In case you're just stumbling across this particular line of thought/discourse/diatribe on my part, I'm currently focused on the argument that effective BI, BPM, and related goals begin with some basic first principles. Preferably before any significant investments are made in any particular "solution." And if this isn't new to you, welcome back, and to our next installment. Thanks for buying into the argument as made so far. Or at least remaining curious enough about it to have come this far. You might need to get out more often, but I do appreciate the support.
My first first principle is to find what's broke, fix it, and put processes into place that make the processes of finding what's broke and fixing it consistent, replicable, and scalable. No mean feat, but just a beginning.
I offer as the next most important first principle the ability to figure out if IT as deployed is delivering maximum business benefit. This is important because almost every critical function of almost every business on the planet relies on IT, at least in part. So once the IT and business infrastructure leaks are repaired, it's time to compare the current course with all relevant maps and plans.
Of course, success with this endeavor requires both robust processes and effective, well-designed tools. Regarding processes, as I've said previously, effective process management relies heavily on Socratic, question-and-answer dialogue. This means it would be helpful here to start with a set of basic questions the answers to which will provide foundations for effective processes.
The fundamental question to be asked and answered here goes something like this: Are all elements of the infrastructure providing optimal support to all business-critical applications, goals, requirements, and services? But here are just some of the questions you'll need to ask and answer before coming close to being able to answer that fundamental question effectively (in no particular order).
What are the applications, goals, requirements, and services critical to the business? Which are the most critical? How do I/we know? What are the most relevant metrics for making these determinations, and how are they applied and their results evaluated?
Do I/we know the answers to all of the above questions, whenever we need to know them? If so, what are the processes and tools that make this knowledge possible, and how well and regularly are they reviewed and tested? If not, how do I/we know that, and what can and should I/we do (and/or not do) to best address this deficit?
And of course, the always-popular recurring imperative – are the processes for determining the answers to these questions agreed upon, documented, enforced, managed, and subject to regular review and refinement?
That's enough about process in this context – for now, anyway. Next time: tools! Meanwhile, if you have opinions, reactions, or relevant experiences to share, please post them below and/or e-mail them to me. Thanks, and come back soon. This could get interesting…
Michael Dortch has been an analyst, 'information entrepreneur,' speaker, and writer about IT and 'the real world" for the past 30 years. After almost 10 years at the Robert Frances Group (RFG), Michael begins a new position with Aberdeen Group in September.
Dennis Byron is an analyst with ebizQ, focusing on Open Source Software as well as Business Process Management technologies.
