"Selling BPM to the organization must learn, embrace, and reflect back the vocabulary with which the business understands itself. Otherwise, it is a software license sale that is seen as a cost center moment, and can be subject to overly reductive evaluations."
"'On its own, robotic automation has proven that it can deliver significant productivity gains for employees and organizations that transform customer engagement. But its true power results when it’s combined with other technologies to raise automation to an entirely new level, automating both core business functions and the ‘long tail’ of hard-to-automate tasks,' said Don Schuerman, CTO and vice president product marketing, Pegasystems."
From the BPM Forum
"Flowcharts (drag and drop objects on a graphic canvas or sheet) i.e.nodes, arcs, directional arrows and very little more) IS the approach of choice for building an executable process model (for modeling) and for generating a run time production process template (for work performance, for monitoring of progress and data sharing). When you are done (i.e. done building), you press the compile button."
-K. Walter Keirsted
"In the end we don't need executable process models. We need executable processes!"
"All the big boys' process designers are built straight into the BPMS. Design, then run, your process models there. And, oh yeah, most of 'em are BPMN compliant except for the flying horse crowd."
"In other words, what BPM product minimizes the roundtrip problem? This is the single biggest challenge for BPM adoption. The model to executable process artefact gap is all too often very wide, even if the costs are frequently hidden."
"Just as hardware has experienced so software will effectively be commoditised. It is the BPM discipline that gives structure to design with build now readily supporting user ideas without technical barriers."
"You cannot survive with a paper based change management process, other than very trivial processes. The need for feedback loops would negate it."
"To start with you need to have a clear and believable strategy. This has to be well communicated and you need realistic measures to help show people how teams are performing against that strategy. Hire the right people and use the right technology and the processes should follow."
"Assuming the strategy exists and it’s clear for everyone, the most important thing is that processes are clear enough to be understood by everyone. By everyone I mean everyone, at every level. Once processes are understood, it is easier to keep them aligned with strategy."
-Juan J. Moreno
What are the Most Important Questions of BPM?
"There is only one question: Who is your audience? Get this wrong, and anything else will probably not get the results you want."
"1) Goal: 'what form of business value does my process promise to my customer?
2) Strategy: 'how do I deliver that business value through my process?
3) Execution: 'what business architecture should I employ to consistently deliver 1/ and 2/?"
"Me: Do you want to improve without changing?