Reusable Components and BPR
Frameworks, as sets of collaborating objects, were being presented as exhibiting default behaviour and therefore as being more coherent and active than libraries. If this was true, they might provide a far more meaningful and manageable vehicle for establishing OT in corporates than non-collaborating libraries. They might also provide the necessary glue for CBOs, so together business frameworks and CBOs might supply a better bridge to deliverable applications.
OIG members therefore decided to take a closer look at business frameworks, establishing a project with the following aims :
The issues the members wanted the project to address were as follows :
- To extend our understanding of business frameworks and their potential benefits.
- To raise the profile of business frameworks within our member companies.
It was important to all our member companies that our findings were not simply hypotheses, but at the time of our project there was very little evidence of any existing business frameworks. Consequently, we decided to design our own skeleton framework applicable to all member companies, but not too abstract that it could not be used. This way the work would be based on a practical example, and the members would have an expandable framework which they could use as a demonstration to help raise awareness and to get them started.
- Development of frameworks
- Management of frameworks
- Costs and benefits
- Techniques and tools
- Future of frameworks
Business process re-engineering (BPR)
At the same time we were seeing evidence of the growing
attraction of the object approach to BPR. Re-engineering
needs to combine business data and processes into
the stable business components that reflect the core
business of the enterprise, thus providing a foundation for change management. Objects with their ability for encapsulation, were being presented as the enabling technology. We therefore decided, to investigate the application of the object approach to BPR and take a closer look at both business objects and frameworks as the potential enabling components.
What we found positively supported many of the above claims. In addition, we produced a skeleton design for a business framework and guidelines for the application of these components to BPR, which the members could use as they wanted in their own companies.
Created : 30th April 1996
Updated : 11th August 1996