Promendo: Whitepapers

WHITEPAPERS

Why Process Matters - 48k
(Process_Improvement_Why_Process_Matters_Dec_2004.pdf)

Enterprises are faced with many conflicting demands to focus on particular types of solutions (‘Knowledge Management’, ‘ERP’, ‘Business Process Management’ etc), or particular techniques (‘Continuous Improvement’, Balanced Scorecard, Six Sigma, ITIL etc) to drive improvements in their enterprises. However we frequently find many enterprises have overlooked one of the fundamental building blocks of enterprises that can deliver considerable gains over more complex and costly alternatives – ‘Process’.

A Unified Project Management Process Model - 174k
(A unified project management process model.pdf)

As the Project Management discipline matures and is taken out of the dark ages of heroic project management, the industry is placing value in defined project management processes. These processes attempt to provide the discipline that appears to be lacking in the industry as compared to other industries such as engineering, medical and construction. Different organisations have different needs, however all seem to share the one basic requirement in their project management models – they want processes that are repeatable, best of breed and practical with levels of maturity built in. A host of methodologies exist in the marketplace to satisfy various components of these needs, however, no one model seems to be available that can provide all these core components. An approach involving a unified project management model seems to be the way forward. This white paper discusses potential components of such a model, and presents one developed for Promendo – the Project Management Knowledgebase.

OMG Common Business Objects White Paper - 48.74k (OMG_CBO_White_Paper.pdf)

This white paper for the Object Management Group investigates how Business Object technology, based on OMG’s CORBA and Business Object Framework can address the need for quickly transforming business needs into business system. Specifically it addresses:
- definition for business objects and common business objects
- criteria for deciding when something is or is not a business object
- taxonomy for organizing our understanding and discussion of business objects
- conceptual architecture for implementing business objects, such that various OMG
- adopted technologies and current activities can be related to one another

Business Objects and OOBE, Nikkei Computer - 117.84k (Nikkei.pdf)

Business objects provide a powerful mechanism for dynamic business modeling and re-engineering. Business objects can be used for packaging shared business policy, process, data and definitions. In addition, business objects help to manage the architectural complexity of distributed object and three-tier client server computing. Instead of limiting a business to sharing data only, business objects allow sharing of process, policy and data. Using objects to understand and re-engineer business processes can be a breakthrough for companies that want to succeed in this complex and on-going endeavor. This article introduces the fundamental concepts and ses of business objects, and outlines the OOBE method for modeling and designing business objects.

Object-Oriented Business Engineering White Paper - 379.81k (OOBE_White_Paper.pdf)

OOBE is a framework for architecture, business engineering,and object-oriented devleopment. OOBE provides the framework that businesses use to articulate and communicate business process improvements, business definitions and rules. It provides the crucial link missing from traditional appraches to systems development and business process engineering- a clear path from business concepts ot reusable informaiton systems components.

Strategic Knowledge Management White Paper - 604.5k (Strategic_Knowledge_Mgt_White_Paper_Final.pdf)

We hear much today about the goals of the "new organization" and the requirements for the "new business" – flexibility, responsiveness, mass customization, one-to-one marketing, adaptability, insight, partnering, cooperating with competitors, sustainable growth, reinvention, and market share over profit. While moving faster is important, operating smarter is essential to survive and thrive in the face of these requirements. To become smarter requires ready access to knowledge that isn't readily available to individuals in most organizations today becomes a cost driver instead of a cost-saver. Re-use can be achieved on an economically-significant scale only by changing the values, organization structure and business processes of Information Systems organizations.

Zachman Framework Adapted to Business Objects - 82.65k (Zachman.pdf)

An Inside-Out Look from the Outide-In...
This presentation by Robert Shelton to the OMG Object-Reference Model Subcommittee describes how Business Objects equate to the Zachman framework. Within this framework we can organize OMG to deliver consistent business components based on a core set of concepts in common.

Business Objects and E-Commerce, Object World Insider - 12.87k (owisf97.pdf)

Success with large-scale electronic commerce depends on being able to deliver innovative business solutions to customers and suppliers over the Internet. The electronic-commerce juggernauts of the this decade will be companies that plug-and-play in virtual corporations as opportunities arise, that networkenable their core business processes rather than their sales order forms, that shatter the traditional corporate and applications boundaries by delivering demand-driven value chains rather than inwardlooking point solutions.

Business Objects and eCommerce Presentation - 327.65k (ecommerce.pdf)

In this slide presentation for Object World West 1997, Robert Shelton explains the business readiness criteria that need to be satisfied before a business launches into e-commerce, and shows how business objects, and their application to business architecture, can be an integral part of acheiving business readiness.

Enterprise Re-Use, Distributed Computing Monitor - 89k (psgreuse.pdf)

Distributed object computing and business objects will cause re-use to happen. How will we manage it?
Management of the development and sharing of re-usable components must make re-use part of the process of developing systems - and part of the culture which develops those systems. Otherwise, re-use takes on a more anarchic flavor, and becomes a cost driver instead of a cost-saver. Re-use can be achieved on an economically-significant scale only by changing the values, organization structure and business processes of Information Systems organizations.