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Bill H's Library tagged EA   View Popular

18 Nov 09

Build vs. Buy vs. Rent: Rental Applications Are Becoming More Competitive by Paul D. Hamerman - Forrester Research

"What is the potential of rental, pure-play hosted application
vendors to compete with established licensed software vendors for common
business functions, for example, accounting, human resources, enterprise
resource planning (ERP) and customer relationship management (CRM)?"

www.forrester.com/...0,7208,28815,00.html - Preview

Build vs Buy EA

Build vs. Buy vs. Rent: Enterprise Application Strategies by Erin Kinikin - Forrester Research

  • Choosing to buy or build or
    rent enterprise applications depends on the maturity of the application, the
    scope of the requirements and the fit of the application to company needs.
    Generally, the advantages of packaged applications are depth of functionality
    and future flexibility to add and deepen functionality. Custom-built
    applications offer pay-as-you-go cost (especially for small deployments) and
    more customized fit (potentially greater benefits). Application service
    providers (ASPs) provide fast time to market and low maintenance costs, but the
    least long-term flexibility. All three approaches present risk: provider
    viability, availability of expertise and the business cost of missing critical
    functionality.

Buy vs. Build: The Best of Both Through Service Orientation by Randy Heffner - Forrester Research

How do the emergence of service orientation and the maturing of layered application architectures change the dynamics of buy vs. build decisions for enterprise applications

www.forrester.com/...0,7208,28074,00.html - Preview

Build vs Buy EA

  • How do the emergence of service orientation and the maturing of
    layered application architectures change the dynamics of buy vs. build decisions for enterprise applications?

  • Service orientation enables a mix of buy and
    build,
  • 5 more annotations...

Buy vs. Build vs. Rent: The Right Application Strategy Depends on Company Needs by Erin Kinikin - Forrester Research

What's the real story on the trade-off of buy vs. build? (We find that departmental applications often cost six to eight times as much to buy than to build.)

www.forrester.com/...0,7208,29041,00.html - Preview

Build vs Buy EA

  • Generally, the advantages of packaged applications are depth of functionality
    (more benefits faster) and future flexibility to add and deepen functionality
    (without writing it from scratch).
  • The advantages of custom-built applications are pay-as-you-go cost (especially
    for small deployments) and more customized fit (potentially greater benefits).
  • 5 more annotations...

Buy vs. Build: The ERP/Comprehensive Enterprise Application Perspective by Byron Miller - Forrester Research

  • It does not make sense to develop software for application areas that are truly
    common to businesses in general. This is especially true of areas such as
    finance and human resources where there are substantial offerings with every
    conceivable configuration option.
  • It does make sense to develop software where the vendors have not provided deep
    or broad enough vertical coverage or where there are other specialty needs
  • 1 more annotations...
04 Nov 09

MyPage Community

    • Traditional technical domain and component models must be augmented with
      more applied end-to-end models (technical patterns) and shared-infrastructure
      models (technical services) as key planning concepts.
  • Through 2010, IT organizations that fail to develop enterprisewide, structured
    approaches to reduce technology complexity will be unable to quickly deliver or
    upgrade high-quality, cost-efficient solutions for the business
  • 3 more annotations...
21 Aug 09

IBM's Acquisition of Ilog Will Fill Gap in WebSphere

  • IBM Buys Wisely. IBM's planned acquisition of Ilog will fill
    a serious gap in native WebSphere business rule-processing functionality,
    especially as IBM seeks to dominate the business process management suite (BPMS)
    market, and show leadership in complex event processing (CEP) and
    service-oriented architecture (SOA). While IBM partners with Fair Isaac,
    Corticon Techologies and Ilog — for example, Ilog provides visualization
    capabilities for WebSphere Business Events and is a common partner with IBM's
    FileNet — IBM's lack of direct ownership of quality rule-processing technology
    limits its reach, vision and credibility when compared to BPMS vendors such as
    Pegasystems. With Ilog, IBM will gain a premier BRMS. In addition, IBM is
    expected to leverage Ilog's presence in optimization and visualization —
    emerging topics that are relevant to BPMS and business activity monitoring/CEP
    opportunities.

Rule Engines and Event Processing

    • Key Findings


      • One of the major benefits of a BRMS is that it can identify the
        relationships among rules, expose inconsistencies and make it easier for users
        to resolve those inconsistencies.
      • BRMS and CEP engines can be used to support human decision making or to
        compute fully automated decisions.
      • Rule engines in BRMSs are typically request-driven, while CEP engines are
        typically event-driven. This largely determines the technical architecture of
        each product type.
      • There is nothing to prevent a vendor from creating a single product that is
        good at both kinds of rule processing, but the algorithms and technical
        architectures used for each would need to be different.
    • Recommendations


      • Use a BRMS or CEP system to externalize business rules in applications in
        which the rules change frequently or can be shared among multiple applications.
      • Use a BRMS for operational applications in which complex business decisions
        are made for transactions that can be processed individually.
      • Use a CEP system for calculations that involve time windows, patterns or
        aggregate results (such as totals and averages) on a large set of event data
        considered together.

Taking the Mystery Out of Business Rule Representation

    • Key Findings


      • Decision tables and decision trees are popular, user-friendly formats for
        business rule representation.
      • Standards for business rule management are not well-embraced. Expect
        differences in how vendors implement their business rule representation
        approaches.
      • Pure natural language is not ready for the BRM market, so enterprises should
        not consider it as a solution to their business rule needs.
    • Recommendations


      • Select your business rule representation approaches based on your own
        understanding of the trade-off between complexity (what you put into the effort)
        and linguistic power (what you will get out).
      • Consider simpler approaches when your users are nontechnical, business
        process owners who prize simplicity and clarity over power.
      • Consider structured languages for IT-savvy users who are familiar with
        programming languages and concepts and who want more linguistic power in their
        business rule implementations.
      • Consider constrained natural languages (limited syntax, vocabulary and so
        on) when syntactic variation, flexible levels of textual interaction (for
        example, querying in natural language), and other "it must read like English,
        French or German" requirements are in place.
      • Although the benefits are substantial, investments in an ontology and/or a
        taxonomy are not required for every BRM effort.
  • 1 more annotations...

The Art and Science of Rules vs. Process Flows

    • Key Findings


      • For processes with low volatility and a strong core stream with few possible
        paths, then most activity should be folded into the process itself, including
        rules.
      • For processes with high volatility and with many exceptions, there should be
        a focus on having most activity based on explicit rules.
      • Most processes have a mix of strong core process paths and evolving
        exceptions, so understanding the process/rule continuum will enlighten process
        designs. There are a good number of options that leverage the best of both.
    • Recommendations


      • Organizations should perform a volatility analysis on rules and flows to
        determine the agility needs of the eventual process.
      • Organizations are encouraged to project agility needs over the long term by
        considering likely business scenarios.
      • Organizations with strong planning cultures and/or with higher-risk
        situations should plan for greater volatility that will need to be managed and
        linked to planned business scenarios. In this case, organizations are likely to
        plan for outlier scenarios.
      • Organizations that have a higher component of rules in and around their
        processes are encouraged to practice business rule management.
      • Organizations should expect to blend rules and processes, and that means
        blending rule technology (for example, business rule management system [BRMS]
        and business rule engine [BRE]) and process technology (for example, business
        process management systems [BPMSs]).
  • 2 more annotations...
18 Aug 09

What is ERP?

  • ERP's main goal is to integrate data and processes from all areas of an
    organization and unify it for easy access and work flow.
  • ERP's usually accomplish integration by creating one single database that
    employs multiple software modules providing different areas of an organization
    with various business functions
  • 2 more annotations...
10 Aug 09

Introducing Pattern-Based Strategy

  • success will largely continue to be measured in terms of growth, profit, cash
    and company value.
  • we expect an increased focus on detecting leading indicators of change in order
    to detect change (innovations or disruptions) early and quantify risk, rather
    than an obsessive focus on lagging indicators of performance.

Five Eras of IT Business Value Add: From Automation to Pattern-Based Strategy

  • There are five unique IT value-added models: automating business processes,
    augmenting people's capabilities (productivity enhancement), e-commerce,
    externalizing the enterprise and acting on novel signal patterns.
  • Externalizing the enterprise, in particular embedding the enterprise into the
    markets it serves via Web 2.0 marketing, product strategy, "crowdsourcing,"
    external community involvement and similar techniques, is a new, mandatory
    competency
  • 1 more annotations...
31 Jul 09

A Business-Oriented Foundation for Service Orientation

  • To deliver against these objectives, we propose conceiving the business as a
    network of capabilities. A capability models what a business function
    does—its externally visible behavior (versus how it does it, its
    internal behavior)—and the expected level of performance

Burton Group Related Research Summary: Identifying and Enabling Business Capabilities

  • A business capability is identified by focusing on what the business
    does as opposed to how the business does it
  • A business capability is identified by focusing on what the business
    does as opposed to how the business does it
  • 7 more annotations...
21 Jul 09

The Time Has Come To Eliminate Paper Statements by Emmett Higdon, Elizabeth Davis - Forrester Research

What's the state of eStatement adoption in the US? It appears to have leveled out a bit, according to data from Forrester's North American Technographics® Online Banking Survey, Q1 2009 (US). An average of 55% of online checking, savings, and credit card customers today receive an eStatement, roughly the same rate as in our Q2 2008 study. What's holding back wider adoption of eStatements? Across product types, almost 50% of consumers continue to blame it on needing a paper statement for their records. The time has come to show users how they can find last year's statement and then save or print a copy.

www.forrester.com/...0,7211,54880,00.html - Preview

ea

  • What's the state of eStatement adoption in the US? It appears to have leveled
    out a bit, according to data from Forrester's North American Technographics®
    Online Banking Survey, Q1 2009 (US). An average of 55% of online checking,
    savings, and credit card customers today receive an eStatement, roughly the same
    rate as in our Q2 2008 study. What's holding back wider adoption of eStatements?
    Across product types, almost 50% of consumers continue to blame it on needing a
    paper statement for their records. The time has come to show users how they can
    find last year's statement and then save or print a copy
  • Checking eStatement Holdouts: Boomers Cite Security Concerns
  • 1 more annotations...

SOA Security 2009: Requirements And Design by Randy Heffner - Forrester Research

  • tech industry is making slow progress maturing a comprehensive set of
    standards-based architectures and design patterns for SOA security.
  • those organizations with the most-complex SOA security requirements will find
    that they must do a fair degree of custom development in their SOA security
    solutions and that they are among a small group of users with experience using
    advanced SOA security specifications.
  • 4 more annotations...
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