Since the emergence of Business Process Management (BPM), organisations adopting it have had a wide variety of experiences – some successful and others less so. Some would argue that because BPM is so amorphous that any project is considered to be analogous to ‘boiling the ocean’ and therefore the outcomes may vary from exceptionally successful to, in some cases, disastrous.
Typical challenges that often cause concerns during a BPM initiative include:
Focus on automation supersedes process excellence and continuous improvement
Complex transformation programs end up in failures, as the business scope is not prioritised and the program roadmap not defined in advance
Traditional Waterfall business requirements & process analysis phase takes an average of 6 – 9 months with no results to show in production for at least a year and as a result, business sponsors often get disillusioned with BPM
Lack of alignment between the investments across business strategy, process improvement and automation activities
As to be expected, the book is tutorial in structure and many demonstrations for creating Validation Rules, writing ShapeSheet formulae etc. The example code for these are all included and therefore is great for those who ‘learn by doing’ making the practical and immediately deployable examples very useful.
Download a free copy of Chapter 2 – Understanding the Microsoft Visio Object Model
There has been a lot of talk in the press recently about SOA and BPM and convergence. In a recent article from Joe McKendrick entitled ‘Will vendors finally force SOA and BPM to mingle?‘ the following observation was made wrt BPM and SOA convergence:
It may take time for the SOA and BPM worlds to come together anyway. It’s like the separate Francophone and Anglophone cultures that exist in Canada; the Scotts, Welsh, English, and Irish in the UK; the Flemish and Francophones in Belgium; or the residents of North and South New Jersey. They’ll all agree to exist under one roof, but that’s about it — they still want their own ways of doing things.
As a result, I thought it may be useful to share some of my resources on SOA and BPM….
Gartner who have made 2 complimentary BPM webinars available:
Using BPM to Survive, Thrive and Capitalize in a Turbulent Economy
I have worked with various organisations to implement BPM solutions at both Enterprise and Departmental levels. A common challenge that I often come across is that both Business and IT don’t always understand how to apply itterative development approaches to support a BPM implementation.
As practitioners, I find we tend to take these types of approaches for granted but customers often need some education, especially if they have not used anything but Waterfall. The most common issue I find with Waterfall is that it instills a mind set of “Big Bang” project/solution delivery i.e. ‘know it all the build it and finally test it all’.
With greater pressure on both Buisness and IT to show value and returns quicker and more consistently, itterative approaches have demonstrated their value with much better ROI and a lower unsuccessful implementation risk ratio, especially if an organisation is new to BPM.
Various itterative approaches exist and the more commonly known one in my experience is SCRUM, XP, Agile and RUP. To help educate novices what its all about I thought the following resources may be useful.
Ken Schwaber co-developed the Agile process, Scrum. He is a founder of the Agile Alliance and Scrum Alliance, and signatory to the Agile Manifesto. Ken has been a software developer for over thirty years. He is an active advocate and evangelist for Agile processes.
I attended an online conference at which some of the leading BPM vendors presented their BPM vision and capabilities. Very sales focussed so may not be worth the effort if you are familiar with BPM and the products.