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.