On the Ethics of BPM – Keith Swenson
It is all a bunch of hogwash. Job functions are continuously change. A company with X dollars of income, should support Y number of employees. But those employees need to produce more and more things, and BPM is one technology that helps them do so. Those employees need to continually redefining what they do for the company. If they insist on remaining buggy whip makers, then they will be out of a job.
On BPM and Job losses – Sandy Kemsley
I have often seen job losses tied to BPM implementations. Usually, however, the job losses are not a byproduct, but rather the job losses have been mandated by management, and a BPM implementation is how the business manages to still work with less people.
On Exceptions – Ann All
Exceptions are the enemy of any process-improvement effort, since such efforts invariably involve standardizing processes when and where possible. That’s one of the reasons why it’s so hard to sell business people on the IT Infrastructure Library (ITIL) and other IT service management frameworks.
On BPM and Risk Management – Jeff Bruckner
Modern business is in the midst of learning hard lessons on risk, i.e. BP Deepwater Horizon, naked Credit Default Swaps, and more than $63 billion in failed US technology projects. Each of these disasters caused billions of dollars in value destruction, yet each of them had competent risk managers that did their jobs properly. Each had compliance systems, regulators, and oversight mechanisms expressly designed to mitigate risk. So what went wrong?
On Rear mirror BPM – Phil Ayres
Attempting to manage a business, supervise minute-by-minute trading and review brokers’ activities is hard enough, but its made even more challenging by the fact that many firms still attempt to do this by the human study of exception reports.
On BPM and human involvement – Scott Francis
I think BPM and process improvement proponents need to take a more positive view of human involvement in their processes. It isn’t all about raw efficiency or cold accuracy.
On BPM and ERP – Sripathi Bhat Neelavar
Many BPM tools and systems have evolved with the objective of leveraging existing investments in ERP systems, where the bulk of the core IT processing is being handled. BPM tools are expected to make ERP more agile by plugging gaps in human interaction and workflow process in enterprise IT systems.
On BPM vs Custom Development – E. Scott Menter
Thus, the real leverage of BPM is found in its ability to combine proprietary processes and data with off-the-shelf applications. However, that leverage is weakened considerably if the BPM solution itself requires custom programming, and all the overhead that goes along with it.
On Explaining BPM – Chris Haase
The reoccurring issue I find when I talk to customers and prospects is that BPM is an acronym that virtually nobody can explain or define in such a way that “clicks”. I’m not saying people have not tried to define it and made some worthy efforts; rather even with the best of efforts 99% of subjects are still baffled. Moreover, out of the hundreds of customers I’ve visited not one of them has called me up and said, “Hey Chris, let’s get some BPM”.