Posted by: Adam Deane | 30/07/2011

BPM Quotes of the week

On BPM and the End-User – Sid Nazareth

It is a truism that for every person in an organization that cares about enterprise software there are nine people that care a lot less. This silent majority is often referred to as the ‘end user’ or ‘business user’ community. These are the folks that just want to get their work done in the least burdensome manner. They don’t care much (if at all) about what the underlying technology is

On BPM and Top Down – Tom Baeyens

I think the top down aspect that aims at top down business process modeling the orchestration is ready for the scrapyard. Let’s get rid of the BPM promise that business agility can be obtained by purchasing a BPM system. And let’s recycle those bits and enhance case management with that expertise. By default people should be able to collaborate in an ad-hoc fashion. And when people spot repetitive patterns, everyone should be able to create their own small process flows for simplifying their own work.

On BPM Implementation – Ian Louw

Since the emergence of Business Process Management (BPM), organisations adopting it have had a wide variety of experiences – some successful and others less so. Some would argue that because BPM is so amorphous that any project is considered to be analogous to ‘boiling the ocean’ and therefore the outcomes may vary from exceptionally successful to, in some cases, disastrous.

On BPM Perspectives – Anatoly Belychook

It’s no secret that different people call BPM very different things. Some people call BPM the good old reengineering with its «as-is» and «to-be», others put BPM label on documenting business processes and/or quality management initiatives, the third believe that business process automation within ERP is BPM too, the fourth equate BPM with BPMS purchasing and implementation, fifth do BPM with ECM-embedded workflow, etc.

On BPM Project Failures – Law Tien Soon

The next time if you heard about a similar case, don’t jump the gun to whack on the product mentioned. Most of the time, it’s not an issue with the choice of technology at all! Not just in the BPM implementation, but practically any other IT project – technology is not the primary reason leading to project failure

On the BPM Market – Scott Francis

Speaking as another private company, I’m not sure we want to release revenue numbers publicly either. But then, I’m not sure anyone is trying to extrapolate from our numbers to determine if the BPM market is healthy or not. Directionally, things are good for services firms across several vendors.

On Mobile BPM – Jacob Ukelson

Access is nice, but since so many BPM implementations fall down on the ease of use part, mobile access won’t make that big a difference – unless process designers start giving a lot of thought to usability and GUI design in general (which they don’t) and then specifically for a mobile form factor. Until that happens – the ability to use a web front end (which has been around for a while) is just as useful.

On BPM and the God Complex – Max J. Pucher

People who do BPM as a fully blown methodology to turn a business into a predictable entity suffer from what economist Tim Harford calls ‘The God Complex’. They arrogantly think that they have it all under control and that innovation can be encoded into processes.


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