Artifact-Based Transformation of IBM Global Financing

  • Tian Chao
  • David Cohn
  • Adrian Flatgard
  • Sandy Hahn
  • Mark Linehan
  • Prabir Nandi
  • Anil Nigam
  • Florian Pinel
  • John Vergo
  • Frederick y Wu
Part of the Lecture Notes in Computer Science book series (LNCS, volume 5701)

Abstract

IBM Global Financing (IGF) is transforming its business using the Business Artifact Method, an innovative business process modeling technique that identifies key business artifacts and traces their life cycles as they are processed by the business. IGF is a complex, global business operation with many business design challenges. The Business Artifact Method is a fundamental shift in how to conceptualize, design and implement business operations. The Business Artifact Method was extended to solve the problem of designing a global standard for a complex, end-to-end process while supporting local geographic variations. Prior to employing the Business Artifact method, process decomposition, Lean and Six Sigma methods were each employed on different parts of the financing operation. Although they provided critical input to the final operational model, they proved insufficient for designing a complete, integrated, standard operation. The artifact method resulted in a business operations model that was at the right level of granularity for the problem at hand. A fully functional rapid prototype was created early in the engagement, which facilitated an improved understanding of the redesigned operations model. The resulting business operations model is being used as the basis for all aspects of business transformation in IBM Global Financing.

Keywords

Business Process Management Business Artifacts Business Entities Business Design Business Architecture Service-Oriented Architecture 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 1.
    Arsanjani, A., Ghosh, S., Allam, A., Abdollah, T., Ganapathy, S., Holley, K.: SOMA: A method for developing service-oriented solutions. IBM Systems Journal 47(3), 377–396 (2008), http://researchweb.watson.ibm.com/journal/sj/473/arsanjani.html CrossRefGoogle Scholar
  2. 2.
    Shapiro, B.P., Rangan, V.K., Sviokla, J.V.: Staple Yourself to an Order. Harvard Business Review (July-August 2004) (Originally published in 1992)Google Scholar
  3. 3.
    Bhattacharya, K., Caswell, N.S., Kumaran, S., Nigam, A., Wu, F.Y.: Artifact-centered operational modeling: lessons from customer engagements. IBM Systems Journal 46(4), 703–721 (2007)CrossRefGoogle Scholar
  4. 4.
    Hammer, M.: The 7 Deadly Sins of Performance Measurement [and How to Avoid Them]. Sloan Review, 26–27 (April 2007)Google Scholar
  5. 5.
    Linehan, M.H.: SBVR use cases. In: Bassiliades, N., Governatori, G., Paschke, A. (eds.) RuleML 2008. LNCS, vol. 5321, pp. 182–196. Springer, Heidelberg (2008), http://www.cs.manchester.ac.uk/ruleML/presentations/session5paper1.ppt CrossRefGoogle Scholar
  6. 6.
  7. 7.
    Nigam, A., Caswell, N.S.: Business artifacts: An approach to operational specification. IBM Systems Journal 42(3), 428–445 (2003)CrossRefGoogle Scholar
  8. 8.
    Object Modeling Group (OMG). Semantics of Business Vocabulary and Business Rules (SBVR), http://www.omg.org/spec/SBVR/1.0/
  9. 9.
    Palmisano, S.: The Globally Integrated Enterprise, Foreign Affairs (May/June 2006)Google Scholar
  10. 10.
    Wedgewood, I.: Lean Sigma: A Practitioner’s Guide. Prentice Hall, Englewood Cliffs (2006)Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2009

Authors and Affiliations

  • Tian Chao
    • 1
  • David Cohn
    • 1
  • Adrian Flatgard
    • 1
  • Sandy Hahn
    • 2
  • Mark Linehan
    • 1
  • Prabir Nandi
    • 1
  • Anil Nigam
    • 1
  • Florian Pinel
    • 1
  • John Vergo
    • 1
  • Frederick y Wu
    • 1
  1. 1.IBM ResearchNew York
  2. 2.IBM Global FinancingNew York

Personalised recommendations