On BPM Gurus and Visio Therapists – Emiel Kelly
It means that the organization has a process center of excellence with 20 specialists who or modelling all the organizations’ processes (in BPMN) and publishing these on the intranet. They call themselves visio-therapists and they write down a lot of process improvement ideas on the walls based on all kind of academic research and process simulations. Of course they are coached by a self proclaimed bpm guru.
On BPM and Dark Processes – Gary Comerford
Get your users into a room, start to ask them what they do. Work through the details until you understand the points at which the current process breaks down. Sure, it’ll take a while, and probably cost you a fair amount of money. But compare that with the amount of money you’re losing by having the processes there in the first pace and you’ll understand the importance of doing this.
On BPM and Involvement – Theo Priestley
The point is to look at things laterally rather than vertically, drop the functional silo approach to process and think horizontal not hierarchical. Whether you use a strong discipline and approach to BPM or leverage a BPMS to enable you further shouldn’t matter, but what should matter is how you socialise the way you conduct process management and improvement. To socialise is to involve
On BPM and Social – Matt Calkins
The applications that make up your business are full of events, and some of those events demand interaction and so, ideally, what we should be doing is taking those events, exposing them to the right people and facilitating the necessary interaction right there. Simply adding a social networking overlay to your existing BPM isn’t enough, said Calkins, adding, “you can write social in a garage in a month.
On BPMN and ACM – Bruce Silver
In a BPMS, this centralized knowledge is physically realized in a process engine that not only knows the next step but actually directs the instance there. BPMN’s term for this explicit and centralized process logic is orchestration. A BPMN process is, by definition, an orchestration. This the main reason why BPMN, by itself, is unsuited for ACM.
On BPM and Innovation – Connie Moore
Forrester defines innovation as: The transformation of a business process, market offering, or business model to boost value and impact for the enterprise, customers, or partners.