BPM Quotes of the week

On Case Management and Ad Hock – Emily Burns

Essentially, you want to prevent your people from getting into the business of re-inventing wheels. A new piece of ad hoc work is only truly new once. The next time that situation is encountered you want to be able to apply the “institutional memory” that gives the user who encounters it whatever guidance is available for how to address it. This is why “design by doing” is so important. If you don’t have the ability to do this, then your application doesn’t get any smarter, even though the expertise exists within your operation to make it so.

On Social BPM – Chris Taylor

The ‘idea on a napkin’ at lunch, the whiteboard, and PowerPoint have been our tools for social BPM but the audience was always a select few and the feedback loop was very constricted. Just as BPM is recognized to require a systematic approach, the collaboration and sharing of BPM content must also be systematic for a platform to be accepted and therefore, useful. Any system that doesn’t capture the end-user’s attention and gain their trust (and feedback) will quickly fail.

On Social BPM – Brian Reale

Let me try to sum it up. If social=data, and data is process specific, then BPM Software as a tool will have a difficult time taking center stage. Rather, it is the apps built on a particular BPM software that will get all the glory.

On BPMN Training – Bruce Silver

Rather than pay me for the classes I did last year, those weasels at Brainstorm/BPMInstitute have just now swapped in their own instructor and are trying to pass it off as the same class I have been giving for the past four years. I’ll get the money eventually – that’s what lawyers are for – but if you want the real training, don’t be fooled by the BPMInstitute bait-and-switch.

On BPM and Process Risk – Thomas J. Olbrich

Just as some have come to regard business process management as a form of value management it is just as important to understand the risk management issues of processes. Becoming aware of process risks is the first step to developing an effective process management strategy.

On BPM and Project Management – Sanooj Kutty

Traditional Project Management practices cover the 3 pillars of any project – Scope, Time and Budget. But, BPM requires more than these and includes a fourth and possibly the most difficult of them all to manage – Effort.

On BPM and Big Vendors – Scott Francis

These big vendors announce initiatives all the time – and it always involves hundreds of people in the press release. I wouldn’t hold my breath – I’ll just wait for the success stories to show up in blogs and analyst coverage. I’d venture that most of these firms won’t pick up the right BPM DNA unless they acquire a boutique BPM firm to get it

On BPM and Small Businesses – Phil Ayres

In many cases, a process incorporates a grand total of one employee and a customer. A checklist is a more effective process management tool than a formal workflow, and managing information, data and documents with minimal hassle is a much bigger issue.

On BPM and Love – Evan McDonnell

Vibrant, fast-growing financial shared-services center for a multi-billion dollar company seeks Business Process Management Software (BPM) solution to track and manage exceptions to common accounting operations processes such as month-end close, deductions management in accounts receivables, and mismatches in accounts payable