On BPM and MDM (Master Data Management) – Frank Palermo
In some ways, MDM has always been a solution looking for a problem. MDM itself provides little value without an application front-end or business context. So I’m not sure whether the BPM guys finally admitted that it’s all about the data or whether the MDM guys finally woke up and found the problems they have been looking for. Maybe data has finally moved out of the back office and into the front office? In any case, the convergence seems like a match made in heaven.
On Normative BPM (nBPM) and Adaptive BPM (aBPM) – Frank Michael Kraft
They propose to define BPM as consisting of normative BPM (nBPM) and adaptive BPM (aBPM) from now on, where aBPM covers all the new requirements and capabilities that come with Adaptive Case Management. I am happy that this is perfectly in line of what I proposed here , where I already proposed the Term ABPM. It makes sense to define the “rest” of BPM with another term and I like the term normative BPM, I can agree to this. Both are tools in the toolbox that are used for the right purpose
On BPM, EA and Innovation – Neil Ward-Dutton
Rosemann’s contention is that in fact there is a set of tools that you can use, building on the principles of process management and architecture, that can deliver a real contribution to innovation efforts. Key to success, though, is about developing a level of “conscious competence” in delivering innovation-as-a-service. Too often, organisations have the goal of innovation, but the tools they use are simplistic or uninspiring: witness the lazy use of “brainstorming”. Rosemann contends that EA and BPM can both play a significant role in this concept of innovation-as-a-service.
On Process Management and Process Improvement – Scott Cleveland
I believe that if you are going to be committed to process management, you must also be committed to ongoing process improvement. In this scenario, processes will not be static, but constantly changing [hopefully improving]. I also believe that companies go through some process for improving processes. It is likely informal but it could be formal. I would suspect that there is also some process for implementing case management that could be made formal. You can design a process in such a way as to be able to adapt to ad hoc events. If an ad hoc event appears a few times, then maybe it should be formalized. This is all a part of process improvement.
On BPM Barriers – Kevin Feldhus
The biggest barrier is organizational management not even realizing there is a barrier and attempting to throw more bodies or technology at a problem they do not fully understand. Need to understand the business problem(s) then determine how BPM can help solve the problem(s) and contribute to the value of the organization.
On BPM Barriers – Jaisundar
The biggest barrier is not acknowledging the fact that the biggest barrier could be something other than technology, vendor, product, SI or that consultant or anything else outside the firm.”
On BPM and “IT Fail” – Theo Priestley
People. Process. Technology. More or less in that order. That’s why BPM is crucial. It exposes those holes with glaring clarity, shocks you with the facts. Forces you to rethink how you approach your business.