Location: Fort Lauderdale, FL
Does the know-how of the company have intrinsic structure at the enterprise level? Can you use that structure to assess and plan operational business capabilities? Where do business rules, business processes, and business analysis fit in?
Every company depends on its special know-how, a point so obvious we often overlook it. The products and services we deliver to customers can never be better than our capacity to organize, manage, revise, and deploy that know-how. In a knowledge economy, operational know-how is king.
Current techniques for creating enterprise architectures are largely IT-centric. They focus on processes, data and services rather than on business products and the business capabilities to produce and deliver them. This presentation shows you how to change all that using proven, pragmatic techniques that directly engage business managers. Case studies are examined illustrating real-world successes. The approach is highly innovative, business-driven, and surprisingly easy.
How to conduct a deep, meaningful, rapid assessment of business capabilities
How to identify life-cycle-long, enterprise-wide dependencies
How to give Finance the crucial, coordinated touch points it needs
How to plan for massive customization and reconfiguration of products
How to put the ‘business’ into business architecture and business agility
How to rekindle the spark of creative thinking in your organization
Ron Ross, Principal and Co-Founder of Business Rules Solutions, LLC, is internationally acknowledged as the “father of business rules.” Recognizing early on the importance of independently managed business rules for business operations and architecture, he has pioneered innovative techniques and standards since the mid-1980s. He wrote the industry’s first book on business rules in 1994.
“You did a wonderful job!! The material was organized and valuable.”
Janell – Texas State University
“We actively use the BRS business-side techniques and train our business analysts in the approach. The techniques bring clarity between our BAs & customers, plus more robust requirements for our development teams. We’ve seen tremendous value.”
Jeanine Bradley – Railinc
“Instructors were very knowledgeable and could clearly explain concepts and convey importance of strategy and architecture.
It was a more comprehensive, holistic approach to the subject than other training. Emphasis on understanding the business prior to technology considerations was reassuring to business stakeholders.”
Bernard – Government of Canada
“Your work has been one of the foundations of my success in our shared passion for data integration. It has had a huge impact on innumerable people!”
Ronald G. Ross
What I don’t understand is why people discussing ‘knowledge management’ really seem to have so little understanding of the core know-how needed to actually run (and change) day-to-day business activity. That core know-how consists of business vocabulary, business policies, and business rules. That ‘knowledge’ is currently sucked up in IT applications and platforms where it is virtually immune to change – a boon to service providers and IT departments, a bane to business agility. What business really needs today is agile governance, but few seem to be talking about it.
P.S. Social media won’t help much here.