Letter from the Managing Editor:
In his last Column, Mike Rosen described the use of the Business Context Model for bridging Value Streams and Processes. In this Column, he discusses another model for working with the business and IT, the Business Motivation Model (BMM). The BMM model provides the underlying architectural metamodel for describing important concepts about why a business is undertaking certain actions, an important context for understanding the reason for any BPM project.
Yuri Blyke argues that, when defining capabilities that support a value proposition, the focus should be on unique, core capabilities that really differentiate an organization from its competition and provide it with an advantage. In this Article, he demonstrates a method to define and maintain business architecture for core business capabilities that support the organization’s value proposition.
BPM and Innovation
Large organizations – having invested heavily in social media – are now asking how it’s possible to gain a return on their investment. Keith Harrison-Broninski introduces The Innovation Triangle as an example of how to solve this emerging problem for all organizations.
This is the first of two Articles focusing on how Business Process Management affects an organization’s innovation. The authors, Martin Andestad and Hans-Christian Grung-Olsen, conducted research on this issue at the Norwegian School of Economics, and in this Article, they present the result of their first important finding.
In Part I of this two-part series, Martin Andestad and Hans-Christian Grung-Olsen presented the primary result of their research on BPM and Innovation—that BPM promotes incremental innovation emphasizing short-term gains at the possible expense of solving long-term problems involving radical innovation. In this Article, they propose organizations strive to achieve a balance between the two and propose methods for doing so.
In this Article, Lavanya Easwar examines the collaboration and convergence of the Social, Mobile, Analytics and Cloud (SMAC) innovations and how their intersection opens diverse opportunities for businesses to better serve their customers. It also focuses on various interrelated elements of an Enterprise and what IT must consider while specifying their SMAC strategies to effectively manage this intersection to provide optimal customer service.
In this Article, Vitaly Khusidman describes two enterprise architecture patterns for Rule Enactment Service that enables the externalization of business rules. The main benefits of using these patterns include shorter time to market and lower initial implementation costs, as well as lower maintenance costs.
Business Rule Solutions: Three Major Myths of the Business Decision Space and Why They Matter to Business Process Professionals
In this Column, Ron Ross dispels three major myths of the business decision space that he considers quite harmful. They are 1) All business rules lead to a business decision, 2) A violation of a behavioral rule corresponds to a business decision, and 3) The business rule space and decision space are the same. Read Ron’s clear explanation of why these myths are false.
In their Column this month, Alan Ramias and Cherie Wilkins begin a series on how to succeed at integrating process management into an organization. Their initial discussion of this topic logically focuses on some of the barriers to installing effective process management. We look forward to future Columns when they will propose ways of doing this work that minimizes those barriers.
Roger Tregear asserts that if process improvement activity is to deliver its maximum benefit, we must be continuously discovering problems and their causes. In his Column this month, Roger presents some useful strategies that you can use to create a culture of process improvement in your organization.
Continuing the discussion begun by Roger Tregear in his April Column, Continuous Problem Finding, Paul presents his thoughts on what companies and their managers must do to continuously improve their business.
This month, Rick Rummler weighs in on the subject of modeling processes involving knowledge workers. While much of the literature holds that knowledge work precludes process modeling, Rick and his colleague Cherie Wilkins argue otherwise. In this Column, he and Cherie provide an example from an investment banking client to illustrate their belief that mapping such processes is both possible and valuable.
In this Column, Paul Harmon presents an overview of the OMG draft notation for Case Management processes and analyzes where we are and where we’re headed in terms of dynamic process modeling. Paul reminds us that we are beginning to create process diagrams that include both procedural and declarative elements, and no matter how it’s done, modeling is going to become more complex.
The Future and BPM
Paul presents his annual forecast on BPM in the forthcoming year. For the first time in several years, he is enthusiastic about prospects for BPM in 2014. He believes the economic indicators and the stars are aligned to bring about a growing demand for help in creating business processes.
In his Column this month, Peter Fingar spends one sentence reminiscing about the good old days of BPM and then launches a discussion of the technologies that he believes will profoundly change how companies operate. Read his Column and let us know what you think about these technologies and the impact they might have on your organization.
Applying New Technology
Peter Fingar exhorts COOs to pivot and focus on the front office as well the back and middle office functions. He asserts that this expanded role is made possible by advanced business process management technology and that this new-found ability to leverage smarter process management can transform your business into a dynamic, real-time, customer-driven enterprise.
Big shifts in technologies such as mobile, cloud and analytics are driving significant changes in the way applications are architected, deployed, used and maintained. In this Article, Hari Kishan Burle and Aravind Ajad Yarra, applying their experience in the Enterprise Architecture Practice at Wipro, discuss the key attributes of Smarter Applications and provide guidelines to examine your organization’s preparedness to adopt Smarter Applications across the business.
John Jeston agrees that the establishment of effective and appropriate KPIs is a must, but, equally important, is achieving them, a frequently elusive goal. John maintains that KPI’s should be evenly split between the measurement of business processes and the measurement of the performance of the people involved in the process. He provides a list of questions that, when answered, will help to align these two measurements.
Lean and Lean Six Sigma
Roger Burlton and Peter Mathijssen propose a method to avoid a failed Lean implementation. They suggest that the second wave of Lean involves the application of Business Process Management techniques. Business Process Management techniques, they argue, help practitioners to visualize and analyze processes. Read their Article to learn what they consider requisites for success in implementing the second wave of Lean.
In his first Column in this series on Software Development, Tom Bellinson provided some history and perspective on how software is developed. This month, he reviews the twelve principles of the Agile Manifesto through the eyes of a business process practitioner and also takes note of the connection between Agile and Lean thinking.
In this Article, Anne Rozinat and Christian Günther, address the questions of which kinds of processes can be analyzed with process mining and what benefits it would bring. To help you find an answer, they provide a framework for the most common process mining use cases, so that you can determine if you could benefit from the use of process mining and how you might use it effectively in your organization.
In this Article, Lukasz Czynienik and Zbigniew Paszkiewicz, both legal experts, address legal issues associated with practical use of process mining techniques. The issues discussed include handling privacy in the work place, processing of personal data, as well as copyright protection of databases.
In his Column this month, Mike Rosen examines various perspectives on what is a business architecture and what are capabilities to determine if those two elements can be aligned. Read his Column to see if you agree with his conclusion, and join the discussion on the BPTrends Linked-in site.
While Business Architecture approaches and methods continue to evolve, Ralph Whittle believes they have reached a point of maturity where the organization can fairly assess how it will develop its Business Architecture. In a recent Column, “Are Capabilities Architecture?” Mike Rosen argues that we can confidently say “Yes.” Ralph Whittle disagrees. Read his reasons and let us know your thoughts on the ongoing dispute over the appropriate definition of Business Architecture.
A Practitioner’s Perspective: Peace Accord Reached! Process vs. Capability Debate Ends with a Whimper
Alec Sharp declares the process vs. capability debate has ended (and with a whimper, no less). To prove his point, he recounts events at the recent IRM UK conference in London. Read his Column and decide for yourself. Is the debate over, or is it still very much alive?
Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen, Reviewed by Tom Bellinson
Our author, Tom Bellinson, whose Column, Process Solutions, appears quarterly in the BPTrends Monthly Update, has written an enthusiastic review of The Principles of Product Development Flow. An avid reader of non-fiction books that focus on management topics, Tom says that Reinersten’s book stands out among others in providing a “mountain of golden nuggets.”
Business Process Management: The Next Wave: Harnessing the Complexity with Intelligent Agents by Jim Sinur, James Odell, and Peter Fingar. Reviewed by Paul Harmon
Paul Harmon offers his analysis of this recently published book by three well-known BPM authors, who propose agent-oriented BPM as the approach to adopt in taking on the challenges of new and developing technologies.
Calendar of Events
BPTrends BPM Conferences
Building Business Capability Conference November 2-6, 2014, Ft. Lauderdale, Florida. This popular annual North American Conference is co-produced by BPTrends, Business Rules Solutions and the IIBA, bringing together a broad range of professionals who collaborate to provide integrated solutions for enterprise performance improvement.
BPTrends Associates Education and Training