BPM Think Tank Day 3: Roundtable wrapup

Last BPM Think Tank post, I’ll summarize the notes on the roundtables that I didn’t attend, based on the 3-5 minute summary that each facilitator presented.

Rules and Process (Paul Vincent):

  • Defined types of rules
  • Handling business decisions within processes
  • How to separate and model rules from process at design time

BPM and Microsoft Technologies (Burley Kawasaki):

  • My commentary on the notes from this session: seemed to be an ad for Microsoft technologies rather than much to do with BPM. Not sure why the Think Tank agreed to hold such a vendor-specific roundtable.

ERP and BPM (Dave Frankel):

  • Goal to break down silos in ERP to enable BPM
  • Orchestration of reusable services is not sufficient for processes; need event-driven layered process delegation
  • Need a common data exchange model for ERP system, and an accepted scope for that common model

Goals of BPM Standards (Bruce Silver):

  • Standards reduce risk but never seem to quite get there in terms of portability of process models and interoperability
  • What’s required for portability? The following were suggested, although not everyone agrees on the last two:
    • Identical business meaning
    • Identical graphical view
    • Identical at execution point
  • How standards gets created: a small group of people who are passionate about it and have employers who pay their salary (and usually expenses) to get involved


  • Types of metrics: time, quality, cost, value
  • Measures tend to be lagging but would be more effective if they were leading/real-time

BPM in the Federal Government (George Thomas):

  • [I assume that this means the US Federal Government…]
  • Much of the BPM work is to operationalize activity-based costing, and requires integrated BI
  • Horizontal interoperability required across government departments
  • Need to institutionalize knowledge before the boomers retire
  • Problems with immaturity of current tools and standards
  • BPM is today’s version of a monolithic application, and needs to decouple model from execution
  • Struggles with ongoing legacy modernization

Competencies/Skills for BPM:

  • Mapping target population (business, IT, process experts that span business-IT) to organizational results; use this to create training program
  • Top management needs to believe in a process-centric organization: must understand how jobs are accomplished, how IT Is used to achieve goals, and enough knowledge to understand IT decisions
  • Line management must become metric-driven and knowledgeable about the processes in which they participate, and collaborate across functional silos
  • Performers must be expert at process execution and be workflow-savvy

BPM and Business Frameworks:

  • Like some other groups, spent half of their time defining BPM
  • Lots of noise in the industry about BPM and frameworks
  • Need to understand how to engage the business

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