On BPM without hearing BPM – Craig Leppan
I sat next to a seasoned strategic IT executive at dinner, who revealed that at her latest engagement at a well known telco, she had disguised process mapping to the CEO as user training. Devious or Briliant?
On BPM and C Level – Nicholas Kitson
Firstly, 82% of our survey respondents say BPM should be a C-Level concern. In organizations where this is the case, processes tend to be mature. So there’s a clear link between CxO involvement with BPM and improved performance, both of processes and of the organization as a whole.
On Process Discovery – Neil Ward-Dutton
the value of process discovery workshops is only partly about process discovery! In actuality, when BPM projects work really well, it’s often because early on in these projects groups of front-line workers, technologists, managers and others sit down together to try and thrash out what exactly the ‘big picture’ of their work looks like. The tangible outcome is hopefully an agreed view of how work gets done, which bits are important and why; but the intangible outcome is that these people have all started to buy into the process of change, and are primed to act as ‘change champions’ as the project proceeds.
On BPM and ROI – Anatoly Belychook
We know that every business problem is related to certain business process. We have methodology to identify, analyze and optimize a business process, we have the right tool – BPM Suite, we know how to implement continuous improvement of business processes.
On BPMN and Validation – Bruce Silver
I fantasize about the day when process model validation can be 99% automated – BPMN spec errors and all Method and Style errors, including those requiring dynamic analysis and grammar rules, are not only identified but (if the user accepts) automatically corrected in the tool.
On Social BPM – Keith Swenson
I really think the key provision of Social BPM is to allow people to leverage their personal, self managed network connections in assigning tasks in a process. Network connections are like “roles” but goes one better because everyone can manage their own network connections, and this makes the BPM more powerful.
On BPM and Internal Champions – Scott Cleveland
BPM projects begin with the internal Champion. The Champion engages the stakeholders and locks in management support. The Champion sets up manageable goals, addresses blind spots and has a plan for analytics. The Champion makes sure that the solution incorporates the key values and principles of the company–those that differentiate it from its competitors.