Rivard, Francois.
Transverse Information Systems : New Solutions for IS and Business Performance. - 1st ed. - 1 online resource (354 pages)
The Transverse Information System -- Table of Contents -- Preface -- Acknowledgements -- Chapter 1. Innovation for Business Value and Cost-killing -- 1.1. Supporting profit and growth -- 1.1.1. A junction with the business -- 1.2. Assessing innovation -- 1.2.1. "Russian Ark", a universal example -- 1.2.2. What does innovation involve? -- 1.2.3. A central mission for IT -- 1.3. Agility and alignment -- 1.3.1. Improving performance by innovation -- 1.3.2. Improving adaptability and making alignment easier -- 1.3.3. Rationalizing complexity -- 1.3.4. Measuring operating indicators -- 1.4. Sustainable development and information assets -- Chapter 2. The Transverse Information System -- 2.1. A regular increase in power -- 2.1.1. A field lying fallow -- 2.1.2. A metaphor for the city -- 2.1.3. The middle empire -- 2.1.4. Towards convergence -- 2.2. Optimizing business unit assets -- 2.3. The impact on the IT department agenda -- 2.3.1. A question of governance -- 2.3.2. Redefined priorities -- 2.3.3. Supporting the NISS investment -- 2.3.4. Organizing transversality -- Chapter 3. Master Data -- 3.1. An unclaimed asset -- 3.1.1. An eloquent study -- 3.1.2. Reference data -- 3.1.3. The issues involved in good reference data management -- 3.1.4. Structuring data management -- 3.1.5. Transverse solutions for reference data -- 3.2. Master data management: centralization -- 3.2.1. Master data management -- 3.2.2. Two choices of architecture -- 3.2.3. A customer database in industry -- 3.2.4. Volume retailer databases -- 3.2.5. The state of the market -- 3.2.6. A rollout process, substantial projects -- 3.3. Enterprise information integration: federation -- 3.3.1. Virtual dynamic views -- 3.3.2. Gestica: dynamic views for large-scale businesses -- 3.3.3. The state of the market -- 3.4. Between centralization and federation -- 3.4.1. Two very different models. 3.4.2. A balance to be found -- 3.5. Data governance -- 3.5.1. Extent of data governance -- 3.5.2. Three significant central themes -- 3.5.3. A dedicated organization -- 3.6. Towards information management -- 3.7. Bibliography -- Chapter 4. Service-Oriented Architectures -- 4.1. Basic impacts -- 4.1.1. From application to service: the end of a reign? -- 4.1.2. The fall of the interoperability wall -- 4.1.3. A central domain with a far-reaching impact -- 4.2. A major lever for a change in progress -- 4.2.1. New business models -- 4.2.2. More effective information systems -- 4.2.3. A more integrated information system -- 4.3. A new experiment in the finance bank -- 4.3.1. The context -- 4.3.2. The benefits -- 4.3.3. Pitfalls encountered -- 4.3.4. Lessons learned -- 4.4. Technologies and architecture -- 4.4.1. Components of the technological offer -- 4.4.2. eBay: intangible architecture principles -- 4.4.3. The technological offer: the state of the market -- 4.4.4. The maturity model -- 4.5. Flexibility is an event? Yes, agent! -- Chapter 5. Business Process Management -- 5.1. From managing business processes to BPM -- 5.1.1. An example of the business process -- 5.1.2. The company and its business processes -- 5.1.3. The issues involved in managing business processes -- 5.1.4. Business processes and managing information -- 5.1.5. The company, processes and ISs -- 5.2. Understanding BPM -- 5.2.1. BPM stands for business process management -- 5.2.2. Continuous process improvement -- 5.2.3. A process layer in the information system -- 5.2.4. Process layer contributions -- 5.3. The business process from the IS perspective -- 5.3.1. Processes seen from an IT angle -- 5.3.2. BPMS architectures -- 5.3.3. Which BPM for which processes? -- 5.4. BPM promises and prospects -- 5.4.1. BPM: as simple as clicking a mouse -- 5.4.2. BPM standards: still some way to go. 5.4.3. BPM and portal: a vision geared towards the user -- 5.5. Conclusion: the place of BPM in the company and in the IS -- Chapter 6. Exchange Platforms -- 6.1. The development of data exchanges -- 6.1.1. EAI: the first wave of standardization -- 6.1.2. From data to process: a failed action? -- 6.1.3. From data to service: the enterprise service bus -- 6.1.4. The convergence years: towards a global platform -- 6.1.5. The exchange platform: mediator of imbalances -- 6.2. Technologies and architectures -- 6.2.1. Architecture principles -- 6.2.2. The approach: the first elements of transversality -- 6.2.3. The framework -- 6.2.4. Change behavior: from now on a requirement -- 6.3. Project typology -- 6.3.1. A universal access door to integrated software packages -- 6.3.2. The continuous creation of the company backbone -- 6.3.3. Organizing transversal processes -- 6.4. A common foundation -- Chapter 7. Complex, Innovative Business Architectures -- 7.1. Natural connections -- 7.1.1. Reference architecture -- 7.1.2. Processes and services -- 7.1.3. A new flexibility driver: complex event processing -- 7.2. An investigation into the distribution sector -- 7.2.1. The issues: reorganizing the editorial production line -- 7.2.2. Mapping and modeling -- 7.2.3. Keys for tomorrow -- 7.3. A project in the energy sector -- 7.3.1. The issue: aligning the production and consumption of energy -- 7.3.2. Looking for a stable state -- 7.3.3. Interoperability -- 7.3.4. Upgradeability -- 7.3.5. Conclusion -- 7.4. A program in retail banking -- 7.4.1. The issue: reorganizing around business processes -- 7.4.2. The NISS layer cake -- 7.4.3. Real-time control -- 7.4.4. Complete control coverage -- 7.4.5. Conclusion -- Chapter 8. The Impact of NISS on Software Implementation -- 8.1. The process standard -- 8.2. Towards assembly and beyond -- 8.2.1. Principles and definition. 8.2.2. Rolling out an international service architecture -- 8.2.3. Software as a service -- 8.2.4. Redefining an R&D model: who has the power? -- 8.3. Model-driven architecture and docking -- 8.4. A "sourcing" process to be defined -- Chapter 9. From Implementation to Measurment -- 9.1. Towards operational excellence -- 9.1.1. Issues and objectives of operational excellence -- 9.1.2. Operational excellence and its IT variations -- 9.2. Business activity monitoring -- 9.2.1. The place of BAM in the IT landscape -- 9.2.2. Monitoring means of payment -- 9.2.3. The functional model -- 9.2.4. Other applications -- 9.2.5. BAM and exchange bases -- 9.2.6. In full development -- 9.3. SOA management -- 9.4. The loop is completed -- Chapter 10. Contribution and Impact of NISS on Organization -- 10.1. From the business unit to IT: a new fluency -- 10.1.1. A tighter link -- 10.1.2. Organization in project mode -- 10.1.3. Business architect and enterprise architect -- 10.2. Governance of information assets -- 10.2.1. The new roles -- 10.2.2. Specific roles for master data management -- 10.2.3. Roles specifically for managing services -- 10.2.4. Roles specifically for managing business processes -- 10.2.5. Shared responsibilities -- 10.3. Organization methods -- 10.3.1. From the matrix model to the transversal model -- 10.3.2. A transversal model: competence centers -- 10.3.3. An example of an EAI competence center -- 10.4. Managing change and maturity stages -- Chapter 11. How to Get the Best Out of NISS -- 11.1. The initial phases -- 11.1.1. Creating the vision -- 11.1.2. Identifying business cases -- 11.1.3. Calculating proof indicators -- 11.1.4. Evaluating solutions -- 11.1.5. The importance of the initial phases -- 11.2. The foundations: creating platforms -- 11.2.1. Organizational platform -- 11.2.2. Information platform -- 11.2.3. Technological platform. 11.2.4. Methodology platform -- 11.3. From the process angle -- 11.3.1. An iterative framework -- 11.3.2. The methodology package -- 11.4. Here and now -- 11.5. Bibliography -- Index.
FranÃois Rivard has written five books and is a senior manager with Logica Management Consulting. He helps companies to transform their information systems and to build innovative architectures based on NISS. Georges Abou Harb, the deputy CEO of Logica Management Consulting, is in charge of service-oriented architectures and new information system solutions, a leader in France since 2002. Philippe Meret is a highways engineer and holds a master's degree in distributed information systems. He is responsible for BPM/S in Georges Abou Harb's team.
9780470608067
Electronic books. -- local.
Information technology -- Management.
Management information systems.
Electronic books.
HD30.213 -- .R58 2009eb
658.4/038011
Transverse Information Systems : New Solutions for IS and Business Performance. - 1st ed. - 1 online resource (354 pages)
The Transverse Information System -- Table of Contents -- Preface -- Acknowledgements -- Chapter 1. Innovation for Business Value and Cost-killing -- 1.1. Supporting profit and growth -- 1.1.1. A junction with the business -- 1.2. Assessing innovation -- 1.2.1. "Russian Ark", a universal example -- 1.2.2. What does innovation involve? -- 1.2.3. A central mission for IT -- 1.3. Agility and alignment -- 1.3.1. Improving performance by innovation -- 1.3.2. Improving adaptability and making alignment easier -- 1.3.3. Rationalizing complexity -- 1.3.4. Measuring operating indicators -- 1.4. Sustainable development and information assets -- Chapter 2. The Transverse Information System -- 2.1. A regular increase in power -- 2.1.1. A field lying fallow -- 2.1.2. A metaphor for the city -- 2.1.3. The middle empire -- 2.1.4. Towards convergence -- 2.2. Optimizing business unit assets -- 2.3. The impact on the IT department agenda -- 2.3.1. A question of governance -- 2.3.2. Redefined priorities -- 2.3.3. Supporting the NISS investment -- 2.3.4. Organizing transversality -- Chapter 3. Master Data -- 3.1. An unclaimed asset -- 3.1.1. An eloquent study -- 3.1.2. Reference data -- 3.1.3. The issues involved in good reference data management -- 3.1.4. Structuring data management -- 3.1.5. Transverse solutions for reference data -- 3.2. Master data management: centralization -- 3.2.1. Master data management -- 3.2.2. Two choices of architecture -- 3.2.3. A customer database in industry -- 3.2.4. Volume retailer databases -- 3.2.5. The state of the market -- 3.2.6. A rollout process, substantial projects -- 3.3. Enterprise information integration: federation -- 3.3.1. Virtual dynamic views -- 3.3.2. Gestica: dynamic views for large-scale businesses -- 3.3.3. The state of the market -- 3.4. Between centralization and federation -- 3.4.1. Two very different models. 3.4.2. A balance to be found -- 3.5. Data governance -- 3.5.1. Extent of data governance -- 3.5.2. Three significant central themes -- 3.5.3. A dedicated organization -- 3.6. Towards information management -- 3.7. Bibliography -- Chapter 4. Service-Oriented Architectures -- 4.1. Basic impacts -- 4.1.1. From application to service: the end of a reign? -- 4.1.2. The fall of the interoperability wall -- 4.1.3. A central domain with a far-reaching impact -- 4.2. A major lever for a change in progress -- 4.2.1. New business models -- 4.2.2. More effective information systems -- 4.2.3. A more integrated information system -- 4.3. A new experiment in the finance bank -- 4.3.1. The context -- 4.3.2. The benefits -- 4.3.3. Pitfalls encountered -- 4.3.4. Lessons learned -- 4.4. Technologies and architecture -- 4.4.1. Components of the technological offer -- 4.4.2. eBay: intangible architecture principles -- 4.4.3. The technological offer: the state of the market -- 4.4.4. The maturity model -- 4.5. Flexibility is an event? Yes, agent! -- Chapter 5. Business Process Management -- 5.1. From managing business processes to BPM -- 5.1.1. An example of the business process -- 5.1.2. The company and its business processes -- 5.1.3. The issues involved in managing business processes -- 5.1.4. Business processes and managing information -- 5.1.5. The company, processes and ISs -- 5.2. Understanding BPM -- 5.2.1. BPM stands for business process management -- 5.2.2. Continuous process improvement -- 5.2.3. A process layer in the information system -- 5.2.4. Process layer contributions -- 5.3. The business process from the IS perspective -- 5.3.1. Processes seen from an IT angle -- 5.3.2. BPMS architectures -- 5.3.3. Which BPM for which processes? -- 5.4. BPM promises and prospects -- 5.4.1. BPM: as simple as clicking a mouse -- 5.4.2. BPM standards: still some way to go. 5.4.3. BPM and portal: a vision geared towards the user -- 5.5. Conclusion: the place of BPM in the company and in the IS -- Chapter 6. Exchange Platforms -- 6.1. The development of data exchanges -- 6.1.1. EAI: the first wave of standardization -- 6.1.2. From data to process: a failed action? -- 6.1.3. From data to service: the enterprise service bus -- 6.1.4. The convergence years: towards a global platform -- 6.1.5. The exchange platform: mediator of imbalances -- 6.2. Technologies and architectures -- 6.2.1. Architecture principles -- 6.2.2. The approach: the first elements of transversality -- 6.2.3. The framework -- 6.2.4. Change behavior: from now on a requirement -- 6.3. Project typology -- 6.3.1. A universal access door to integrated software packages -- 6.3.2. The continuous creation of the company backbone -- 6.3.3. Organizing transversal processes -- 6.4. A common foundation -- Chapter 7. Complex, Innovative Business Architectures -- 7.1. Natural connections -- 7.1.1. Reference architecture -- 7.1.2. Processes and services -- 7.1.3. A new flexibility driver: complex event processing -- 7.2. An investigation into the distribution sector -- 7.2.1. The issues: reorganizing the editorial production line -- 7.2.2. Mapping and modeling -- 7.2.3. Keys for tomorrow -- 7.3. A project in the energy sector -- 7.3.1. The issue: aligning the production and consumption of energy -- 7.3.2. Looking for a stable state -- 7.3.3. Interoperability -- 7.3.4. Upgradeability -- 7.3.5. Conclusion -- 7.4. A program in retail banking -- 7.4.1. The issue: reorganizing around business processes -- 7.4.2. The NISS layer cake -- 7.4.3. Real-time control -- 7.4.4. Complete control coverage -- 7.4.5. Conclusion -- Chapter 8. The Impact of NISS on Software Implementation -- 8.1. The process standard -- 8.2. Towards assembly and beyond -- 8.2.1. Principles and definition. 8.2.2. Rolling out an international service architecture -- 8.2.3. Software as a service -- 8.2.4. Redefining an R&D model: who has the power? -- 8.3. Model-driven architecture and docking -- 8.4. A "sourcing" process to be defined -- Chapter 9. From Implementation to Measurment -- 9.1. Towards operational excellence -- 9.1.1. Issues and objectives of operational excellence -- 9.1.2. Operational excellence and its IT variations -- 9.2. Business activity monitoring -- 9.2.1. The place of BAM in the IT landscape -- 9.2.2. Monitoring means of payment -- 9.2.3. The functional model -- 9.2.4. Other applications -- 9.2.5. BAM and exchange bases -- 9.2.6. In full development -- 9.3. SOA management -- 9.4. The loop is completed -- Chapter 10. Contribution and Impact of NISS on Organization -- 10.1. From the business unit to IT: a new fluency -- 10.1.1. A tighter link -- 10.1.2. Organization in project mode -- 10.1.3. Business architect and enterprise architect -- 10.2. Governance of information assets -- 10.2.1. The new roles -- 10.2.2. Specific roles for master data management -- 10.2.3. Roles specifically for managing services -- 10.2.4. Roles specifically for managing business processes -- 10.2.5. Shared responsibilities -- 10.3. Organization methods -- 10.3.1. From the matrix model to the transversal model -- 10.3.2. A transversal model: competence centers -- 10.3.3. An example of an EAI competence center -- 10.4. Managing change and maturity stages -- Chapter 11. How to Get the Best Out of NISS -- 11.1. The initial phases -- 11.1.1. Creating the vision -- 11.1.2. Identifying business cases -- 11.1.3. Calculating proof indicators -- 11.1.4. Evaluating solutions -- 11.1.5. The importance of the initial phases -- 11.2. The foundations: creating platforms -- 11.2.1. Organizational platform -- 11.2.2. Information platform -- 11.2.3. Technological platform. 11.2.4. Methodology platform -- 11.3. From the process angle -- 11.3.1. An iterative framework -- 11.3.2. The methodology package -- 11.4. Here and now -- 11.5. Bibliography -- Index.
FranÃois Rivard has written five books and is a senior manager with Logica Management Consulting. He helps companies to transform their information systems and to build innovative architectures based on NISS. Georges Abou Harb, the deputy CEO of Logica Management Consulting, is in charge of service-oriented architectures and new information system solutions, a leader in France since 2002. Philippe Meret is a highways engineer and holds a master's degree in distributed information systems. He is responsible for BPM/S in Georges Abou Harb's team.
9780470608067
Electronic books. -- local.
Information technology -- Management.
Management information systems.
Electronic books.
HD30.213 -- .R58 2009eb
658.4/038011