On BPM, ACM and ECM – Sandy Kemsley
There was a question about why BPM didn’t appear in the ECM portfolio diagram, and Clayton stated that “BPM is now considered part of Case Manager”. Unlike the BPM vendors who think of ACM as a part of BPM, I think that she’s right: BPM (that is, structured process management that you would do with IBM FileNet BPM) is a functionality within ACM, not the other way around.
On BPM and Management – Paul Lewis
Management must not only be positive, supportive, and passionate about the BPM system and workflow(s), but also communicate early and often with the user base to explain exactly why the organization has implemented this initiative. By clearly articulating the benefits of the workflow and how it will help the organization and specific departments meet strategic business objectives, employees will recognize that their time invested in training and familiarizing themselves with the system will not be wasted. Upon hearing and experiencing how the workflow is going to help individuals perform their job and yield personal advantages, users will be more likely to embrace and support the implementation project.
On BPM and Metrics – Sandra Moran
One of the best ways to illustrate the value of BPM is to set clear metrics that define the success of your implementation. By measuring each of your BPM projects, you can communicate and demonstrate the value of BPM to other departments who have yet to automate their specific business processes using BPM.
On Projects and ROI – Michiko Diby
The return on investment (ROI) is the point. Until the project completes successfully, everything done on the project is unrealized value and wasted investment.
On BPM and Development – Jacob Ukelson
What I think surprised me most is how little BPM is used by most development and IT shops for their own use. Even when a truly structured IT process is being implemented (like deploying an application into production) – the tools are never based on BPM suites. The only time I see BPM suites being used is when there is an IT management decision to take a more process oriented approach to certain business applications. In that case a BPM team is created and they implement certain processes – it never seems to leak much into the broader IT domain. It also seems to be used mostly in the context of business application built by enterprise IT departments.
On ACM and Organisational Culture – Keith Swenson
ACM enables large organizations to fail and innovate faster by ensuring that gained knowledge becomes transparent and reusable without needing a bureaucracy. Not all companies have such a culture, in fact I might suggest that few companies have such a culture. Lack of such culture is the biggest barriers to adoption of ACM. Office workers in most companies are inefficient, but all their mistakes are hidden, which they believe that is critical for continued employment. Taking up ACM means that their mistakes will be far more visible than before.