On Process Improvement – Mark Cotgrove
Let me spell it out: there is no point in trying to improve process unless you standardize first. In order to standardize you must have a process platform to allow you to do that. It needs to make working through process part of people’s day jobs otherwise the standardization you want won’t happen. And I don’t mean the output from a technical BPA tool or Powerpoint exported to your intranet; we all know that doesn’t work.
On BPMN vs EPC – Ivo Velitchkov
BPMN features over a hundred modelling constructs. Most of them are sub-types of the three main flow elements. They are primarily focused on describing workflow and collaboration. As it can be expected, BPMN has much more expressive than EPC in these two areas. The control flow elements of EPC are only five.
There are different ways (and viewpoints) to measure the expressive power of modelling languages. One of them is by workflow pattern analysis, another by ontology-based analysis and yet another by measuring the ability to integrate different aspects of Enterprise Architecture.
On Process Manifesto – Jacob Ukelson
It is interesting that the “Agile Manefesto” was created as a response to the existing “best practice” – for software development, just as ACM emerged from the process community. The “Agile Manifesto” was created by developers, not customers or analysts. I think it is time for the process community to create a “Process Manifesto”.
On BPM and Agile – Jaisundar
And so, implementing BPM by itself does not automatically make a firm agile. It calls for concerted effort in allowing technology to become an extension of that mindset. That is why the choice of tool is important and that is why during process design it is crucial to involve the right people.
On BPM Audiences – Tony Baer
The irony is that BPM has long been positioned as the business stakeholder’s path to application development, with the implication that a modeling/development environment that uses the terms of business process rather than programmatic commands should appeal to a higher audience. The drawback is that to get there, most BPM tools relied on proprietary languages that limited use to… you guessed it… a narrow cadre of business process architects.
On Process Excellence – Mike Gammage
And an extraordinary number of senior people talk about process excellence and process maturity but don’t see it as problem that in fact their processes are in a myriad fragments – overlapping, conflicting, in a variety of formats, ungoverned, scattered across their organization – and often unconnected with people doing real work