On Social BPM – Stuart Chandler
With such emerging trends all set to revolutionize business processes, I feel the greatest impact on how we ‘do’ our BPM is yet to be unleashed. With customer interactions transcending business boundaries and realigning the way businesses think and act, social BPM is BPM’s opportunity to brace itself for today’s increasingly ‘social’ world
On Social BPMN – Marco Brambilla
However, no appropriate notation has been devised for specifying social aspects within business process models. We propose a first attempt towards the extension of business process notations with social features. In particular, we devise an extension of the BPMN notation for capturing social requirements. Such extension does not alter the semantics of the language: it includes a set of new event types and task types, together with some annotation for the pool/lane levels. It actually exploits the extensibility features of BPMN 2.0
On BPM First Projects – David Brakoniecki
In my experience, successful first-time BPM projects more commonly start with a business problem with no obvious cost-effective technology solution. In other words, a business comes to BPM because they have a project rather than going to find a project because they have a BPMS.
On BPM and Improving – Chris Taylor
O’Neill could have been a BPM expert when he said “A man’s work is in danger of deteriorating when he thinks he has found the one best formula for doing it. If he thinks that, he is likely to feel that all he needs is merely to go on repeating himself…so long as a person is searching for better ways of doing his work, he is fairly safe.” He was a Nobel laureate in Literature and, we can agree, pretty insightful.
On BPM Connectivity – Andrew Smith
When looking at BPM (Business Process Management) solutions, or talking about BPM the concept, many of us think of how it relates to actual business processes or business goals, cases, targets etc. This is the main aim of BPM, to address how a business achieves a goal or carries out “work”, agreed? Ok, but my observation is, Is this right? Does the term BPM limit our thinking in real sense?
On Process Mining – Anne Rozinat
So, in my view process invisibility is a major driver for process mining. For example: People are not following the work instructions (because they don’t suit them or because they are not trained well) and nobody is aware of it, Nobody has an overview about the end-to-end process with all its variations, Performance and quality problems appear on the surface (complaints by the customer) but it’s unclear where these problems stem from.