On BPM and Ambiguity – Scott Francis
BPM isn’t the first or last three-letter acronym to suffer from some ambiguity. (ERP anyone?) Ambiguity may in fact be the key correlation to long-term survival as a category, rather than the Achilles heel, as he and others feel it is.
On the BPM Message – Theodore Papailiou
The surprising point here is that in most cases, those with whom I met were overwhelmed and timid about BPM, which made me wonder: “Have we overcomplicated our message?” If you looked around the exhibit hall, the vendor booths were decked out with fancy acronyms and aggressive promises, all touting advanced, seemingly, futuristic and complex capabilities, so I think in some ways, in an effort to differentiate and highlight our technology capabilities as vendors, we confused the very basic message that BPM really is a management discipline. It’s how an organization gets work done.
On Process Improvement and Hype – Brad Power
Companies that practice process improvement have been victims of this hype cycle for decades. Fed by consultants, gurus, technology vendors, and academics, their enthusiasm for a particular process improvement method takes on a religious tone
On BPM in the Cloud – Matt Davies
The price point to enter BPM through the cloud is usually lower due to the “pay for use” subscription model. Also – customers can try BPM to see what it is all about and if it is right for them. Another advantage is that it is easier to orchestrate applications and data that reside in the cloud, so running BPM in the cloud makes processes more efficient.
On ACM and PCM (Production Case Management) – Keith Swenson
Production Case Management (PCM) is programmed by specially trained technical people (programmers) to produce a case management application. That application is deployed for use by knowledge workers to get their work done. The application offers collections of operations that the knowledge worker can decide to use or not use depending on the specifics of the case.
On Business Transformation – Sandy Kemsley
He (Max Pucher) maintains that you can’t start transforming your business with the process: you start with people, then planning, then programs, then projects and finally process. In understanding the systems of record, it’s important to start with business architecture to define objectives, map those to capabilities and end-to-end processes: the business language of process. Then, business information can be mapped to the underlying systems, and business transactions can be modeled as services against those systems
On Enterprise Social Platforms and Dynamic Case Management – Craig Le Clair
I think the killer combination is enterprise social platforms and dynamic case management. The former is a much discussed area today, and why not? …
Enterprise social serves goals like innovation, collaboration, and workforce productivity that few can argue with. Yet real productivity has to connect to core business processes and enterprise social has yet to do that. At the same time, growing interest in dynamic case management, to reform and transform processes, continues, with a growing interest in providing stronger human connection at scale — and this is where the two can help each other.
On Process Automation and Documentation – Gary Comerford
I think it’s important to understand where the market is at the moment. There are many tools out there to help document and automate, but if the end customer is more concerned with just seeing what they’ve already got (or want if they don’t like doing ’as-as’ documentation) rather than taking that documented state and doing something with it, then we have a different environment (and a different level of maturity) than if the market was interested in improving and automating their processes to gain efficiencies and ”synergies” (excuse the buzzword).