On BPM and Business Commitment – Sanooj Kutty
My struggle with exercising is similar to a business deploying BPM as a discipline. Just as I need to find that commitment and effort to get on that treadmill and sweat it out, businesses need to find itself committed and make that effort. It’s not easy, but, it’s not impossible either.
On BPM and Cloud Computing – Ben Farrell
Cloud computing is an inevitability for federal IT, and BPM software is vital to the future of government procurement strategy. Both represent a win for public servants trying to deliver the best services they can. Both are a win for taxpayers in removing significant bloat from federal operations. Hard to beat that combination.
On BPM and Social Media – Jaisundar
From a BPM perspective, we have ourselves been talking about various approaches to integrating Social Media into our process execution – not because it is a must-do according to some hype-cycle, but because of the natural synergies we see in fusing Social Media & Networking paradigms to achieve more effective employee collaboration and therefore employee empowerment and effectiveness.
On Enterprise Challenges – Keith Swenson
What we need is for organizations to have enough confidence that they will be solving problems instead of creating them. The technology is critically important for solving one of the largest and longest standing challenges that organizations face. Lou Platt nails the description of this problem with this quote: “If only HP knew what HP knows, we would be three times more productive.” That is essentially it.
On BPM and Management Control – Sandy Kemsley
Control no longer means that management dictates every action that every employee takes, but rather that appropriate levels of control are given to everyone so that they can control their environment and make it most effective for their tasks at hand.
On BPM Trends – Michele Cantara (via Elise Olding)
Business process management continues to grow in popularity because it offers major business performance improvement advantages. Success in the adoption of BPM is heavily dependent on the ability to tackle people, process, and technology issues at the same time. These organizations are excellent examples of knowing how to apply organization and change management disciplines and appropriate BPM technologies at different levels of BPM maturity. Each of these companies saw significant contributions to business outcomes, based on their use of BPM.
On Process and People – Jon G Ryder
Process may be well conceived, designed and built and the technology may well be great, but the one factor I hear very little mention of in all the BPM ‘chatter’, is the word PEOPLE. I would strongly suggest that the absolute key to a BPM project’s success is understanding, appreciating and considering the very people involved in the process.
On Limitations of BPM – Tom Baeyens
The limitation with workflows and BPM processes is that they are fixed. That’s good for complex processes that are well understood and have a high frequency. Typical examples are handling insurance claims and expense notes. Of course, not all work done in organizations is of this nature
On BPMN2 – Scott Francis
Interchange does not yet work to the satisfaction of technical users, let alone business users. If the salesmen of large software companies are saying this they’re mistaken. Some tools can export their own models to “BPMN2″ and import that same BPMN2 export back in. This is not the same as importing the model from a third-party tool.
On Process as a Business Asset – Mike Gammage
But many other organizations are astonishingly negligent in how they manage process. They treat process as a consumable, a necessary overhead. From their perspective, it doesn’t matter if process is fragmented or incomplete, or duplicated and inconsistent, or in different tools and formats, or sustainably managed beyond the end of the project. They don’t recognize process as a business asset.
On BPM and Case Management – Ashish Bhagwat
Some may argue and say Case Management is indeed different from process management, but that’s not the point. The point is that there are different styles of processes, and the techniques to handle those will have to differ. And all will continue to exist.
On BPM and Business Rules – John Reynolds
Processes almost always include decisions that guide the specific activities that are performed (or who performs them)… and the rules that govern your business often instigate a new process or influence the execution of a running process. You really never have one without the other.