BPM Quotes of the week

On BPM and Leaders – Doug Mow

Leaders with agile processes, strong collaboration, IT optimization and a culture of innovation thrive on competition and change. They seek disruption, embrace it and flourish in times like these. They relish every opportunity to make their competitors’ lives difficult. Business agility is what it’s all about for them. They don’t feel pressure to succeed, they apply it on others.

On Why BPM Projects Fail – Andrew Smith

The designer is one of the big culprits here in BPM solutions. Because it is “Business focused” or business facing supposedly, BA’s build the maps and model the solutions. If that tool was not available, then they would need to communicate with IT. This then enforces that missing step

On Process Improvement – Mike Gammage

The current orthodoxy sees process improvement as being about projects. That’s fine – but in practice the project mentality has significant limitations. Re-use is minimal: when project teams disband, things are filed away and not maintained … Often the handover to the line at the end of the project is poor. And because projects are modular, they may just shift costs around the business rather than truly reduce them.

The Difference between ACM and BPM – Max J. Pucher

You can certainly put a lot of BPM governance bureaucracy in place to manage the analysis and design BEFORE execution and the monitoring and optimization AFTER execution, but what it really needs is that BOTH are moved INTO EXECUTION

On BPM and MDM – Ann All

In the case of BI and BPM, as companies automate their processes, they may also want to use real-time information from BI systems to kick off new processes. So when inventory levels fall below a certain amount, for example, a process to order more is triggered. This won’t work, however, if companies don’t have good quality data related to their inventories, and that’s where MDM comes in.

On Process Excellence Initiatives – Vinaykumar Mummigatti

Big-bang process excellence initiatives are being undertaken in many large enterprises. Usually these are driven by Six Sigma leaders, Operations team or Strategy teams. The goal is mainly to establish a linkage in cross functional business processes and derive a value chain. These initiatives are taken as one off activities and usually have time bound intensity. Usually these initiatives cover large number of processes and the goal is around establishing a baseline and not so much about transformation.

On Good Procceses – Steve Weissman

Good processes can go bad when there’s a flaw in the logic behind them – remember, like any computer, a workflow or BPM engine will do only what you tell it to do, not what you mean for it to do