Category Archives: BPM

business process management

ING Turkey’s journey to becoming a digital bank

I wanted to catch an ActiveMatrix BPM customer breakout session here at TIBCONOW 2016, so sat in on Rahsan Kalci from ING Turkey talking about their transformation to a digital bank using BPM, co-presenting with a senior BPM architect from TIBCO, Raisa Mahomed. I’ve always thought of ING Bank as innovative, both through personal experience and from reading case studies about how they apply technology to business problems.

wp-1463611831323.jpgING Turkey’s business problem four years ago was that customer-facing processes were taking too long, were inefficient and inconsistent, and weren’t fully documented so difficult for new users to learn. They decided to create a new operating model with AMX BPM at the core, supporting all of their business processes, and are in the midst of an operational transformation with 11 processes already implemented, and several others underway, ranging in complexity and customer engagement. They are building completely custom applications using the APIs rather than leveraging out of the box workspace tools, since they already had a robust user interface environment that they wanted to integrate with.

Throughput time on the now-standardized processes improved by 55%, providing greatly enhanced customer service that moved them from #6 to #3 in the market. From an operational cost point, transactions per employee increased by 38% allowing them to have a 36% reduction in operational staff (72 FTE). By using the workforce management capabilities in AMX BPM, they were able to determine parts of the process that could be near-shored (still in Turkey, but in less expensive locations than Istanbul), resulting in additional cost savings.

wp-1463611846312.jpgThey have an overall strategy for what processes to implement in what order. They picked their initial processes as not customer facing, but still important for their operations, and able to be done manually as a fall-back position. This allowed them to learn the tool and establish best practices, then start to consider processes that directly impact the customer journeys. Although they started with a team made up of both ING and TIBCO people, they are now working completely on their own to build new processes and roll out new applications. Their ultimate goal is to roll out BPM to all core processes, enhance their digital business with support for mobile internal and external users, and use Spotfire analytics more broadly in the back office to improve operational decision-making.

They were an early AMX BPM customer, starting on version 1.0 and now on 3.1, with plans for 4.1 in the near future. Their first process application took them 2 years, but that was a much broader implementation effort that built tools and infrastructure used by all later applications. They’ve had about 20 people working full time on the BPM projects for the past four years, a significant investment on their part but one that is obviously paying off for them.

ActiveMatrix BPM update at TIBCONOW

Roger King, head of BPM product management, gave us an update on ActiveMatrix BPM and Nimbus.

The most recent updates in AMX BPM have focused on data and case management. As we saw in the previous session on case management, their approach is data-centric with pre-defined process snippets that can be selected by the knowledge worker during execution.

As with most other BPMS platform vendors, they are positioning AMX BPM as an application development platform for digital business, including process, UX across multiple channels and application building tools. Version 4.0, released last year, focused on rapid user experience application development, case management enhancements, and process data and integration enhancements. Previously, you had to be a hard-core coder and afficiando of their APIs to create process applications, but now the app dev is much more accessible with HTML5 UI components (worklist, case, etc.), CSS, JavaScript APIs, and AngularJS and Bootstrap support in addition to the more traditional Java and REST APIs. They’ve also included a number of sample applications to clone and configure, including both worklist and case style. There is a complete app dev portal for administering and configuring applications, and the ability to change themes and languages, and define roles for the applications. Power developers can use their own favorite web app dev tool, or Business Studio can be used for the more integrated experience.

In their case management enhancements, they’ve added process-to-process global signalling with data, allowing any process to throw or catch global signals to allow for easy correlation between processes that are related based on their business data. In the case world, case data signals provide the same capability with the case object as the catching object rather than a process.

A new graphical mapper allows mapping between data objects, acting as a visual layer over their data transformation scripting.

Service processes are now supported, which are stateless processes for high-speed orchestration.

There is now graphical integration with external REST services, in the same way that you might do with WSDL for SOAP services, to make the integration more straightforward when calling from BPM.

IMG_9508AMX BPM 4.1 is a smaller release announced here at the conference, with the continued evolution of s a AMX BPM as an app dev platform, some new UI components for case management, and enhancements to the bundled apps for work management and case management styles as a quick-start for building new applications. There are some additional graphical mapper capabilities, and a dependency viewer between projects within Business Studio.

On the Nimbus side, the big new thing is Nimbus Maps, which is a stripped-down version of Nimbus that is intended to be more widely used for business transformation by the business users themselves, rather than by process experts. It includes a subset of the full Nimbus feature set focused just on diagramming and collaboration, at a much lower price point.

A flying tour through recent releases, making it very obvious that I’m overdue for a round of TIBCO briefings.

IMG_9509He next gave us a statement of direction on the product lines, including more self-service assessment, proof of concept and purchasing of products for faster selection and deployment. By the end of 2016, expect to see a new cloud-based business process execution and application development product from TIBCO, which will not be just a cloud layer on their existing products, but a new technology stack. It will be targeted at departmental self-service, with good enough functionality at a reasonable price point to get people started in BPM, and part of TIBCO’s overall multi-tenant cloud ecosystem. The application composition environment will be case-centric, although will allow processes to be defined with a simplified BPMN modeling syntax, all in a browser environment. There will be bundled applications that can be cloned and modified.

IMG_9510 IMG_9512

This is not intended to be a replacement for the enterprise products, but to serve a different market and different personas; regardless, I imagine that a lot of the innovation that they develop in this cloud product will end up back in the enterprise applications. The scaling for the cloud BPM offering will use Docker, which will allow for deployment to private cloud at some point in the future.

With the cloud pivot in progress, the enterprise product development will slow down a bit, but Nimbus will gain a new browser-based user experience.

Case management at TIBCONOW 2016

Breakout sessions continue with Jeremy Smith and Nicolas Marzin of TIBCO presenting their case management functionality. Marzin went through the history of process and how we have moved from pre-defined processes and automation to more flexible and personalized work methods; in general, this is driving the application of case management and other unstructured work tools in addition to structured BPM. It’s no longer just about cost-cutting and efficiency, but also about innovation, agility and competitive differentiation. Although he made a link between case management and digital disruption, there are also many use cases for more flexible work handling, such as claims management and incident handling.

Smith talked about the case-centric capabilities enabled by ActiveMatrix BPM, presenting it as an approach to building applications rather than a separate product offering. He made the distinction between back office processes, where the organization determines the employees’ journey (I don’t fully agree, since there is a lot of back office knowledge work), while the path of front office processes are driven by the customer. TIBCO takes a data-centric approach to case management, where any entity can be a case, and a case can contain processes (or process fragments), rules, actions, analytics, and collaboration. Unlike the usual big process application built with AMX BPM, case management can start much simpler with the objects, data and basic actions, then add in more of the capabilities as the needs emerge.

wp-1463604177424.jpgHe showed a transportation-related case dashboard used by a knowledge worker, with a milestone/stage timeline, business actions (which may trigger processes), case details, and contextual details (linked cases, processes, tasks and navigation). States and actions drive the cases forward rather than pre-defined processes, so that actions can be triggered when certain states are reached or data values updated. Workers can select actions based on the case state and their permission level.

This seems to be more of an application framework/example than a case management platform, although the claim is that semi-technical analysts can create these applications. There’s another session later today on the low-code application development environment used to create case management applications; there are certainly a lot of questions left unanswered by this session about how case really fits in with AMX BPM.

Intelligent Business Operations at TIBCONOW 2016

wp-1463598777880.jpgNicolas Marzin of TIBCO gave a breakout session on making business operations intelligent, starting with the drivers of efficiency, agility, quality and transparency. There are a number of challenges to achieving this in terms of work management: workers may have too many queues to monitor and not know which is most important, or people may be having work assigned to them that they are either over- or under-qualified to complete. This can result in missed SLAs and unhappy customers, lower efficiency, and lack of agility since business priorities aren’t enforced.

Looking at a day in the life of an operational business user, they need to know their own and their team’s performance goals, and what work that they should be completing that day in order to achieve those goals. Managers are concerned about their team as a whole, including whether they are meeting goals and SLAs, whether they have sufficient resources, and how to prioritize work. Managers need tools for real-time metrics, workforce administration, workload balancing, and changing priorities on the fly. ActiveMatrix BPM provides the ability to model your workforce in terms of roles, groups, privileges, relationships and capabilities; rules are applied to create a distribution strategy that determines what work is assigned to what resource at any point in a business process. Typically, work is assigned to a subset of the workforce whose skills match the requirement, since allocating work to an individual creates an operational risk if that person is absent or overloaded with work. AMX BPM includes process patterns for resource management: separation of duties, retain familiar, chaining and piling.

wp-1463598797560.jpgAnalytics comes into play in the management dashboard, where Spotfire is used to monitor operational performance and trigger actions directly from the dashboard. Typical visualization include work backlog and SLAs, resources pool workload and capacity, process and case performance, and business data in context. Marzin showed examples of dashboards for real-time tracking of work backlog and staffing, plus as-is forecasting that identifies bottlenecks. The charts show the factors that are most important for a manager to make resource allocation decisions, understand staffing needs based on combinations of skills, and reprioritize specific work types, which can then be pushed back to AMX BPM.

wp-1463598810544.jpgThis is fairly traditional BPM and case management, with rule-based workforce management, but that’s a huge part of where AMX BPM is being used in practice. However, their workforce management is fairly advanced compared to many competitive solutions, and using Spotfire for operational analytics raises the bar in active manager dashboards while allowing for what-if prediction and simulation on the fly. This ties in to the “closing the loop” theme of the day, where manager dashboard actions feed directly back to adjust the workforce management rules. This level of integrated visual analytics for AMX BPM is long overdue, but it looks like they’ve turned the previous demo-ware into something much more robust and generally applicable.

As an aside, I’ve done some presentations recently about the need to align incentives with corporate goals; although individual performance statistics are important, it’s key to ensure that they match up with overall goals, and include measurements of collaboration and teamwork too. Metrics for collaboration are just starting to emerge, and are not included in most BPM or other work management platforms.

bpmNEXT 2016 demo: Capital BPM and Fujitsu

Our final demo session of bpmNEXT — can’t believe it’s all over.

How I Learned to Tell the Truth with BPM – Gene Rawls, Capital BPM

Their Veracity tool overlays architecture and process layers using visual models, integrated with a few different BPMS (primarily IBM); create models in the tool for process and underlying technical architecture (SOA, rules and data) layers, and create linkages between them to indicate interactions. Direct integration of IBM ODM into rules layer.

Business Process and Self-Managed Teams – Keith Swenson, Fujitsu and WfMC

wp-1461264472735.jpgFinishing bpmNEXT with a presentation on self-managed teams in the context of BPM, not a demo. Contrasting organizational styles of “early structured” (aka “structured”) versus “late structured” (aka unstructured), with respective characteristics of centralized versus decentralized, and machine-style versus garden-style. Concepts of sociocracy (on which holocracy is based): a formal method for running self-managed teams that are structured around social relationships, aka dynamic governance. Extremely agile, allows ideas to boil up from the bottom. Replaces voting with consensus, where there is open discussion of options and everyone must consent that it is acceptable; objections must require a better proposal. Defining principles: consent governs policy decision making; organizing in circles; double-linking; and elections by consent. Self-managed organizations are inherently agile since good decisions are made where needed and everyone agrees. May be implications on DMN as to how decisions are modeled and captured. wp-1461264490831.jpgBPMN and CMMN can cover some of the domains of predictability; we saw other demos this week using other model types that extend further into unpredictable work, such as a process timeline view. Outstanding issues of whether BPMN should be extended to handle less predictable work, or if CMMN can handle this. Keith ended with the observation that this was the year of DMN at bpmNEXT, and issued a call to action for an open-source implementation of DMN execution with conformance suite; likely more possible than for BPMN since it is more constrained. A lot of great discussion ensued, and Keith will be spearheading a WfMC committee to look at this.

bpmNEXT 2016 demos: Appian, Bonitasoft, Camunda and Capital BPM

Last day of bpmNEXT 2016 already, and we have a full morning of demos in two sessions, the first of which has a focus on more technical development.

Intent-Driven, Future-Proof User Experience – Malcolm Ross and Suvajit Gupta, Appian

Appian’s SAIL UI development environment. Build interfaces with smart components that detect the capabilities of the runtime device (e.g., camera, Bluetooth) and enable/disable/configure components on the fly. Supports a variety of UI rendering architectures/frameworks for desktop, and generates native mobile apps for Android and iOS. Directly supports their underlying constructs such as Records and process models when building forms. Dynamic content based on selections and data on form. Fast rebranding of forms with color and logos. Full functionality on mobile devices, and offline support via caching data down to device, and saving any offline transactions to automatically synchronize when reconnected. Switch between design (tree/graphical) view and code view in IDE to support different technical capabilities of UI designers. Not a focus on BPM per se, since Appian is repositioning as more of a process-centric application development tool than BPMS, although used as the UI development environment for their process applications.

Continuous Integration: Tools to Empower DevOps in Process-Based Application Development – Charles Souillard, Bonitasoft

Embodying continuous integration for live updates of applications, enabling easier development and automated testing supported by Docker images. Demo of simple shopping cart application created using BonitaBPM, with a combination of forms, pages, layouts, custom widgets and fragments that can be rendered on desktop and mobile devices. Underlying BPMN process model with human activities connected to UI artifacts. Versioned using Subversion. The continuous integration functionality monitors checked-in changes to the application and integrates them into the dev/test repository to allow immediate testing; in the demo, a new input parameter was added to a process step; the updated code was detected and tested, with testing errors raised due to the unknown parameter. Potential to accelerate the dev-test cycle, since code can be checked in by developers several times each day, with the results automatically tested and fed back to them.

Combining DMN with BPMN and CMMN: The Open Source Way – Jakob Freund, Camunda

wp-1461259584764.pngCamunda’s “developer-friendly” BPM for developers to add process, case and decision capabilities to their applications. Their DMN decision tables allows changing decision tables at runtime for increased agility, depending on binding specified by process designer. Decisions executed as decision tasks from a process are logged as part of process history, and visible in their admin Cockpit interface to trace through decisions for a specific process instance. DMN engine also available outside decision tasks in a process, such as a REST API call from a form to dynamically update values as parameters change; when deploying a table, both a public ID for executing the table and a private ID for editing the table are generated for the REST access. Nice traceability directly into the decision table, and fast changes to production decision tables. Open source, with a free (non-production) DMN cloud version. Extra points for creating an online dungeon game using BPMN, and playing a round during the demo.

bpmNEXT 2016 demos: IBM, Orquestra, Trisotech and BPM.com

On the home stretch of the Wednesday agenda, with the last session of the four last demos for the day.

BPM in the Cloud: Changing the Playing Field – Eric Herness, IBM

wp-1461193672487.jpgIBM Bluemix process-related cloud services, including cognitive services leveraging Watson. Claims process demo that starts by uploading an image of a vehicle and passing to Watson image recognition for visual classification; returned values show confidence in vehicle classification, such as “car”, and sends any results over 90% to the Alchemy taxonomy service to align those — in the demo, Watson returned “cars” and “sedan” with more than 90% confidence, and the taxonomy service determined that sedan is a subset of cars. This allows routing of the claim to the correct process for the type of vehicle. If Watson has not been trained for the specific type of vehicle, the image classification won’t be determined with a sufficient level of confidence, and it will be passed to a work queue for manual classification. Unrecognized images can be used to add to classifier either as example of an existing classification or as a new classification. Predictive models based on Spark machine learning and analytics of past cases create predictions of whether claim should be approved, and the degree of confidence in that decision; at some point, as this confidence increases, some of the claims could be approved automatically. Good examples of how to incorporate cognitive computing to make business processes smarter, using cognitive services that could be called from any BPM system, or any other app that can call REST services.

Model, Generate, Compile in the Cloud and Deploy Ready-To-Use Mobile Process Apps – Rafael Bortolini and Leonardo Luzzatto, CRYO/Orquestra

Demo of Orquestra BPMS implementation for Rio de Janeiro’s municipal processes, e.g., business license requests. From a standard worklist style of process management, generate a process app for a mobile platform: specify app name and logo, select app functionality based on templates, then preview it and compile for iOS or Android. The .ipa or .apk files are generated ready for uploading to the Apple or Google app stores, although that upload can’t be automated. Full functionality to allow mobile user to sign up or login, then access the functionality defined for the app to request a business license. Although an app is generated, the data entry forms are responsive HTML5 to be identical to the desktop version. Very quick implementation of a mobile app from an existing process application without having to learn the Orquestra APIs or even do any real mobile development, but it can also produce the source code in case this is just wanted as a quick starting point for a mobile development project.

Dynamic Validation of Integrated BPMN, CMMN and DMN РDenis Gagné, Trisotech

wp-1461196893964.jpgKommunicator tool based on their animation technology that animates models, which allows tracing the animation directly from a case step in the BPMN model to the CMMN model, or from a decision step to the DMN model. Also links to the semantic layer, such as the Sparx SOA architecture model or other enterprise architecture reference models. This allows manually stepping through an entire business model in order to learn and communicate the procedures, and to validate the dynamic behavior of the model against the business case. Stepping through a CMMN model requires selecting the ad hoc tasks as the case worker would in order to step through the tasks and see the results; there are many different flow patterns that can emerge depending on the tasks selected and the order of selection, and stages will appear as being eligible to close only when the required tasks have been completed. Stepping through a DMN model allows selecting the input parameters in a decision table and running the decision to see the behavior. Their underlying semantic graph shows the interconnectivity of all of the models, as well as goals and other business information.

Simplified CMMN – Lloyd Dugan, BPM.com

wp-1461198272050.jpgLast up is not a demo (by design), but a proposal for a simplified version of CMMN, starting with a discussion of BPMN’s limitations in case management modeling: primarily that BPMN treats activities but not events as first-class citizens, making it difficult to model event-driven cases. This creates challenges for event subprocesses, event-driven process flow and ad hoc subprocesses, which rely on “exotic” and rarely used BPMN structures and events that many BPMN vendors don’t even support. Moving a business case – such as an insurance claim – to a CMMN model makes it much clearer and easier to model; the more unstructured that the situation is, the harder it is to capture in BPMN, and the easier it is to capture in CMMN. Proposal for simplifying CMMN for use by business analysts include removing PlanFragment and removing all notational attributes (AutoComplete, Manual Activitation, Required, Repetition) that are really execution-oriented logic. This leaves the core set of elements plus the related decorators. I’m not enough of a CMMN expert to know if this makes complete sense, but it seems similar in nature to the subsets of BPMN commonly used by business analysts rather than the full palette.

bpmNEXT 2016 demos: Salesforce, BP Logix and RedHat

Day 2 of bpmNEXT is all demos! Four sessions with a total of 12 demos coming up, with most of the morning focused on case management.

Cloud Architecture Accelerating Innovation in Application Development – Linus Chow, Salesforce

App dev environment that allows integration of Salesforce data with other sources, such as SAP. Schema builder allows data models to be visualized and linked in an ERD format, with field-level security and audit capabilities. Process Builder is an environment for visual creation of Salesforce-related data-driven processes, typically simple update actions triggered by data updates. User experiences created using Lightning App Builder, including support for mobile devices. Work-Relay as a more traditional process orchestration environment leveraging the Salesforce environment. Although mostly live demo, the entire Work-Relay section was a pre-recorded screencast, which was a disappointing violation of the bpmNEXT format.

One Model, Three Dimensions: Combining Flow, Case and Time Into a Unified Development Paradigm – Scott Menter and Joby O’Brien, BP Logix

Process Timeline as a GANTT chart view of process, where highly-parallel tasks must have conditions of precedence, eligibility and necessity met in order to execute, as the underlying structure for case management. An application can include a goal (objective, KPI) that can drive actions and impose conditions while being evaluated independent of any process. Define process as a timeline where activities have “start when” (precedence), “completed when”, “needed when” conditions plus due date, forms and participants. Drag and drop activities on each other to establish precedence dependencies, and group into parent/child relationships to organize sections of process. Can use predictions of completion dates for activities, based on historical data, as triggers for actions. Data virtualization for external data sources, allowing more technical designer to publish the results of queries/views on external sources for other designers to use in applications. Integrated form builder with validation rules based on the shared data and rules previously defined. External events of various types can trigger actions in an event-condition-action paradigm.

Building Advanced Case-Driven Applications – Kris Verlaenen, RedHat

Extension of jBPM from structured process to dynamic case management, seen as a spectrum rather than distinct functionality. Building blocks to add ad hoc choices, milestones, case participants and other case constructs on the core process capabilities. Workbench for authoring case definitions, including creating BPMN process models with ad hoc tasks and structured process snippets, decision tables that can include automatic task triggering. Roles are defined to limit access to data, tasks and functionality. UI for admins, but demonstrated UI built for end users using their UI building blocks that allows selection of the ad hoc tasks in the context of the case data; this extracts the structure data from the case definition that will self-adjust if new data or tasks are added. UI functionality limited, and likely useful more as a prototype than full production UI. As with other open source tools, more targeted at developers than low-code environment. Interesting use of BPMN ad hoc tasks for case tasks rather than CMMN, supporting their basic premise that it’s a spectrum of capabilities rather than two distinct work modes.

bpmNEXT 2016 demo session: 8020 and SAP

My panel done — which probably set some sort of record for containing exactly 50% of the entire female attendees at the conference — we’re on to the bpmNEXT demo session: each is 5 minutes of Ignite-style presentation, 20 minutes of demo, and 5 minutes for Q&A. For the demos, I’ll just try capture some of the high points of each, and I highly recommend that you check out the video of the presentations when they are published after the conference.

Process Design & Automation for a New Economy – Ian Ramsay, 8020 BPM

A simplified, list-based process designer that defines a list of real-world business entities (e.g., application), a list of states unique to each entity (e.g., approved), lists of individuals and groups, lists of stages and tasks associated with each stage. Each new process has a list of start events that happen when a process is instantiated, one or more tasks in the middle, then a list of end events that define when the process is done. Dragging from the lists of entities, states, groups, individuals, stages and tasks onto the process model creates the underlying flow and events, building a more comprehensive process model behind the scenes. This allows a business specialist to create a process model without understanding process modeling or even simple flowcharting, just by identifying the relationships between the different states of business entity, the stages of a business process, and the people involved. Removing an entity from a process modifies the model to remove that entity while keeping the model syntactically correct. Interesting alternative to BPMN-style process modeling, from someone who helped create the BPMN standard, where the process model is a byproduct of entity-state modeling.

Process Intelligence for the Digital Age: Combining Intelligent Insights with Process Mining – Tarun Kamal Khiani and Joachim Meyer, SAP, and Bastian Nominacher, Celonis

Combining SAP’s Operational Process Intelligence analytics and dashboard (which was shown in last year’s bpmNEXT as well as some other briefings that I’ve documented) with Celonis’ process mining. Drilling down on a trouble item from the OPInt dashboard, such as late completion of a specific process type, to determine the root cause of the problem; this includes actionable insights, that is, being able to trigger an operational activity to fix the problem. That allows a case-by-case problem resolution, but adding in the Celonis HANA-based process mining capability allows past process instance data to be mined and analyzed. Adjusting the view on the mined data allows outliers and exceptions to be identified, transforming the straight-through process model to a full model of the instance data. For root cause analysis, this involved filtering down to only processes that took longer than a specific number of days to complete, then manually identifying the portions of the model where the lag times or certain activities may be causing the overly-long cycle time. Similar to other process mining tools, but nicely integrated with SAP S4 processes via the in-memory HANA data mart: no export or preprocessing of the process instance history log, since the process mining is applied directly to the realtime data. This has the potential to be taken further by looking at doing realtime recommendations based on the process mining data and some predictive modeling, although that’s just my opinion.

Good start to the demos with some new ideas on modeling and realtime process mining.

Building a Value-Added BPM Business panel at bpmNEXT

BPM implementations aren’t just about the software vendors, since the vendor vision of “just take it out of the box and run it” or “have your business analyst build operational systems with our low-code platform” is rarely realized in practice. Instead, systems integrators and other value-added service companies bring product knowledge, industry knowledge and pre-built solutions to make these implementations happen better and faster. On a panel about value-added BPM businesses, Pramod Sachdeva of Princeton Blue, Scott Francis of BP3 and Jonathan Sapir of SilverTree brought their perspectives on the role of service providers in the BPM market.

Points covered on the panel included:

  • Customers want to integrate multiple systems, not just build using the BPMS; typically, a BPMS vendor’s professional services group will work only with their own systems, whereas the service providers will help to integrate other capabilities.
  • Service providers can identify and harvest the best capabilities from different systems to provide an integrated solution, rather than trying to do everything with the BPMS tool.
  • BPMS software vendors typically underestimate the level of effort — and the skills required — to bring a solution to full implementation. It’s more than just a demo, and involves more than just the BPMS product.
  • Building a BPM product for developers and building a solution for end-users are quite different, and often the BPMS vendors don’t have the skills to do the latter.
  • Service providers often bring business knowledge about the customer’s industry, and can better put themselves in the customer’s position rather than just focus on selling the technology “feeds and speeds”. Part of this is created more innovative and engaging user experiences on top of the core BPMS platform, although (in my opinion), these are more likely to come from the smaller boutique firms than the large systems integrators.
  • Business analysts and end users can be involved in building solutions in low-code environments, although these are often simpler or template-based applications.
  • Service providers choose to work with a BPMS platform because it gives them agility and speed in building solutions. Often, they can build a solution that can be reconfigured by the customer, such as through simple rule changes.

Having run a boutique BPM service provider in the past, I have a lot of my own opinions on this topic too, although many of them were covered on the panel. My experience is that in situations that require full development efforts (as opposed to purely low-code), service providers can typically provide solutions that are superior to those from either the vendor or the customer’s internal development group, in terms of quality and innovation of technology and often in terms of business fit. Also, it’s hard to hire the same type of skills within a customer organization, since the ideal skill set for a service provider employee is a degree of curiosity that spans multiple businesses.

After lunch is the BPM analyst panel that I’m speaking on, so I’ll be back once the demo sessions start after that. In the meantime, follow the #bpmNEXT hashtag to hear the buzz.