ARIS BPM Blog

After the successful implementation of ARIS IT Inventory at multiple customers, we want to give some feedback and insight into specifics that should be considered when preparing or implementing ARIS IT Inventory.

In the past, IT integration business was easy. IT systems needed to be integrated, for example interconnecting two enterprise resource planning (ERP) systems. To solve this, an interface between both systems was established and the work was done. Ok, I know this was not really easy either, but at least it is less complex compared to what we are trying to achieve today: business/IT alignment.

The automatic reaction of businesses to the current economic crisis is to seek ways of cutting costs. In many cases, however, they do so blindly and without really knowing whether such measures will deliver the desired results, i.e., allow them to survive. In my view, these organizations are going about it the wrong way: the key to survival and maximizing market potential are investment and/or developing growing business areas.

A post in Twitter style :-) Get the latest updates about ARIS Community, ARIS, IDS Scheer and BPM events! - Follow twitter.com/ariscommunity

In my previous blog post I compared the search results of Google trends for cloud computing, software as a service (SaaS) and service oriented architecture (SOA). You will ask yourself why did I compare SaaS, cloud computing and SOA?

In the first part of my blog about Industry.Performance.READY, I gave you more general information about our new industry solutions “IndustryPerformanceREADY”. In the next lines, you can read how process-driven SAP implementations via Industry.PerformanceREADY work in detail. I will show you the necessary steps with an example from a company of the discrete manufacturing branch.

Dear ARIS Community and ARIS Blog readers, After a longer time of silence we are providing you with a new episode of ARIS TV ( Episode 11: CeBIT 09 Review) today.

What are the new ARIS Innovations and what happened during CeBIT at the IDS Scheer booth? After a longer time of silence we are providing you with a new episode...

Today I would like to ask the ARIS Community to join me in congratulating Prof. August-Wilhelm Scheer who has been elected President of BITKOM today for another period of 2 years. For those who don’t know: BITKOM is the voice of the information technology, telecommunications, and new media industry in Germany. BITKOM represents more than 1.200 companies, with 900 direct members, including practically all German global players as well as 600 key midsize companies.

Today is a very exciting day, because today member 1.000 registered at the ARIS Community! We were confident that there is a public interest in a community for ARIS and BPM geeks, but we are absolutely overwhelmed by the incredible uptake so far.

Bridging BPM and SOA is a hot topic these days. But really good examples from organizations that have succeeded in getting business and IT efficiently aligned are still rare.

At least this is the opinion of David Norton, Research Director for Gartner. During the “ARIS Process World On Tour” stop in Munich, I had the opportunity to join David’s presentation ”Benefits of BPM in a crisis ”. The presentation started with a review of research conducted by Gartner. According to the results, business leaders' priorities are quite clear: Cutting operating costs and increasing revenue.

At the beginning of this year Anne Thomas Manes wrote in her blog "SOA has become a bad word. It must be removed from our vocabulary".

Take it or leave it, but often EA is referred as a lengthy initiative with very unclear and practically not very applicable results. Like a set of references architectures, which in practice turn to be 80% different from architectures of actually deployed solutions or a set of principles of building new data centers, which are too high-level and theoretical, so any solution built do comply with them.

In these economic times, most enterprises focus on their core competencies and understand that there is a close relationship between financial success, the efficiency of business operations and the satisfaction of their customers. True to the motto “What can’t be measured, can’t be optimized”, the ability to monitor and analyze organizational performance becomes more and more important. Companies begin to realize that collecting indicators without the link to processes is not enough to identify bottlenecks and to derive measures of optimization.