Posted by: Adam Deane | 20/08/2011

BPM Quotes of the week

On BPM and Frameworks – Chris Taylor

My favorite quote from the head of the Business Process Center of Excellence at UPS, Dawson Wood, “it is hard to find tunnels when you’re busy building towers. One of the fastest ways to accelerate tunnel building is to adopt frameworks that allow the end-to-end realities of the value chain to become visible and actionable.

On BPM and Frameworks – Doug Turner

The benefits of using frameworks, and really of any type of rule reuse efficiencies, is so that the rule only has to be maintained in one location, and should the need arise, modifying it in that one place will automatically let all the applications built on top of it pick up the new changes without additional code changes. This should ultimately reduce development and testing time, improve speed to market, and ensure consistent code is shared where it should be, easily maintained over time

On Processes and Frameworks – Ann All

Trying to tackle too many ITIL processes at once implies an excess of zeal. While that may be a problem for some organizations, I suspect many more have trouble mustering much enthusiasm for ITIL, especially among business folks who don’t understand how it can be used to improve overall business performance

On BPM and Patterns – Anatoly Belychook

Pattern is a typical process fragment common to a number of real world processes. And the matching word for a pattern is recognition. With an adequate training and some practice, a process analyst just sees familiar patterns in the process task he is working on. And this way, he or she gets the results much faster and they’re less error prone because they are based on proven fragments or patterns.

On BPM and Building Blocks – Alexander Samarin

The best example of executable models is executable business processes. Any business process is a relationship between many artefacts: who (roles) is doing what (business objects), when (business events), why (business rules), how (business activities or other processes) and with which results (KPIs).

On BPM and Visibility – Sandra Moran

For most organizations, it isn’t until they have delivered an initial BPM project that they can truly see their organization’s capabilities and where they can continue to make improvements. Once your processes are deployed through BPM you have the ability to understand the interrelationships within your processes to identify the right redundancies, discover process gaps and uncover underutilized systems. Instead of cutting resources you can make smart decisions that positively impact performance, profitability and customer experience, while promoting employee satisfaction.

On BPM and AI – Jim Sinur

Processes must do better than depend on process participants and managers to catch when critical, important and interesting events are occurring during the execution of process instances across a process. Processes should notify and potentially fix issues automatically

On Social BPM – Sid Nazareth

So why does Social BPM work, besides the intuitive interface? The biggest reason is that, unlike consumer social collaboration tools like Facebook, Social BPM doesn’t rely on people to post the important information. Instead, Social BPM obtains most of its critical data by integrating with running processes already being managed by your BPM software platform.


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