BPM Quotes of the week

On BPMN 2.0 – Thomas J. Olbrich

Open the champagne bottles, invite your neighbours over for a celebration because the glorious day has finally arrived: BPMN 2.0 is here – next stop THE CLOUD.

On BPM Readiness – Scott Francis

However, I’ll say this: you’re not ready for Sustainable BPM Change until you are. In other words, get to work. Figure it out. Start aligning your organization around BPM and the change it incurs. But if you put off BPM until you’re ready, you never will be. Show some leadership

On Process Intelligence – Beth Barling

As we see it, PI is about ensuring that an entire company is aligned towards its stated performance objectives by linking business strategy to day-to-day business execution, more effectively and more efficiently. PI isn’t a product you can buy off the shelf – it’s an organisational capability that requires a blend of new and existing tools for measuring, monitoring and managing your business

On Social BPM – Paul Mathiesen

Rainer and Selmin raise some valid points on the benefits of social BPM not least of which is how this approach can address the model-reality divide….but just how successful is this in practice and can these benefits be measured?

On ACM – Anatoly Belychook

ACM enthusiasts are doing the great job: they investigate the possibility of expanding the process management into previously inaccessible areas. Sincere thans for this!

On ACM – Keith Swenson

Many BPM experts start with an assumption that ACM should have BPM-like features, and then move on to conclude that ACM is really just a type of BPM. Those wanting to understand the subject should be wary.

On Enterprise Software – Phil Ayres

It seems to me that enterprise software has things easy when it comes to usability for end users. The natural assumption is that the software is complex, and that large companies will invest extra in training their workers to use a new system. The fact is that enterprise software is complex, but at a technical level. The problem is that the technical pieces of the software tend to show through the cracks in the user interface, leading to strange ways of working and difficult memory tests for end users as they try and remember what they have to do next to get their tasks done.

On BPM “Frankensteins” – David Almeida

In some cases, these brand name companies have acquired other workflow / BPM technologies and rebranded them (in order to gain fast entry into the BPM space). More often than not, the technologies that were purchased don’t always play well with the company’s existing set of technologies. The idea that you can “bolt on” BPM to an application server without a lot of hard work is ludicrous