"The systematic implementation of the right process of process management results in a value-driven management discipline which transfers strategy effectively into people and technology based execution—at pace with certainty, using the opportunities of our digital world."
-Dr. Mathias Kirchmer
"The depth of process modeling is determined by the highest level to the lowest level of modeling. The highest level being the abstract level and the lowest level being the tactical level."
From the BPM Forum
"If the business knows exactly how the process *should* be executed, capturing the current process could be a complete waste of time. Often times, however, the business doesn't really know what’s going on underneath the hood and it requires that due diligence to capture that existing process in order to fully understand what needs to be modeled and improved upon."
"Nobody (see exceptions below) wants to pay to find out how much they suck today. And there is no real customer buy-in from doing so. It's generally a waste of time. Exceptions may be a series of large institutions where they need to justify buying all those man-days."
"Yes, mainly because you will not be able to improve the current version of the process without properly identifying what is wrong with it. And also because in many situations processes in production are not really what you have in mind: people quickly adjust to faulty process."
"I always call traditional AS-IS modelling HAS-BEEN modelling. You are always talking about the past and try to understand why a process isn't performing as expected."
"The issue is that for some weird reason (?) processes are often not being documented very well in general. So you get these projects as in 'We need to implement that new ERP system.' or 'We need to become ISO certified.' And thus: Therefore we need to map our processes."
"An organization needs to know what it currently does. If not, how will they know they've improved/changed? And how would past mistakes not be repeated? Professions such as lawyers, medical practitioners rely on current & past documentation on performing their work now and in the future. Major changes in the field were built on previous findings."
"No matter what they are doing with the process, it will always be helpful to capture the general as-is and its baseline metrics. Because no matter how amazing or revolutionary your new process/solution is... at some point quantifiable ROI and improvement metrics will be requested."
"Knowing your 'as-is metrics' is critical, as I imagine we'd all agree. After all, your goal isn't process improvement, it's business improvement—and you'll only know if you managed that goal by looking at the metrics."
-E. Scott Menter
"ACM certainly picks up ECM and I don't know of any ACM implementations that do not have background BPM, so we might as well talk about ACM, BPM, CRM and ECM all being core to Case."
-Karl Walter Keirstead
"It will be nice that BPM and ECM vendors would stop positioning their products as the 'centre' of the enterprise application architecture and would start positioning their products as good and useful 'citizens' of the enterprise application architecture."
"Enterprise Content Management (ECM) is just one aspect of Business Process Management (BPM). Ideally, Business Process Management should stay in the center of all enterprise consolidation and improvement initiatives by providing common reference point for all other enterprise systems, both in terms of their internal processing and interactions in cross-system processes. Therefore, optimally, BPM should describe and control all processes inside Enterprise Content Management system."