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“Technology is nothing. What’s important is that you have a faith in people, that they’re basically good and smart, and if you give them tools, they’ll do wonderful things with them.” By Steve Jobs, co-founder of Apple Inc
Getting started from the analysis of the value chain of your business, from the activities that generate value to the final product, we propose the application of techniques and methodologies of process management (BPM) that allow to efficiently orchestrate both the business functions and the activities that compose them. In this way, it is possible to design robust information services supported by the infrastructure that best meets these needs. At this stage, it is essential to making sure the different applications, which build the services, are integrated appropriately.
Everything gets started from the value chain made up of a set of activities that contribute to the Company’s commercial success and which must also sustain a competitive advantage over its competitors. From this value chain a set of business functions, seamlessly integrated, emerge to generate value for the Company. Examples of business functions are Purchasing, Sales, Procurement, etc.
Each of the business functions is, in turn, made up of a series of activities that constitute the cornerstone of business processes. When appropriately implemented, they can contribute to generating value for their respective business functions. Also, it is essential business processes can communicate and integrate each other efficiently and robustly. The value chain requires to assure the multiple process execution succeeds to let it unleash its full potential.
With the advent of service-oriented computing, we increasingly see how information services enable each of the activities of a business process.
A set of applications or programs implement these services appropriately integrated and orchestrated. And unsurprisingly, each of these applications runs from the IT infrastructure.