I’m prepping for the 2-day Making BPM Mean Business course that I’ll be delivering this weekend in Las Vegas, and it’s giving me a chance for a complete end-to-end review of a lot of material that I’ve been gathering, thinking about, presenting and rewriting over the past several months. One thing that immediately strikes me is the constant state of change: since I sent these materials for printing three weeks ago, there’s new things that I just have to include. The BPEL for People initiative (IBM-SAP white paper here), for example, which is a critical step to having BPMS products use BPEL more extensively. The ongoing effects of the OMG–BPMI merger. New versions of Enterprise Architecture modelling tools such as ProVision, since I position BPM in an EA context in this course.
There’s also a lot of wisdom that I’ve gathered over time that it will be fun to discuss with the course participants: how to do a business walkthrough, analyzing and designing business processes, and ROI calculations for BPM.
I spent this morning sitting in a local café (a good place to get away from all distractions except the Crackberry, which I am unable to detach from my psyche), putting the final touches on the workshop exercises that I’ll be having the participants do during the course. It’s a small class which should result in a lot of interaction amongst the attendees, and since they’re all from different companies, I’ve decided to do individual projects rather than group projects so that they actually have something usable to take home about their own business processes at the end of the two days. It’s sort of like speed-consulting for me, which should be fun all around.
I’m all a-quiver with anticipation.