On BPM and Visibility – Bill Markmann
During the next break, he pulled me aside and said, “When you were saying managers can see how much work everyone is doing and how fast and all that… can we turn that off?” My response was along the lines of, “I mean… not really? Measurement of process and user activity metrics are one of the reasons companies invest in BPM. I guess you could probably bury them, but outright disable them? I don’t see why you’d want to…” As the last sentence was coming out of my mouth, the pieces fell into place. If his management could see his output rate and compare it to his colleagues, well — that probably meant a few less hours of Farmville for him every day
On BPM and Upgrades – Jason Sharp
Every so many years, vendors need to bite the bullet and perform their own architecture reinvention and rebuild–something quite disruptive and expensive to their software suite, but that buys them another 5 years of leadership or at least relevancy. When they ignore that need and kick that can downhill, their product suite falls behind in modern features, or gets weighed down with “bolted on” features or inelegant integrations with acquired products. Anyone who’s spent years in IT has seen this with ERP, CRM, middleware, app servers–all types of products, and BPM is no exception.
On Process Mining – Anne Rozina
In my past career, I had worked with several process improvement experts, and mostly we saw the use of techniques such as six sigma, lean, or traditional processes engineering methods being deployed, for both understanding and improving processes. When we compare that to process mining, the big difference we see is that process mining takes you to a whole new level of granularity in understanding how the process works and also understanding performance of resources who are assigned to that process. I think it truly helps you get to opportunities that are not found by using traditional means of process improvement.
On Integrated Case Management – Keith Swenson
We are seeing traditional case management, the integration then is an attempt to reach out of the normal boundaries. One example is integrating medical with mental health. Another is integrating emergency room with regular health care. Another is integrating social work, medical work, and other disciplines. Another is integrating across families.
On Business Process Truth – Connie Moore
far too many companies have multiple versions of the same process and no single version of the truth for the ideal process. Sometimes it’s the by-product of many acquisitions that catapult the company into new global markets or new lines of business; sometimes it’s the predictable end result from years of siloed thinking created by a highly decentralized organizational structure.