Management
企業新新聞 - 企業動態 - 甲骨文被評為台灣領導中介軟體廠商之一
企業新新聞 - 企業動態 - 甲骨文被評為台灣領導中介軟體廠商之一: "長達54.5%，比整體市場成長速度快兩倍。甲骨文在最接近競爭對手在台灣的"
Dataquest Insight: Portal, Process and Middleware Software, Asia/Pacific, 2006-2007
Dataquest Insight: Portal, Process and Middleware Software, Asia/Pacific, 2006-2007
The portal, process and middleware software market in Asia/Pacific (excluding Japan) is set to maintain its growth momentum through 2011. It grew to more than $686 million in 2006. IBM, BEA Systems, Oracle, TmaxSoft and Tibco are the top five vendors, dominating with 63.7% share.
Asheesh Raina
The portal, process and middleware software market in Asia/Pacific (excluding Japan) is set to maintain its growth momentum through 2011. It grew to more than $686 million in 2006. IBM, BEA Systems, Oracle, TmaxSoft and Tibco are the top five vendors, dominating with 63.7% share.
Asheesh Raina
聯合新聞網 | 財經產業 | 國際財經 | 印度外包業 好景不再
印度外包業 好景不再
【經濟日報╱編譯林聰毅／綜合新德里十一日電】 2008.02.12 03:38 am
隨著美歐經濟減弱及印度技術勞工薪資高漲，過去為節約成本而將後端作業移往印度的跨國大企業，如今紛紛將這些外包公司賣給印度本國企業或私募基金業者，或讓他們自立門戶。
後端作業公司是將印度帶向全球商務前線的主要推手，但近年來隨著技術勞工的薪資急遽攀升，這個行業正掀起換老闆獨特景象。西方企業原本中意印度低成本、高素質的勞動力，爭先恐後在當地成立資訊科技軟體與服務業，如今卻亟欲局部或全部退出此一產業，將後端部門賣給專門從事委外服務的印度公司或私募基金，或透過股票公開發行（IPO）讓後端部門上市。
例如，企業流程委外服務業者Genpact公司被奇異公司分割出去，去年8月在紐約上市。私募基金公司黑石集團旗下的旅遊服務業者Travelport集團，在去年12月把設在印度的後端作業部門Travel-portISO賣給黑石持股八成的孟買Intelenet Global Services公司。
西方企業撤離的原因很多，包括印度技術勞工的薪資跳漲、印度後端作業部門的成本扶搖直上，以及美元貶值導致在印度做生意的成本相對升高。此外，受美國經濟走弱以及信用緊縮影響，許多公司想要削減經常性支出，尤其是金融服務業者。
顧問業者麥肯錫公司（McKinsey & Co.）和印度軟體與服務公司協會（Nasscom）的一項研究發現，後端作業部門的效率低於專營委外事業的公司，有些後端作業公司的成本甚至高出30%。
這些個別交易的規模很小，大多在5,000萬至1億美元之間，但合計的總額可能非常可觀。Infosys科技公司執行長曹德利（Amitabh Chaudry）說：「美國企業在衰退環境裡受壓沈重。我認為，這將是他們削減成本的良方，況且還可以變現。」
四、五年前，在印度成立後端作業部門相當划算，把帳戶、科技部門或客服中心移至印度可減少45%成本，吸引許多歐美企業爭相進駐。
但這類後端作業部門現在卻帶來頭痛問題，例如薪水和辦公室租金跳漲、員工流動率偏高、徵才的仲介費和訓練費居高不下等。
【2008/02/12 經濟日報
【經濟日報╱編譯林聰毅／綜合新德里十一日電】 2008.02.12 03:38 am
隨著美歐經濟減弱及印度技術勞工薪資高漲，過去為節約成本而將後端作業移往印度的跨國大企業，如今紛紛將這些外包公司賣給印度本國企業或私募基金業者，或讓他們自立門戶。
後端作業公司是將印度帶向全球商務前線的主要推手，但近年來隨著技術勞工的薪資急遽攀升，這個行業正掀起換老闆獨特景象。西方企業原本中意印度低成本、高素質的勞動力，爭先恐後在當地成立資訊科技軟體與服務業，如今卻亟欲局部或全部退出此一產業，將後端部門賣給專門從事委外服務的印度公司或私募基金，或透過股票公開發行（IPO）讓後端部門上市。
例如，企業流程委外服務業者Genpact公司被奇異公司分割出去，去年8月在紐約上市。私募基金公司黑石集團旗下的旅遊服務業者Travelport集團，在去年12月把設在印度的後端作業部門Travel-portISO賣給黑石持股八成的孟買Intelenet Global Services公司。
西方企業撤離的原因很多，包括印度技術勞工的薪資跳漲、印度後端作業部門的成本扶搖直上，以及美元貶值導致在印度做生意的成本相對升高。此外，受美國經濟走弱以及信用緊縮影響，許多公司想要削減經常性支出，尤其是金融服務業者。
顧問業者麥肯錫公司（McKinsey & Co.）和印度軟體與服務公司協會（Nasscom）的一項研究發現，後端作業部門的效率低於專營委外事業的公司，有些後端作業公司的成本甚至高出30%。
這些個別交易的規模很小，大多在5,000萬至1億美元之間，但合計的總額可能非常可觀。Infosys科技公司執行長曹德利（Amitabh Chaudry）說：「美國企業在衰退環境裡受壓沈重。我認為，這將是他們削減成本的良方，況且還可以變現。」
四、五年前，在印度成立後端作業部門相當划算，把帳戶、科技部門或客服中心移至印度可減少45%成本，吸引許多歐美企業爭相進駐。
但這類後端作業部門現在卻帶來頭痛問題，例如薪水和辦公室租金跳漲、員工流動率偏高、徵才的仲介費和訓練費居高不下等。
【2008/02/12 經濟日報
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4-7 February 2008 Home Agenda Sponsors Your Event Your Agenda
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Monday
02:00 PM-07:00 PM Pre-Registration
Location: Caesars Palace - Palace Ballroom Foyer
Monday
02:00 PM-05:00 PM BPM in Practice: Understanding and Implementing BPM (Pre-registration and additional $495 fee required)
Speakers: Keith Swenson, Nathaniel Palmer, Robert Shapiro
ID: PW1
Location: Caesars Palace - Roman Ballroom I Session Type: Paid Workshop
Monday
02:30 PM-03:30 PM BPM Technology: From Best-of-Breed Tools to Process
Speakers: Marc Kerremans
ID: T1
Location: Caesars Palace - Augustus Ballroom V Session Type: Pre-Conference Tutorial
Monday
03:45 PM-04:45 PM BPM Primer: Getting the Basics First
Panelist: Janelle B. Hill, Michele Cantara
ID: T2
Location: Caesars Palace - Augustus Ballroom V Session Type: Pre-Conference Tutorial
Monday
05:00 PM-07:00 PM Gartner Networking User Roundtables
Moderator: Artie Mahal, Audrey Fanjoy, Bill Rosser, Daryl C. Plummer, Janelle B. Hill, Joseph Kostakis, Marc Kerremans, Paul Harmon, Sandra Foster, Stephen Lang
ID: NURT
Location: Caesars Palace - Augustus Ballroom I Session Type: Networking Session
Monday
06:30 PM-08:30 PM The Business Process Alliance Welcome Reception Sponsored By: Global 360, K2, Metastorm and Microsoft
Location: Caesars Palace - Emperors Ballroom Session Type: Special
Tuesday
07:00 AM-06:15 PM Registration
Location: Caesars Palace - Palace Ballroom Foyer
Tuesday
07:30 AM-08:30 AM Attendee Breakfast
Location: Caesars Palace - Palace Ballroom
Tuesday
07:30 AM-08:25 AM The BPMS Market: Key Players and Trends
Speakers: Michele Cantara
ID: PB1
Location: Caesars Palace - Augustus Ballroom I Session Type: Power Breakfast
Tuesday
08:00 AM-11:00 AM BPM Measurement: Principles and Practice (Pre-registration and additional $100 fee required)
Speakers: Dr. Bill Curtis, Dr. John Alden
ID: PW2
Location: Caesars Palace - Roman Ballroom I Session Type: BPM Workshop Series
Tuesday
08:30 AM-08:45 AM Welcome Address
ID: K1a
Location: Caesars Palace - Augustus Ballroom III Session Type: Keynote Session
Tuesday
08:45 AM-09:45 AM Opening Keynote: Business Processes: The Foundation Linking Business and IT
Speakers: Janelle B. Hill
ID: K1b
Location: Caesars Palace - Augustus Ballroom III Session Type: Keynote Session
Tuesday
10:00 AM-11:00 AM Agility + Process = The Power to Respond to Change
Speakers: Daryl C. Plummer
ID: A1
Location: Caesars Palace - Augustus Ballroom III Session Type: Track Session
Track: A
Tuesday
10:00 AM-11:00 AM Getting Started With BPM
Speakers: Elise Olding
ID: B1
Location: Caesars Palace - Augustus Ballroom V Session Type: Track Session
Track: B
Tuesday
10:00 AM-11:00 AM Governing End-User Development: Where, When, Why and How?
Speakers: Matthew Hotle
ID: C1
Location: Caesars Palace - Emperors Ballroom II Session Type: Track Session
Track: C
Tuesday
10:00 AM-11:00 AM How IT Infrastructure Enables BPM Deployments
Speakers: Jess Thompson
ID: D1
Location: Caesars Palace - Augustus Ballroom I Session Type: Track Session
Track: D
Tuesday
11:15 AM-11:45 AM SmartBPM for Business Agility
Speakers: Kerim Akgonul, Russell Keziere
ID: SPS
Location: Caesars Palace - Augustus Ballroom V Session Type: Solution Provider Session
Tuesday
11:15 AM-11:45 AM Business Process Optimization Using Six Sigma and a BPMS - Part I
Speakers: Debra Berard
ID: SPS
Location: Caesars Palace - Augustus Ballroom III Session Type: Solution Provider Session
Tuesday
11:15 AM-11:45 AM The 3 Key Milestones of BPM Success
Speakers: Toby Cappello
ID: SPS
Location: Caesars Palace - Augustus Ballroom I Session Type: Solution Provider Session
Tuesday
11:15 AM-11:45 AM Business Rules: Solving the Paradox of Agile Applications
Speakers: Nicolas Robbe
ID: SPS
Location: Caesars Palace - Emperors Ballroom II Session Type: Solution Provider Session
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Worldwide Events Calendar
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Monday
02:00 PM-07:00 PM Pre-Registration
Location: Caesars Palace - Palace Ballroom Foyer
Monday
02:00 PM-05:00 PM BPM in Practice: Understanding and Implementing BPM (Pre-registration and additional $495 fee required)
Speakers: Keith Swenson, Nathaniel Palmer, Robert Shapiro
ID: PW1
Location: Caesars Palace - Roman Ballroom I Session Type: Paid Workshop
Monday
02:30 PM-03:30 PM BPM Technology: From Best-of-Breed Tools to Process
Speakers: Marc Kerremans
ID: T1
Location: Caesars Palace - Augustus Ballroom V Session Type: Pre-Conference Tutorial
Monday
03:45 PM-04:45 PM BPM Primer: Getting the Basics First
Panelist: Janelle B. Hill, Michele Cantara
ID: T2
Location: Caesars Palace - Augustus Ballroom V Session Type: Pre-Conference Tutorial
Monday
05:00 PM-07:00 PM Gartner Networking User Roundtables
Moderator: Artie Mahal, Audrey Fanjoy, Bill Rosser, Daryl C. Plummer, Janelle B. Hill, Joseph Kostakis, Marc Kerremans, Paul Harmon, Sandra Foster, Stephen Lang
ID: NURT
Location: Caesars Palace - Augustus Ballroom I Session Type: Networking Session
Monday
06:30 PM-08:30 PM The Business Process Alliance Welcome Reception Sponsored By: Global 360, K2, Metastorm and Microsoft
Location: Caesars Palace - Emperors Ballroom Session Type: Special
Tuesday
07:00 AM-06:15 PM Registration
Location: Caesars Palace - Palace Ballroom Foyer
Tuesday
07:30 AM-08:30 AM Attendee Breakfast
Location: Caesars Palace - Palace Ballroom
Tuesday
07:30 AM-08:25 AM The BPMS Market: Key Players and Trends
Speakers: Michele Cantara
ID: PB1
Location: Caesars Palace - Augustus Ballroom I Session Type: Power Breakfast
Tuesday
08:00 AM-11:00 AM BPM Measurement: Principles and Practice (Pre-registration and additional $100 fee required)
Speakers: Dr. Bill Curtis, Dr. John Alden
ID: PW2
Location: Caesars Palace - Roman Ballroom I Session Type: BPM Workshop Series
Tuesday
08:30 AM-08:45 AM Welcome Address
ID: K1a
Location: Caesars Palace - Augustus Ballroom III Session Type: Keynote Session
Tuesday
08:45 AM-09:45 AM Opening Keynote: Business Processes: The Foundation Linking Business and IT
Speakers: Janelle B. Hill
ID: K1b
Location: Caesars Palace - Augustus Ballroom III Session Type: Keynote Session
Tuesday
10:00 AM-11:00 AM Agility + Process = The Power to Respond to Change
Speakers: Daryl C. Plummer
ID: A1
Location: Caesars Palace - Augustus Ballroom III Session Type: Track Session
Track: A
Tuesday
10:00 AM-11:00 AM Getting Started With BPM
Speakers: Elise Olding
ID: B1
Location: Caesars Palace - Augustus Ballroom V Session Type: Track Session
Track: B
Tuesday
10:00 AM-11:00 AM Governing End-User Development: Where, When, Why and How?
Speakers: Matthew Hotle
ID: C1
Location: Caesars Palace - Emperors Ballroom II Session Type: Track Session
Track: C
Tuesday
10:00 AM-11:00 AM How IT Infrastructure Enables BPM Deployments
Speakers: Jess Thompson
ID: D1
Location: Caesars Palace - Augustus Ballroom I Session Type: Track Session
Track: D
Tuesday
11:15 AM-11:45 AM SmartBPM for Business Agility
Speakers: Kerim Akgonul, Russell Keziere
ID: SPS
Location: Caesars Palace - Augustus Ballroom V Session Type: Solution Provider Session
Tuesday
11:15 AM-11:45 AM Business Process Optimization Using Six Sigma and a BPMS - Part I
Speakers: Debra Berard
ID: SPS
Location: Caesars Palace - Augustus Ballroom III Session Type: Solution Provider Session
Tuesday
11:15 AM-11:45 AM The 3 Key Milestones of BPM Success
Speakers: Toby Cappello
ID: SPS
Location: Caesars Palace - Augustus Ballroom I Session Type: Solution Provider Session
Tuesday
11:15 AM-11:45 AM Business Rules: Solving the Paradox of Agile Applications
Speakers: Nicolas Robbe
ID: SPS
Location: Caesars Palace - Emperors Ballroom II Session Type: Solution Provider Session
<< First | < Previous | 1 2 3 of 6 | Next > | Last >>
Privacy Policy About
© 2008 Gartner, Inc. All rights reserved.
Worldwide Events Calendar
Column 2 by Sandy Kemsley : Gartner BPM, State of the BPM Market, Jay Simons, BEA
Column 2 by Sandy Kemsley : Gartner BPM, State of the BPM Market, Jay Simons, BEA
Jay Simons, VP of Marketing for BEA, presented the results of their recent research into the state of the BPM market, including a survey of 200+ BEA customers, mostly IT people but spread across vertical markets and geographies. They’ve also gathered information through their online BPM Lifecycle Assessment. I had the pleasure of collaborating with BEA on the resulting white paper, which they’re distributing a sneak preview version here at the show and will have more widely available on their website in about two weeks; consider as this disclosure that BEA is my client in case you haven’t checked my disclosure page lately.
The results show a number of interesting trends indicating that CIOs and business leaders are focused on improving their processes. Existing customers described how they expect to get their ROI from their BPM implementations, and most expect to see ROI over the next three years.
The top five trends:
1. IT embraces BPM enterprise-wide, which broadens the scope for BPM beyond the existing departmental systems, and centralizes the practices around BPM. In general, this is occurring because of the ability of BPM to connect applications into improved business processes; more than half already are or will be connecting BPM and SOA in their environment.
2. BPM is becoming event-driven, in order to support the event-driven nature of business today. This will result in much more agile processes that can respond to both expected and unexpected events.
3. Increased focus on knowledge-intensive processes, and using collaborative BPM to enable ad hoc processes both on their own or as an offshoot from a structured process. That includes a variety of collaborative activities, including producing documents, sharing collaborative workspaces, and discussion forums. Over 90% of BEA customers indicated that they have some sort of collaborative processes.
4. Enterprise social computing (Enterprise 2.0) as it starts to impact BPM, which I’ve been writing about for a couple of years: introducing tagging, wiki, social connectedness and the like with more traditional process management in order to add context and more easily collaborate.
5. Moving towards dynamic business applications, and how BPM holds a central role in that. Yvonne Genovese spoke in the keynote this morning about the move towards dynamic/composite applications in order to free organizations from the pre-canned logic in packaged enterprise applications, but BPM (together with services exposed in an SOA layer) allows for the fast assembly of applications that are more suited to current business needs.
Jay Simons, VP of Marketing for BEA, presented the results of their recent research into the state of the BPM market, including a survey of 200+ BEA customers, mostly IT people but spread across vertical markets and geographies. They’ve also gathered information through their online BPM Lifecycle Assessment. I had the pleasure of collaborating with BEA on the resulting white paper, which they’re distributing a sneak preview version here at the show and will have more widely available on their website in about two weeks; consider as this disclosure that BEA is my client in case you haven’t checked my disclosure page lately.
The results show a number of interesting trends indicating that CIOs and business leaders are focused on improving their processes. Existing customers described how they expect to get their ROI from their BPM implementations, and most expect to see ROI over the next three years.
The top five trends:
1. IT embraces BPM enterprise-wide, which broadens the scope for BPM beyond the existing departmental systems, and centralizes the practices around BPM. In general, this is occurring because of the ability of BPM to connect applications into improved business processes; more than half already are or will be connecting BPM and SOA in their environment.
2. BPM is becoming event-driven, in order to support the event-driven nature of business today. This will result in much more agile processes that can respond to both expected and unexpected events.
3. Increased focus on knowledge-intensive processes, and using collaborative BPM to enable ad hoc processes both on their own or as an offshoot from a structured process. That includes a variety of collaborative activities, including producing documents, sharing collaborative workspaces, and discussion forums. Over 90% of BEA customers indicated that they have some sort of collaborative processes.
4. Enterprise social computing (Enterprise 2.0) as it starts to impact BPM, which I’ve been writing about for a couple of years: introducing tagging, wiki, social connectedness and the like with more traditional process management in order to add context and more easily collaborate.
5. Moving towards dynamic business applications, and how BPM holds a central role in that. Yvonne Genovese spoke in the keynote this morning about the move towards dynamic/composite applications in order to free organizations from the pre-canned logic in packaged enterprise applications, but BPM (together with services exposed in an SOA layer) allows for the fast assembly of applications that are more suited to current business needs.
2008年2月3日 星期日
2008年2月2日 星期六
國際電話卡, 國外旅遊電話卡, 國際漫遊, 費率比價 - CT 國際電話服
國際電話卡, 國外旅遊電話卡, 國際漫遊, 費率比價 - CT 國際電話服: "到美國漫遊是鈴響即開始計費，不論是否接聽；以每分鐘計算"
2008年1月31日 星期四
2008年1月29日 星期二
2008年1月28日 星期一
SOA and service virtualization [TIBCO grid matrix]
SOA and service virtualization
a good and clear slide presentation
http://www2.sys-con.com/webinararchive.cfm?pid=wc_soa7w_d2_s2_t1_tibco®istered=on
a good and clear slide presentation
http://www2.sys-con.com/webinararchive.cfm?pid=wc_soa7w_d2_s2_t1_tibco®istered=on
2008年1月24日 星期四
Mobile01 談談你賣出的鏡頭
Mobile01 談談你賣出的鏡頭: "缺廣角，想要進一顆T124。 我的相簿：Http://www.flickr.com/photos/ixp425/sets/895236/ driver300
文章編號: 4773596
文章日期: 2008-01-25 01:05
個人積分: 245
▲ ▼ »2410 年前開始玩 SLR 時, 由於剛出社會手頭拮据, 多為二手鏡頭買買賣賣, 練兵也練技術.
[已賣出]
1. Nikon AF 35-80mm/F4~5.6D
踏入 SLR 的一號鏡, 當年連同 F60 同捆購入, 塑膠鏡一支. 後連同 F60 及底下那支一併出售..
2. Nikon AF 28-200mm/F3.5 ~ 5.6D
二號鏡, 陷入一鏡走天下的迷思. 連上面那支跟 F60 一併出售."
文章編號: 4773596
文章日期: 2008-01-25 01:05
個人積分: 245
▲ ▼ »2410 年前開始玩 SLR 時, 由於剛出社會手頭拮据, 多為二手鏡頭買買賣賣, 練兵也練技術.
[已賣出]
1. Nikon AF 35-80mm/F4~5.6D
踏入 SLR 的一號鏡, 當年連同 F60 同捆購入, 塑膠鏡一支. 後連同 F60 及底下那支一併出售..
2. Nikon AF 28-200mm/F3.5 ~ 5.6D
二號鏡, 陷入一鏡走天下的迷思. 連上面那支跟 F60 一併出售."
Mobile01 談談你賣出的鏡頭
Mobile01 談談你賣出的鏡頭: "缺廣角，想要進一顆T124。 我的相簿：Http://www.flickr.com/photos/ixp425/sets/895236/ driver300
文章編號: 4773596
文章日期: 2008-01-25 01:05
個人積分: 245
▲ ▼ »2410 年前開始玩 SLR 時, 由於剛出社會手頭拮据, 多為二手鏡頭買買賣賣, 練兵也練技術.
[已賣出]
1. Nikon AF 35-80mm/F4~5.6D
踏入 SLR 的一號鏡, 當年連同 F60 同捆購入, 塑膠鏡一支. 後連同 F60 及底下那支一併出售..
2. Nikon AF 28-200mm/F3.5 ~ 5.6D
二號鏡, 陷入一鏡走天下的迷思. 連上面那支跟 F60 一併出售."
文章編號: 4773596
文章日期: 2008-01-25 01:05
個人積分: 245
▲ ▼ »2410 年前開始玩 SLR 時, 由於剛出社會手頭拮据, 多為二手鏡頭買買賣賣, 練兵也練技術.
[已賣出]
1. Nikon AF 35-80mm/F4~5.6D
踏入 SLR 的一號鏡, 當年連同 F60 同捆購入, 塑膠鏡一支. 後連同 F60 及底下那支一併出售..
2. Nikon AF 28-200mm/F3.5 ~ 5.6D
二號鏡, 陷入一鏡走天下的迷思. 連上面那支跟 F60 一併出售."
Mobile01 談談你賣出的鏡頭
Mobile01 談談你賣出的鏡頭: "缺廣角，想要進一顆T124。 我的相簿：Http://www.flickr.com/photos/ixp425/sets/895236/ driver300
文章編號: 4773596
文章日期: 2008-01-25 01:05
個人積分: 245
▲ ▼ »2410 年前開始玩 SLR 時, 由於剛出社會手頭拮据, 多為二手鏡頭買買賣賣, 練兵也練技術.
[已賣出]
1. Nikon AF 35-80mm/F4~5.6D
踏入 SLR 的一號鏡, 當年連同 F60 同捆購入, 塑膠鏡一支. 後連同 F60 及底下那支一併出售..
2. Nikon AF 28-200mm/F3.5 ~ 5.6D
二號鏡, 陷入一鏡走天下的迷思. 連上面那支跟 F60 一併出售."
文章編號: 4773596
文章日期: 2008-01-25 01:05
個人積分: 245
▲ ▼ »2410 年前開始玩 SLR 時, 由於剛出社會手頭拮据, 多為二手鏡頭買買賣賣, 練兵也練技術.
[已賣出]
1. Nikon AF 35-80mm/F4~5.6D
踏入 SLR 的一號鏡, 當年連同 F60 同捆購入, 塑膠鏡一支. 後連同 F60 及底下那支一併出售..
2. Nikon AF 28-200mm/F3.5 ~ 5.6D
二號鏡, 陷入一鏡走天下的迷思. 連上面那支跟 F60 一併出售."
2008年1月23日 星期三
2008年1月21日 星期一
2008年1月20日 星期日
聯合新聞網 | 國內要聞 | 綜合 | 展望會創世 擬引進窮人銀行
聯合新聞網 | 國內要聞 | 綜合 | 展望會創世 擬引進窮人銀行: "展望會創世 擬引進窮人銀行
【聯合晚報╱記者邵冰如/台北報導】2008.01.20 03:34 pm
弱勢族群不斷增加，除了救濟，更要幫助他們自立。台灣的社福界近來積極和企業界合作，展開各種脫貧方案，世界展望會和創世基金會更有意引進國外「微額創業型貸款」、「窮人銀行」，為弱勢者創造就業機會。
微額創業貸款 (也稱「微型貸款」）或窮人銀行，是由企業挹助資金，提供窮人各種金融服務，例如：小額貸款、存款與保險。2006年諾貝爾"
【聯合晚報╱記者邵冰如/台北報導】2008.01.20 03:34 pm
弱勢族群不斷增加，除了救濟，更要幫助他們自立。台灣的社福界近來積極和企業界合作，展開各種脫貧方案，世界展望會和創世基金會更有意引進國外「微額創業型貸款」、「窮人銀行」，為弱勢者創造就業機會。
微額創業貸款 (也稱「微型貸款」）或窮人銀行，是由企業挹助資金，提供窮人各種金融服務，例如：小額貸款、存款與保險。2006年諾貝爾"
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