Metastorm and Lombardi both did something that I really dislike: instead of running two 30-minute sessions after lunch, as the schedule would indicate, they ran a 1-hour session that spanned the two 30-minute spots. Since I had planned to see one session of each, I ended up feeling a bit unfulfilled by both.
Anyway, I attended the second half of the Lombardi session, Process-Driven: We’ve Only Just Begun, and heard Tim Barnes of Devon Canada (an oil & gas company) speak about how they were trying to improve communication between data, applications, processes, people and companies. For them, this is all about integration, and in fact started with an EAI team. They’ve brought in Lombardi TeamWorks, but are still figuring out how to tie that back to their ESB and their previous integration efforts. They’ve defined their best practices, but are still at the point of developing shared services.
They’ve done three smallish BPM projects so far, and he spoke about the HR onboarding process that they automated, with some degree of difficulty. One of the big problems was that the people on the project knew how to implement applications, but didn’t really get process, which required a complete team refresh — Janelle Hill spoke about exactly this issue this morning of having people on the team who are process-savvy.
Their next steps are to develop their BPM architecture and develop a formal life cycle around BPM initiatives, as well as enhance their existing BPM centre of excellence.
He was followed by Steve Schade of the Church of Jesus Christ of Latter-Day Saints (a.k.a. Mormons) discussing how they’ve applied BPM technology to their extensive geneaology project. They have a ton of family history records on microfiche, but if they were to image all of it (as they have done with some of it), there would be 19 PB (that’s 19,000 TB) of data, so they’re looking for alternatives in the process of putting this data online and searchable on their FamilySearch.org website. They had been doing some ad hoc scanning and indexing of records, but needed a scalable process where they could pinpoint inefficiences and get some control and visibility over the process.
In their first BPM implementation, they took a process that formerly took weeks to execute, and reduced the time to hours, while moving control of the project setup from IT to the business area. Through an obviously good selection of an initial project, plus good training and rollout plans, they had a big success on their hands. On their second project, they took on something that’s more complex, and which Schade thought might be a bit more than they could handle, but they’re still working away at it. They used Lombardi’s professional services and outside consultants on the first project to get them moving, and consider this essential to their success. They also see having business operations invovled in process modelling as key.