BPMInstitute.org

BPMS Watch: Make Way for BPM 2.0

Author(s):

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Two or three years ago, when I began speaking at BrainStorm BPM conferences, I coined the term “BPM 2.0” to refer to new tools that allowed “process without programming.” That technology, featuring integration adapters that could introspect enterprise information systems and turn them magically into “services” ready for orchestration in a business process, was the beginning of the convergence of SOA and BPM. Looking back now, however, I think a better term might have been BPM 1.1, or “integration without programming.” Today it’s safe to say that not everyone i

Getting Started: How to Increase the Odds of Initial Success

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Many organizations are looking to business process management (BPM) solutions to improve organizational effectiveness through the enablement of key process improvements.

Case Study: Improve Business Performance with BPM

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Peter Falk has been a systems engineer in varying capacities with Wells Fargo since 1997. Falk has acted as the project manager and technical lead on several large outsourcing projects and on large and small-scale application upgrades. He currently manages a team of engineers who supports the document management group as well as other assorted applications in use at Wells Fargo’s Employee Service Center in Phoenix.

Wells Fargo is a diversified financial services company encompassing a collection of acquired financial institutions.

Business Process Management: Why Do You Model?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The first question most executives ask when I explain how we organize an improvement project is along the lines of “can we skip the process modeling?” They either believe all the processes have already been modeled or they know their employees are saturated from all the modeling or other consulting efforts. The reality is that I rarely find off the shelf materials (process and metrics models) that I can use without significant rework. In this article I want to make a case to model less, not more. Let’s start with why you model.

Modeling for the purpose of modeling.

Intent-Driven Customer Processes: The Next Evolution in CRM

Speaker(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Organizations are working to streamline and improve their customer interaction processes in order to become closer to their customers. However, the best possible action in any interaction is dynamic and based on the changing needs of both the customer and the organization.

BPM Features Important to a Process Owner

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Are you a Process Manager/Operations Manager? Are you looking for BPM software that lets you depict your process visually and also allows you to modify the process in real time without any coding effort? To take full control and ownership of your business process look for this list of features from your BPM software.

Process Modeler

Mining Rules From Code: Plan It Well

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

In a past BR Bulletin, the article “Business Rule Mining: Reasonable or Lunacy” presented how to determine if business rule mining would help your project. Each organization is faced with numerous legacy applications that have become “black boxes.” Business rule mining is a systematic approach of extracting essential intellectual business content (business rules) from packaged or legacy software, recasting them in natural language, and storing them in a source rule repository for further analysis or forward engineering.

The Future of BPM

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Business Process Management offers the ability to improve business processes significantly..

The same technology that supports BPM also can be used to implement composite applications and service-oriented architecture. Vollmer explores these additional capabilities and shows how they are changing the business landscape.

BPEL4People Revisited

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The world of BPMS is divided into BPEL-lovers and BPEL-haters, and the thing that BPEL-haters seem to hate most is that even the not-yet-final 2.0 version of the OASIS standard “excludes” human tasks. How can you have a “business process” execution language that cannot accommodate human-performed activities? “Out of scope”?! Are you kidding?

Of course, if you’re a BPEL vendor interested in selling to the BPM market, you have to integrate human tasks somehow, and they all do already. It’s just that they all do it slightly differently.

The world of BPMS is divided into BPEL-lovers and BPEL-haters, and the thing that BPEL-haters seem to hate most is that even the not-yet-final 2.0 version of the OASIS standard “excludes” human tasks. How can you have a “business process” execution language that cannot accommodate human-performed activities? “Out of scope”?! Are you kidding?

SOA Requires Organizational Change

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

I recently have been working on service-oriented architecture (SOA) models for various clients. Doing this, I have noticed that the models are fairly technical and mostly rudimentary.