BPM Think Tank Day 2: Roundtable wrapup

Here’s some assorted notes on all the other roundtables that I didn’t attend: each of the facilitators gave a 3-5 minute wrap up of their discussion. The notes from all of these sessions are supposed to end up on a wiki for the conference, so there should be more information around eventually as that fills in (unfortunately, the wiki seems to be closed to public viewing at this point, as well as being named after the creator’s company rather than the BPM Think Tank itself).

Barriers to process improvement (John Alden):

  • No acceptance of the need to change
  • Difficulty finding an executive sponsor
  • Resource constraints (time, people, money)
  • Community inaction

Business involvement in BPM (John Jeston):

  • Like many other groups, spend quite a bit of time defining BPM and associated terminology, e.g., “process owner”
  • Need to get CEO attention

Lean/Six Sigma in BPM (Lance Gibbs):

  • Not every project is or should be Lean/Six Sigma
  • Lean = waste removal, which is a good fit with BPM

Approaches to Effective Architecture (Bruce Douglas):

  • Definitions of architecture: layers of services; ecosystem
  • Complexity and effort required to model architecture
  • Differences between models and realization
  • What should be modelled
  • Lack of respect for architecture functions
  • Problems “between the seams” in architecture rather than with the pieces (artifacts)
  • Long-term strategic often displaced by short-term needs
  • Model and validate along the way to developing complete architecture

Innovation in BPM (Angel Diaz):

  • How to help customers innovate with BPM
  • How to start BPM projects
  • Centre of Excellence
  • How to measure innovation
  • The chasm between “define” and “do”: what doesn’t get done, and what’s not relevant once it’s done
  • Divide between BPM and SOA
  • Requires a person to span business and technology (like me 🙂 )
  • Requires personal leadership

BPM and BI (Colin Teubner):

  • Use cases for BPM and BI:
    • BI about a process
    • BI triggering/changing a process (including triggers from dashboards)
    • BI inside a process to automate decisions
    • BI in work environment to provide information to a person for their decision
    • predictive BI driving process work
  • BPRI will assist in some gap closing but thee’s little understanding of BI by BPM vendors

Model-driven Organizations (Fred Cummins):

  • Dramatic changes in business in recent years requires models in order to understand how business works
  • Need management buy-in
  • Cultural change to manage business with models
  • Models can expose embarrassing faults, which causes some resistance to models and to change
  • SOX requires taking responsibility, increases risk if business not understood: drives need for models for decision support

BPM and GRC (Dennis Davidson):

  • GRC = Governance, Risk Management and Compliance (a new acronym for me), an emerging market segment that is adopting BPM technology
  • Involves SOA and BPM
  • Needs BPM to make SOA successful
  • Collaboration technologies, including Web 2.0 and 3.0

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