I’m not even sure what this means, but a cute corporate valentine from my friends at Outsystems 🙂
— Rachel Brennan (@RBrennanBPM) February 14, 2018
The very first post that I wrote on this blog was in March 2005, and it covered BPTrends’ 2005 BPM Suites report. I think that this was the first year that they published a BPM annual report, although I can’t find even the link to this report in their web archive and I don’t have it in my own archive. However, at the time, I listed the 13 vendors that were included (about half of which still exist in some form) and noted that it was a “pay for play” report that required that the vendors pay $5,000 to participate. I don’t think that BPTrends does vendor reviews any more – the last that I have a record of was in 2007 – but they have an out-of-date page of vendor info and links that is provided for free.
By 2006, BPTrends was conducting surveys of practitioners, consultants and others involved in BPM, and had published their first State of Business Process Management report based on survey results, with others following every two years (2008, 2010, 2012, 2014, 2016). They’ve now published the 2018 State of Business Process Management report, sponsored by Red Hat and Signavio, who get top billing on the front page of the report but presumably no editorial control or special treatment in the report since it’s not a review of products but rather a state of the industry/market report based on the results of surveys. Since BPTrends has been creating and analyzing BPM surveys since 2005, they have a good view of how the market is evolving.
A little over a year ago, I wrote a paper on intelligent capture for digital transformation, sponsored by ABBYY, and gave a keynote at their conference on the same topic. The original English version is on their site here, and if you read German (or want to pass it along to German-speaking colleagues), you can find the German version here. As usual, this paper is not about ABBYY’s products, but about how intelligent capture is the on-ramp for any type of automated processes and hence required for digital transformation. From the abstract:
Data capture from paper or electronic documents is an essential step for most business processes, and often is the initiator for customer-facing business processes. Capture has traditionally required human effort – data entry workers transcribing information from paper documents, or copying and pasting text from electronic documents – to expose information for downstream processing. These manual capture methods are inefficient and error-prone, but more importantly, they hinder customer engagement and self-service by placing an unnecessary barrier between customers and the processes that serve them.
Intelligent capture – including recognition, document classification, data extraction and text analytics – replaces manual capture with fully-automated conversion of documents to business-ready data. This streamlines the essential link between customers and your business, enhancing the customer journey and enabling digital transformation of customer-facing processes.
Or, in German:
Die Erfassung von Daten aus papierbasierten oder elektronischen Dokumenten steht als
zentraler Schritt am Anfang zahlreicher kundenorientierter Geschäftsprozesse. Dies ist üblicherweise
mit großem manuellen Aufwand verbunden – Mitarbeiter übertragen und kopieren
per Hand Daten und Texte, um sie so nachgelagerten Systemen und Prozessen zur Verfügung
zu stellen. Diese manuelle Vorgehensweise ist jedoch nicht nur ineffizient und fehleranfällig,
sie bremst auch den Kundendialog aus und verhindert Self-Service-Szenarien durch unnötige
Barrieren zwischen Kunden und Dienstleistern. Intelligent-Capture-Lösungen – mit Texterkennung,
Dokumentenklassifizierung, Datenextraktion und Textanalyse – ersetzen die manuelle
Datenerfassung. Dokumente werden vollautomatisch in geschäftlich nutzbare Daten umgewandelt.
So können Unternehmen die Beziehung zu ihren Kunden stärken, das Benutzererlebnis
steigern und die digitale Transformation kundenorientierter Prozesse vorantreiben.
Recently, I was interviewed by KVD, a major European professional association for customer service professionals. Although most of their publication is in German, the interview was in English, and you can find it on their site here.
The second of the short articles that I wrote for Alfresco has been published on their blog, on BPM cloud architectures and microservices. I walk through the basics of cloud architectures (private, public and hybrid), containerization and microservices, and why this is relevant for BPM implementations. As I point out:
Not all BPM solutions are built for cloud-native architectures: a monolithic BPMS stuffed into a Docker container will not be able to leverage the advantages of modern cloud infrastructures.
Check out the full article on the Alfresco site.
I’ve been writing Column 2 for almost 13 years, and there’s quite a bit of crud that’s accumulated. I’ve also been seeing some performance problems that are completely out of line with the amount of traffic on the site, so doing some tuning as well.
Please be patient if you see any glitches on this site as well as my corporate website while I complete the following:
My goal is to create a faster, cleaner experience for readers with a minimum of clutter. If there are other tools that you’d like to see on the site, let me know: I’ve initially set it with search, top posts and categories for navigation.
I only had 1.5 days at OPEX Week 2018 in Orlando this week, and spent part of my time giving a presentation as well as sitting on a panel, so didn’t attend many sessions. However, I struck up a conversation with Eric Thompson at the reception last night without realizing that he was one of the original co-founders of Lombardi Software — now a part of IBM, with the Lombardi BPMS forming a good part of the core of IBM BPM — and had such an interesting talk that I sat in on the presentation that he did today with Doug Drolett about continuous improvement at Shell. Both Thompson and Drolett have senior CI roles at Shell.
Shell has been working on process improvement for more than 10 years, with business-centric process improvements during 2005-2009, moving to more end-to-end global process improvement during 2010-2013, and now focused on continuous improvement to the way that everyone works. Although driven from the top, with the CEO fully engaged, the idea is that it’s an ongoing cultural shift at every level. As they moved to this mindset, it became less about programmatic improvement (rolling out new systems to improve the business processes) and more about how that embedded culture impacts operational excellence. This results in everyone being focused on delivering value to the customer — however the customer is defined — through a perpetual cycle of plan-do-improve.
They talked about improving the order-to-cash process in their commercial business, and how they improved that process on a global scale including standardization. They use customer journey mapping and “thinking like the customer” extensively to determine how and why to deliver value in those processes, which has an interesting tie-in with the session that I gave yesterday on how customer journey mapping and process improvement fit together. They also use value stream representations of customer-facing processes, and owners for those processes. Their front-line staff include Lean practitioners, with a smaller number of CI coaches to overlay on ongoing initiatives and projects. Since they’re a global operation, they use technology to enable collaboration so that a single CI initiative can involve participants from several countries.
As you might expect from a process-centric conference, OPEX Week is exceptionally well-run, and attracts a lot of attendees because of the quality of the content. The conference originated several years ago with a focus on the Lean Six Sigma community, and many of the attendees and speakers (such as those from Shell) have roles in their company such as continuous improvement, change management and business transformation. Although technology is definitely a component in most of the projects that people talk about here, that’s not the main thing; that’s what makes this different from the typical attendee and speaker at more technology-focused conferences. There’s a smallish display area for vendor booths and a relatively low-key vendor sponsor element that is integrated into the breakout tracks. They also have the talented visual faciliator Kimberly Dornisch capturing the themes in sessions while they’re going on. Here she is with the one that she did for the low code panel that I was on:
I also gave a presentation yesterday on customer journey mapping, and you can see my slides here:
I recently wrote three short articles for Alfresco, which they are publishing on their blog. The first one is about insurance and cloud BPM, looking at how new business models are enabled and customer-facing processes improved using a containerized cloud architecture and microservices. From the intro:
In this blog post, I plan to explore the role BPMS plays in integrating packaged software, custom-built systems, and external services into a seamless process that includes both internal and external participants. What if you need to include customers in your process without having to resort to email or manual reconciliation with an otherwise automated process? What if you need employees and partners to participate in processes regardless of their location, and from any device? What if some of the functions that you want to use, such as machine learning for auto-adjudication, industry comparative analytics on claims, or integration with partner portals, are available primarily in the public cloud?
Head over there to read more about my 4-step plan for insurance technology modernization, although the same can be applied in many other types of organizations. They also have a webinar coming up next week on legacy ECM modernization at Liberty Mutual; with some luck, Liberty Mutual will read my article and think about how cloud BPM can help modernize their processes too.
The other two posts that I wrote for them – one that dives more into BPM cloud architectures and microservices, and one that examines use cases for content in process applications – will be published over the next couple of months. Obviously, Alfresco paid me to write the content that is published on their site, although it’s educational and thought leadership in nature, not about their products.
On the Alfresco topic, I’ll likely be at Alfresco Day in New York on March 28, since they’re holding an analyst briefing there the day before.
I was asked to contribute to 2018 prediction posts on a couple of different sites, along with various other industry pundits. Here’s a summary.
BPM.com published The Year Ahead for BPM – 2018 Predictions from Top Influencers, introduced by BPM.com’s Nathaniel Palmer and featuring mostly people who work for vendors but mostly whose opinions I respect. Many of the vendors’ predictions align with their product direction, either through good planning or happy coincidence.
A few ideas that stood out:
Blockchain may be almost ready for its close-up. Miguel Valdés Faura (Bonitasoft) and Setrag Khoshafian (Pega) both mentioned the potential for integrating blockchain with processes using DPA (digital process automation) platforms. I’ve been watching this space for a couple of years, waiting for the connections to be made between BPM and blockchain, and in addition to these mentions in the predictions article, Bernd Ruecker (Camunda) published a post yesterday with a practical use case and MWD Advisors published a report on IBM Blockchain Platform that mentions its integration with IBM BPM.
Automated decisioning, whether DMN-based or AI/ML, is going to improve process automation significantly but there’s still a lot of trepidation. Denis Gagné (Trisotech) said that decision auditability – a legal requirement in some countries – could favor DMN-based decision services over AI/ML, while Roger King (TIBCO) sees AI-based automation as the key to having RPA replace workers. Keith Swenson (Fujitsu) predicts that deep learning will be both the most important and most disappointing innovation in 2018, while Peter Fingar is bullish on intelligent (AI) agents integrated with BPM. James Taylor (Decision Management Solutions) seemed a bit disheartened that DM is being trivialized as a “feature” of BPM rather than an independent stateless service where it can have the greatest impact.
Microservices architectures are replacing monolithic BPM systems. Brian Reale (ProcessMaker) predicts that microservices will disrupt the BPM market this year, and Roger King gave a nod to dynamically-orchestrated process fragments although didn’t explicitly mention microservices. I’m seeing microservices approaches from a few of the BPM vendors, and I agree that this has a lot of potential to shift away from the monolithic (and proprietary) platforms; watch for an article that I wrote for Alfresco on BPM and microservices to be published shortly on their blog.
Low code is allowing business users (analysts, really) to participate in DevOps directly. Malcolm Ross (Appian) sees low code as a catalyst for developer diversity and the blurring of lines between business and IT. Phil Simpson (Red Hat) states that low code and citizen developers are the only way to meet the need for constantly-changing applications. My concern is that, much like how business analysts were going to develop their own BPM applications when model-driven development came around several years ago, this isn’t actually going to happen in such an optimistic fashion.
Customer journey matters. Gero Decker(Signavio) is seeing top-level value chains being replaced by customer journey maps. To me, customer journey mapping feels like a bit of old wine in new bottles, 10 years after outside-in process modeling and other customer-centric views, but whatever it takes to get some traction around modeling process to include the customer and optimize from their point of view. I’m speaking on this topic at next week’s OPEX Week conference.
BPM is no longer BPM. The term is being replaced by digital process automation, digital transformation and a number of others as the platforms expand beyond just process modeling and execution. Neil Ward-Dutton (MWD Advisors) envisions different types of tools vying for the place that BPM platforms occupy now within organizations, from RPA to model-driven application development tools. As I wrote in my section the article, “BPM is dead…long live BPM!”
Lots of great insights in there, check out the entire article on BPM.com.
Zbigniew Misiak on BPM tips takes a slightly different predictions approach, asking what BPM-related skills and techniques will be most in demand in 2018, where to learn those skills, and what’s no longer relevant in BPM Skills in 2018 – Hot or Not.
Unlike the BPM.com list, which was dominated by vendors, this one has mostly opinions from consultants with some practitioners thrown in. There’s a lot of generic “people need to keep up on the latest technology trends” (duh), but some specific advice stood out:
Process/business architecture to connect processes to value. This ties in with the customer journey mapping trends that we saw in the BPM.com article; here, Roger Burlton (Process Renewal/BPTrends) stresses the importance of including the customer and other external stakeholders in the processes and value definition, and Sandeep Johal (PPB Advisory) reminds us that the focus of process management is (or should be) on improving customer experience via a variety of technologies. Ian Gotts (Q9 Elements) identifies business analysis and critical questioning as key skills, linking to broader business requirements such as GDPR, and Jim Sinur (Aragon) lists journey mapping.
BPMN, CMMN and DMN for standardized modeling. Alan Fish (FICO) sees formal modeling of processes and decisions as important, and Juergen Pitschke (Process Renewal) believes both BPMN and DMN are important, but some say that this is no longer required in low code process application development tools. BJ Biernatowski (Nordstrom) wonders if BPMN has a future, Roger Burlton thinks that process analysts only need to know how to use the core elements, and Sandeep Johal advocates getting rid of manual current-state modeling as automated process discovery, analysis and improvement takes over.
RPA bot training. Abhijit Kakhandiki (Automation Anywhere) suggests this somewhat depressing skill – train the robot to do your job! – but I agree that learning this would help a lot of people create helper functions for their tasks or even completely automate some tasks. Much in the same way that we used to create Excel macros… On a similar note, I recommended that people gathering requirements become proficient with the low code BPM platforms to at least create prototypes, if not the full applications, and Phil Simpson (Red Hat) recommends that less-technical BPM practitioners start to gain an understanding of things that are likely to significantly impact how applications are designed and deployed, such as RPA and microservices.
Interpersonal and soft skills in BPM and change management, in addition to technical skills. Adrian Reed (Blackmetric) listed influencing, stakeholder engagement and conflict resolution as important to making sure that the technology part of the projects fit into the business and people. I discussed some similar skills: the ability to translate need into action, and the need for developers to learn more about what the business does.
Again, lots more to read here, check out the original on BPMtips.com.
I’m headed off to OPEX Week in Orlando later this month, where I’ll give a presentation on customer journey mapping and how it results in process improvement as well as customer satisfaction/value. Although customer journey mapping is commonly used to talk about user experience/navigation on customer-facing websites, I want to look at the bigger picture of what we used to call “outside-in processes”, where internal processes are turned on their head to show the process from the customer’s point of view. Once you start thinking about what the customer is trying to accomplish, it can completely change how you perform and set priorities on the internal work, as well as changing the user experience presented to the customer.
I’m preparing a few slides to guide the presentation, and if you have any good stories to share, feel free to let me know by commenting on this post or tweeting to me.
I’m also sitting on a panel the following day on low code and BPM, which I’ve recently written a paper on (sponsored by TIBCO).
I recently had the chance to catch up with some of my former FileNet colleagues, David Lewis and Brian Gour, who are now at Vega Solutions and walked me through their Unity 7 product release. Having founded and run a boutique ECM and BPM services firm in the past, I have a soft spot for the small companies who add value to commercial products by building integration layers and vertical solutions to do the things that those products don’t do (or don’t do very well).
Vega focuses on enterprise content and process automation, primarily for financial and government clients. They have some international offices – likely development shops, based on the locations – and about 150 consultants working on customer projects. They are partners with both IBM and Alfresco for ECM and BPM products for use in their consulting engagements. Like many boutique services firms, Vega has developed products in the course of their consulting engagements that can be used independently by customers, built on the underlying partner technology plus their own integration software:
Unity 7 is an integration and application development tool that links third-party content and process systems, adding a consistent user experience layer and consolidated analytics. Vega doesn’t provide any of the back-end systems, although they partner with a couple of the vendors, but provide tools to take that heterogeneous desktop environment and turn it into a single user interface. This has a significant value in simplifying the user environment, since they only need to learn one system and some of the inter-system integration is automated behind the scenes, but it’s also of benefit for replacing one or more of the underlying technologies due to legacy modernization or technology consolidation due to corporate acquisition. This is what systems integrators have been doing for a long time, but Unity makes it into a product that also leverages the deep system knowledge that they have from their Interchange product. Vega can add Unity to simplify an existing environment, or come in on a net-new ECM/BPM implementation that uses one of their partner technologies plus their application development/integration layer. The primary use cases are federated enterprise content search (where content is indexed in Unity Intelligence engine, including semantic searches), case management applications, and creating legacy modernization by creating a new front end on legacy systems to allow these to be swapped out without changing the user environment.
Unity is all about rapid development that includes case-based applications, content management, data and analytics. As we walked through the product and sample applications, there was definitely a strong whiff of FileNet P8 in here (a system that I used to be very familiar with) since the sample was built with IBM Case Manager under the covers, but some nice additions in terms of unified interface and analytics.
Their claim is that the Unity Case Manager would look the same regardless of the underlying technology, which would definitely make it easier to swap out or federate content, case and process management systems behind the scenes. In the sample shown, since IBM Case Manager was primary, the case view was derived directly from IBM CM case data with the main document list from IBM FileNet P8, while the “Other Documents” tab showed related documents from Alfresco. Dynamic foldering can combine content from different systems into common folders to reduce this visual dichotomy. There are role-based views based on the user profile that provide access to data from multiple systems – including CRM and others in addition to ECM and BPM – and federate it into business objects than can include records, virtual folder structures and related objects such as people or claims. Individual user credentials can be passed to the underlying systems, or shared credentials can be used in connectors for retrieving unrestricted information. Search templates, system connectors and a variety of properties are set in a configuration console, making it straightforward to set up and modify standard operations; since this is an XML-based declarative environment, these configuration changes deploy immediately. The ability to make different types of configuration changes is role-based, meaning that some business users can be permitted to make changes to the shared user interface if desired.
Unity Intelligence adds a layer of visual analytics that aggregates data from the underlying systems and other sources; however, this isn’t just visualization, but can be used to filter work and take action on cases directly via action popup menus or opening cases directly from the analytics interface. They’re using open source tools such as SOLR (search), Lucene (information retrieval) and D3 visualization with good effect: I saw a demo of a Sankey diagram representing the workflow through cases based on realtime data that provided a sort of process mining view of work in progress, and allowed selecting dates for past views of work including completed cases. For case management, in which processes are semi-structured (at best), this won’t necessarily show process anomalies, but can show service interruptions and opportunities for process improvement and standardization.