Process Quotes of the week

On CIOs and Process Management – Jacob Ukelson

Process management – since IT touches almost every business process, the CIO is really the only person that could understand how the business actually runs. By taking a process oriented view of how IT supports the business a CIO could create real value for the company. There are quite a few process management related technologies that could be relevant, and process management should certainly be on the short list of initiatives for any CIO that wants to be CEO.

On ACM and BPMN – Frank Michael Kraft

On the one hand I understand the request of people to extend BPMN with modeling elements for ACM, because BPMN is what they know and people tend to love what they know. And this is a good thing! And even BPMN 2.0 is quite fresh on the market. Adaptive Case Management is a completely different kind of process management. There are no two phases, but only one: Modeling and execution at the same time. It is MUCH MORE flexible than BPMN

On Process Optimization – Max J. Pucher

For effectiveness you need to allow processes to be improved by the people who perform them. That is additionally the most natural and efficient approach to optimization. Governance should at most define the high-level Business Architecture and ontology to reduce ambiguity but not nail down low-level processes. As I posted recently: “Let’s face it, orthodox process flowcharting won’t survive the social and mobile revolution.” I am going to stick with that prediction.

On Case and Process – John Reynolds

So where does this distinction between Case and Process leave the BPM Programmer? Are BPM skills irrelevant in the new world of Dynamic Case Management and Social Process? Are the BPM Programmer’s skills doomed for irrelevance every few years just as the skills of System Programmers (C begat C++ begat Java begat Ruby etc.)? Will BPM Programmers disappear into the mists of interesting but irrelevant oddities of the past?

On Process Maturity – Mike Gammage

But paying attention to the As-Is processes helps in other important ways too. It can expose gaps, overlaps and inconsistencies that were overlooked because the organization’s focus has been on heroic fire-fighting. It reveals connections and hidden dependencies. Often it throws up new ideas for the future state, and highlights issues that will be need to be addressed in the transition* . It grounds the definition of the To-Be processes