“You can’t take a ‘garden variety’ business analyst and have them create BPMN diagrams without training, and that 50% of business analysts are unable to create lasting and valuable requirements.”
-Sandy Kemsley

“One thing is clear – organizations are becoming more dependent on a wider variety of applications that need to be deployed at an extremely rapid pace.”
-Joshua Hoffman

“Organizational knowledge management shouldn’t be a function—it should be a capability. The difference in those words makes them worlds apart. A function implies constraint, clear delineation of roles, and perhaps even silos of responsibilities! Conversely, creation of new knowledge, sharing of expertise, and taking advantage of organizational expertise can, and should, be done by everyone in an organization.”
-Jim Lee

“Dark events alone have significant impact on organizations. However, when events are considered in concert with processes and data, the impact magnifies. The same can be said of patterns of events and the coordinated actions that can and should be made in a timely manner.”
-Jim Sinur

“With fewer employees sticking around for 10, 20, and 30 years, it’s even more important for organizations to continuously capture and codify knowledge. If a new set of people comes through the door every few months (or even years), then well-documented processes, best practices, and lessons learned are some of the only ways to ensure the effective reuse of knowledge and solutions across projects.”
-Lauren Trees

From the BPM Forum

“(BPM) is already everywhere, but most people don't recognise it as BPM.”
-Ian Gotts

“In the future BPM will become more specialized OR it will be on its way out.”
-Amy Barth

“There's an increasingly important and probably permanent role evolving for rules-driven process orchestration. To the extent, however, that such a function ends up embedded in everything from your kitchen to your car, we probably won't continue thinking of it as BPM.”
-E. Scott Menter

“BPM may not be everywhere however process certainly will be everywhere. Process will be an essential component of the IoT which will be for the most part invisible.”
-Peter Whibley

“I think the future destiny of BPM is in the hand of practitioners, executives and enthusiast of BPM, not exclusively as one technology (or modelings) but also more and more as management discipline ... as an smart discipline for the sustainable management of variables like our environment, political system, economy system, market system, education system, health system, exploration and reuse of energy and resource, etc....”
-Marco Mafra

“BPM is for me the fundamental base in order to support any other work organization technologies and derivatives.”
-Walter Bril

“That is what BPM is about; executing processes for cases. And to keep track of these cases, BPM technology might help. The least BPM tooling should offer in my opinion is that it should make clear the process status of al the cases in your organization.”
-Emiel Kelly

“BPM technology is the only technology that surfaces the symbols of work (conceptual models e.g. ‘tasks’, ‘resources’) as first class citizens of the technology, for direct management by business.”
-John Morris

“The fundamental problem of business entities is (to enable) work organization with a view to make it repeatedly effective and efficient. BPM technology is a solution to this problem.”
-Bogdan Nafornita

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