Discuss about the Business Process Management Report.
This report will look the aspects of cloud computing in delivering better business process management. The report looks at the review of article “BPM in the Cloud” and with it we would also look at the supporting evidence. We will also look at the effect of cloud and other access platforms. Apart from this we will look at the effect of reduced upfront costs. Apart from this we can also look at the effect of change in business IT systems. There are several influences of an IT based system. We look into each of these aspects.
Since the absence of client software made SaaS very popular. The technology change was not very huge but the big change came up for BPM in terms of product design. Initially the cost structure made the cost of hosting and maintenance getting transferred from the buyer to the vendor this reflected a major issue for the cloud system.
Then we can look at the complex VPN network which makes it difficult to login to the client system since VPN connectivity needs to be there.
As per other supportive reports, SMAC based technologies have a market share that has been rising at the rapid pace of 20% CAGR. Hence there have been several steep rises. We can also see that there are several enhancements that have led to a higher growth over the years. But out of all the SMAC technologies cloud services have witnessed the maximum growth and market significance due to ease in adaptability. The proliferation of the SMAC based technology market indicates a rapid development towards this kind of a market.
The ease of B2B collaboration increases with cloud systems. When collaborating with people in other companies, effective firewall systems that have an internalized corporate system become difficult to use.
The on-server installation costs can be reduced. There are a large number of smaller deployments and procedures that are not very feasible. For BPM services there has been a struggle to integrate the ease of sharing cases and other task orientations with other forms of collaborative spaces in the context of a number of companies. Hence the B2B collaborative effort is reduced. The other companies have capabilities to develop in this technology space while Apple does not have the same. They have also lagged behind when it comes to internet services.
The on-server installation costs can be reduced. There are a large number of smaller deployments and procedures that are not very feasible. Large organizations are process oriented that deem the fitness of the BPM process. Without the upfront investments and procedural challenges the upfront investment reduces significantly (Watfa, Najjar, Cheikha and Buali 2015).
Let us take the example of Apple Not being able to scale up its SMAC based services especially the cloud services is a deep rooted challenge for Apple. The other companies have capabilities to develop in this technology space while Apple does not have the same. They have also lagged behind when it comes to internet services. These include the failure of Apple Maps, MobileMe and others. They do not have internal talent to bridge this gap. They need to look for external hires. Apple is internally driven and do not believe in inorganic growth to achieve the closure of gap between the capability and the desired end product.
There will always been a higher threat of misalignment, Cloud has substituted the traditional way of data storage and availability. Hence an inflection point should be reached to ensure that there will be greater proliferation of efficient consumer friendly platforms. Cloud has brought in the focus of the business upon the consumers. Consumers would not leave and disengage due to the way cloud computing is handled since they operate in the rare space of technology at ease which gives into a wide range of products into the main fold of SMAC based technologies.
Bring your own BPM solution becomes very difficult for execution. Thus making the solutions self-driven, which might lack in other processes. The IT department selection process often involves a request for proposal (RFP). These request for proposals contain whatever the vendors can do with the given problem. Thus the features are added and hence the vendors find this as a big driver. RFPs and analyst firms have pushed BPM solutions to include more features and functions but this has become increasingly difficult to curtail costs since there are implicit costs which have been rising.
The traditional methods of competing are no longer in use to long term sustenance. Companies need to think out of the box and apply that knowledge to get the best results. These results determine the effect of companies that can bring about a revolutionary change in their approach. This leads to the development of a far more integrated strategy. Market beliefs and marketing techniques are not specific they cannot be fixated by a single technique. Blue Ocean strategy can also be seen to have impacted the value innovation model (Subramanian, V., Mungi, A., Sivakumar, and Viswanathan 2013). This technique looks into the aspects of value orientation and calls for a Reconstructionist view to understand the impact of newly defined changes in market launch and sustenance. There are several examples in recent context that depict a blue ocean strategy.
The two have widely changed over the years owing to the effect of IT integration and IT landscape. In one of the research articles we come across cloud computing and elasticity. This shows the change in the way IT is perceived these days it has become a revenue function for many organizations. There are points in the seminar process where the Salesforce accounts are not forced as accounts. There are integrations between the BPM system and the external systems. There are dependency changes in the way consuming data is concerned (Schulte, Janiesch, Venugopal, Weber, and Hoenisch 2015). There are several aspects of process modelling and clutter based process diagram. Thus the process of non-technical business people to start to data dependencies thus preventing business people to change process freely. Then comes the impact of clear division between end users and IT people (Meyer, Louridas, Steijaert, Galeazzi, Ruda, and Radojevic 2013). We can also see that there have been a large number of coordination among people that leads to a greater systematic integration and coordination among people. Thus there are system integration challenges that have been faced.
There is no system integration is required so managers can keep the changes in process until there is stability reached also there is a measurable and valuable appreciation of the technical system integrations.
As we discussed above how are collaborative efforts integrated to give a resultant process orientation. Thus the process of social collaboration and cloud BPM solution with the advantage of looking at the effects of an incubation process of a large portion of work that comes through. There are also salient challenges of spotting a user pattern with a template based process as a natural step must be taken into consideration. The primary focus has to be the user experience and other collaborative areas of concern and solidarity (Zhao and Yue 2013). Thus the use of ACM based features.
The cloud industry is healthy in terms of its market share of migration with close to 40% of the IT application base. The distribution network of cloud based systems is primarily based on its own franchise store ability. The flagship cloud computing systems bring the effect of single brand retail stores that can help get a foothold of the businesses. The store layout itself is an innovation and creative angle (Jiang, Le, Wang, Sun and He 2011).
Next comes the concept of cloud management and business process integration. The typical issue is about the BPM purchase scenarios. We would also look at how the “Cloud” brand operates in the minds of the end consumer. The situation analysis will reflect how Cloud has led to a greater proliferation of market geographies. Cloud has even reached the stages on maintenance in a number of applications (Payne 2016).
Master data of assets creation and their ID creation becomes easier with cloud based system. We can also see that the promoter organizations look into the aspects of pushing the IT interface onto the BPM product. There are several managers that look into the benefits of Cloud BPM services that allow seamless registry and other dependency initiatives.
The future strategy is still based on innovation and design hence cloud systems must look at building better processes. Cloud systems are inter dependable and can cease to exist if there are several issues of marginalization. Cloud is thus the way forward in terms of process architecture.
Cloud based systems have seen the privilege of brand loyal customers. This indicates the effect of brand conscious consumers in this technology savvy industry space. The cloud revolution has brought in plethora of products have also been more durable and so is the SMAC based technology too. The designs have always been revolutionary. In the recent edition they have gone wireless. They are also trying to work on holographic screens. Compatibility is a little challenge since all of their products are compatible with other cloud integrated products which Android has compatibility with Windows Azure (Muthusamy and Jacobsen 2010).
Cloud has been the competitive advantaged platform for a long time. As we can see that the six skills mentioned are the core advantages that Cloud computing plays on. It is a complete solution with a music player I –Pod, then comes the tablet PC which is fairly advanced in its features. The next feature is rapid innovation that Cloud has seen. It is majorly due to the effect of technology changes that have engulfed this company for long. They have reacted in a very swift fashion to get a market leader position in the smartphone cloud phase (Mircea and Andreescu 2011).
The cloud system has changes multifold cloud has pioneered as the best designer, it started off with a networking environment. But they have now gone into the best personal computing space. They have other salient products that have both personal and professional significance. The cloud computing space here stands for innovation led technology change (Skarlat, Hoenisch, and Dustdar 2015).Cloud is thus not just a parameterized performance platform it has proven to be highly scalable and performance driven platform. Cloud technologies have greater scalability and performance compared to the old data base structures. With the increase of data and the role of Data Analytics. Big Data based cloud platforms should drive the future for some time. Thus we can see that Cloud is one of the best revolutions that the world of IT has seen for long.
Conclusion
Thus we have seen how the impact of cloud and the transformation has been witnessed over the years. We can also see how the designs have always been revolutionary. In the recent edition they have gone wireless. The distribution network of cloud based systems is primarily based on its own franchise store ability.
We have thus seen SaaS as a Hardware, Installation and Hosting Platform, B2B cloud collaboration as well as the differentiation between clients and end users. The IT department selection process often involves a request for proposal (RFP). And these RFPs lead to a better understanding of the business process and willingness of the vendor to develop a cloud platform. These include the failure of Apple Maps, MobileMe and others. They do not have internal talent to bridge this gap. Hence we can see that there has been sustained effect of the cloud based system that will look into the aspects of complete scope of business for cloud based systems. There is also an effect of product management and program management.
The articles here consider cloud having huge potential but there has to be synch with other upcoming technologies.
References
Muthusamy, V. and Jacobsen, H.A., 2010, September. BPM in cloud architectures: Business process management with SLAs and events. InInternational Conference on Business Process Management (pp. 5-10). Springer Berlin Heidelberg.
Mircea, M. and Andreescu, A.I., 2011. Using cloud computing in higher education: A strategy to improve agility in the current financial crisis.Communications of the IBIMA.
Jiang, J., Le, J., Wang, Y., Sun, J. and He, F., 2011, October. The BPM Architecture Based on Cloud Computing. In Knowledge Acquisition and Modeling (KAM), 2011 Fourth International Symposium on (pp. 196-198). IEEE.
Payne, L., 2016. Adding and configuring environments for users.
Schulte, S., Janiesch, C., Venugopal, S., Weber, I. and Hoenisch, P., 2015. Elastic Business Process Management: State of the art and open challenges for BPM in the cloud. Future Generation Computer Systems, 46, pp.36-50.
Watfa, M.K., Najjar, N.A., Cheikha, J. and Buali, N., 2015, October. A New Framework for Cloud Business Process Management. In International Conference on Cloud Computing (pp. 83-92). Springer International Publishing.
Subramanian, V., Mungi, A., Sivakumar, G. and Viswanathan, R., International Business Machines Corporation, 2013. Archival management of business processes in a cloud environment. U.S. Patent Application 13/910,442.
Purcell, J.L., Supakkul, T.K., Thomas, M. and Wong, J., International Business Machines Corporation, 2013. Dynamically optimized distributed cloud computing-based business process management (BPM) system. U.S. Patent 8,504,400.
Skarlat, O., Hoenisch, P. and Dustdar, S., 2015, August. On Energy Efficiency of BPM Enactment in the Cloud. In International Conference on Business Process Management (pp. 489-500). Springer International Publishing.
Meyer, K., Louridas, P., Steijaert, A., Galeazzi, F., Ruda, M. and Radojevic, B., 2013. Cloud Service Delivery Across the R&E Community-Opportunities and Risks. In EUNIS 2013 Congress Proceedings (Vol. 1, No. 1).
Zhao, R. and Yue, C., 2013, February. All your browser-saved passwords could belong to us: a security analysis and a cloud-based new design. InProceedings of the third ACM conference on Data and application security and privacy (pp. 333-340). ACM.
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