BPM Quotes of the week

On BPM Maturity – Elise Olding

Gartner is seeing process/BPM as continuing to move up in maturity. In the more advanced levels (4 and 5 on Gartner ITScore model) process takes a seat at the strategy table, delivering on the concept of “processes as assets of the enterprise.” Some leading companies are already planning for this.

On BPM ROI – Neil Ward-Dutton

Think beyond automation: don’t assume that you need to automate processes to get benefits from BPM. Yes, if you use a BPM toolset to create process applications that help automate some process work, that might drive significant benefits: but there are many good examples of organisations that have achieved significant benefits from BPM work without doing any process automation at all

On BPM and ACM – Scott Francis

My advice to ACM advocates – don’t worry about purity of your arguments and methodology, just be pragmatic. If people think that all work fits into an overall structure (largely an argument about abstraction and organization – an IT argument), then explain that ACM may help address those parts of the work/process that can’t be easily structured, and explain how it can augment a structured approach. Don’t worry about which fundamental principle of work is supreme.

On ACM and root cause analysis – Jacob Ukelson

ACM can be very useful in streamlining and managing root cause analysis as an unstructured process, managing the communication and the documentation collected – perhaps even providing pointers based on how similar problems were solved (who got involved, documents collected). But, optimizing the process – I guess I don’t even understand the question…

On BPM and Control – Jaisundar

BPM should be about exercising and asserting your firms business priorities, along its lines of control. Especially lines at the top and the bottom

On Problem Architects – Ian Louw

Introducing a Problem Architect, aka a Business Architect, early in projects is a good way to establish the scope and focus of the problem to be solved. It’s non-invasive to the business users because everyone can agree upon the problem at hand and it’s complementary to IT because it helps mitigate the risk of guessing what the real problem is.

On Process Owners – Mike Gammage

But ultimately every organization will surely be looking for a platform that gives line of sight between strategy and operational reality; that can enable effective collaboration across the enterprise, providing a single source of truth on process but with different views for the different stakeholders; that is made real by end user adoption; and that is wrapped within a single robust governance framework.

On Process and Governance – Sanooj Kutty

Governance doesn’t need much explanation from myself. Enron has made it more popular than my humble blog can ever dream to. However, being ethical definitely helps run better businesses and more managed processes. After all, you don’t run your business to execute fraud and abuse. If at all, you would have processes to prevent them.

On BPM and SharePoint – Jon Ryder

The document goes on to say, “SharePoint provides strong capabilities to support the Portal and Collaboration as well as Content Management requirements, but it runs out of steam in the wider Business Process domain.”…and Forrester in a paper entitled ‘SharePoint and BPM – Finding the sweet spot’ observed that, “Out of the box, SharePoint processes are simple, so you can’t create seamless business process without a lot of custom coding.”