BPM Quotes of the week

On Social Intranet – Scott Francis

Perhaps we are seeing the dawn of the social intranet. Twitter’s features (follow, status updates, search, etc) just make too much sense for corporations for these features to not show up in products targeted behind the firewall. But for “social” interaction to be useful, there has to be an organizing principle that makes it relevant.

On BPM and Governance – Andy Catts

Many of the best tools are rich with features and functions. But, this doesn’t mean you have to use them just because they’re available. Careful consideration should be given to what features/functions should be used and how they should be used to enable you to meet your objectives. This should in turn result in documented policies, standards and best practices.

On BPM Benefits – Phil Ayres

the biggest benefit from BPM they have in common is the opportunity to make changes to the business. A BPM project gives people an impetus to find new ways to work better, and BPM tools and methodologies just facilitate those thought processes to become reality.

On BPM ROI – Scott Cleveland

Unable to demonstrate a compelling business case – Every return on investment analysis that I have performed shows that BPM can pay for itself within a year. I contend that not enough time has been spent to analyze the financial benefits.

On Process Frameworks – Mike Gammage

It’s amazingly rare that an organization has a single source of truth about process that is delivered to the user’s desktop as something useful , as well as providing the framework that is leveraged by all the process stakeholders.

On BPM Skills – Max J. Pucher

Because the BPMS skills are expensive and rare they are mostly provided by outside consultants. In effect that means that once the processes are implemented the people who know and understand them move on, leaving the business with unskilled workers and killing the ability to improve or innovate. This is the worst possible business proposition I can think of.

On BPM and CEP – Prakash Rajbhoj

SOA functions and BPM provide business processes which mostly react to the user requests. It’s not a mandate of SOA to identify trends and patterns across these requests and then proactively take action to benefit from these trends or avoid any unusual happenings. SOA & BPM does not proactively identify suspicious happenings across tens of thousands of these invocations. This is precisely where Compex Event Processing (CEP) comes into picture and brings the benefits of being a watchdog which can sense new situations and abnormalities and respond to these.

On BPM and ACM – Jacob Ukelson

Models as we know them in BPM won’t exist in ACM, which will replace models with guidelines, guardrails and best practices. These provide valuable information for knowledge workers as they work through a process. Here, too, radical simplicity must be employed. Checklists and process visibility will take the place of BPM (or other more complex modeling techniques) for ACM

On Business Processes – Neil Ward-Dutton

The vast majority of knowledge work, for example, has some degree of ‘process-ness’ – but it’s also dynamic – ad hoc even. Other work is more readily subjectable to standardisation, but too ‘simple’ to warrant tackling with a comparatively expensive suite of specialised tools. These kinds of work fall outside the scope of specialised BPM tools: if they’re supported with IT at all, the tools used are spreadsheets and email systems