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Accepted AnswerChristopher TaylorOfflineWe're a funny lot. For years we've been talking about data and process as though they were two different things. Guess what...they're not. Process involves the activities of getting work done and data both describes process and is also the beginning and end points of work. We consume data in processes and we produce data in processes. They are inseparable.
We wrote about it here: http://wp.me/p1pL4e-4x4
Before you argue...read my example of hole digging. That's what big data, unstructured data and automation are all about.
Accepted AnswerGarvin FoutsOffline
Accepted AnswerSteve WeissmanOffline
Accepted AnswerDave DuggalOffline
Accepted AnswerTheo PriestleyOfflineIt's not the data that makes a process intelligent, it's the decision you make with the data and process combined. Has been like that for years as Chris has said but it's now becoming more apparent as the technology grows around them how intertwined they are.
The data in itself is meaningless. Every process has data, but so what ?! It's by pairing the data with the right analysis tools that process can respond in ways never thought possible. Speed is not the key factor, creating relevance within the process is.
But what use is all this information being collated in a process if your back office processes aren’t geared up to take advantage of it ? Without taking advantage of analytics and acting on the contextual data in customer and event driven processes you’re restricting your organization’s ability to respond. Might as well ask customer support staff to manually complete forms in a reaction to a customer complaint taking place.
Data is the bullet. Analytics the gun. Process the laser sight. The real value only happens when you decide to combine all three. That's where the future value in all this lies.
Accepted AnswerEmiel KellyOfflineAgree with christopher. They are not separate things. The use of the word process here is what I call the workflow of a process (the steps and their order).
The process is a complete set of aspects that are needed to make a process reach it goals. Think about:
- The workflow
- The people
- The information/Data
- Supporting tools
- the way of steering
The combination between all these aspects make a process. Together they are the process. And talking about data; it's often the most important enabler or disabler for process performance
You can have the leanest workflow, the smartest people, the fanciest bpm systems, but if they can't reach the right information, the process will probably not deliver what it promises.
And you can already tell that from the products a lot of processes are delivering these days: information products. If you should decompose this end result you might discover what information should be gathered, produced and needed during the process.
Don't forget that, in process management, information is needed on several levels:
- Information to make the product
- Information the enables you to manage the process (monitoring)
- Information that tells you about the performance of the process
So will data be important? No, it already is.
Accepted AnswerEmiel KellyOffline...mmm strange...while I was typing several comments came in between.
So, also agree with Theo; What's a speedometer without a throttle or a brake? useless.
You see often a lot information is gathered and showed in nice dashboards but:
When talking about operational (real) process management
- Do they tell you anything about the progress of running cases
- If it does, are you able to act on that information (ooooh help we are going to fast....mmm.. no brake)
When talking about traditional process improvement:
- Does the data tell you anything about how the process performed
- and does it help you to find the reasons for non performance.
'I know a lot, but my hands are tied'
Accepted AnswerAbdulazeez SadeqiOffline
Accepted AnswerDavid ChasselsOfflineProcess applications are about presenting data to the right person (or “machine”) at any specific instance from ANY source. As new data is created in this environment so it can be recognised supporting any required data analysis in real time.
It is a data centric environment supporting people at work and puts use of any data into a meaningful context. This “BPM” Practice approach will be the driver which will in due course replace the legacy “mess” and eventually deliver “one version of the truth”!
Accepted AnswerBruce SilverOfflineGlad you are calling attention to this gaping hole in BPM tools and practice, which both emphasize business-empowered modeling for documentation, analysis, and requirements for implementation. For business analysts and developers alike, data modeling is highly evolved at the conceptual, logical, and physical levels, but BPM mostly ignores it. BPMN for example can reference XSD and WSDL data types, but rarely used in non-executable models, and executable usually reference opaque java classes instead. BPM Suites all have their own proprietary data modeling tools, disconnected from any standard format or modeling methodology. That's issue 1. Issue 2 is that each piece of BPM has its own siloed data model: process execution, BAM/analytics, decisions, etc. They all model the same entities in different ways. I think the data-disconnect is also a big reason why BPM is still a foreign concept to most business analysts.
David Chasselsmore than a month agoThe trick is not to have to use BPMN XSD and WSDL summed up by the comment "...each piece of BPM has its own siloed data model:" Not so with a declarative architecture supporting all business logic. Yes you need to have a sound data structure reflecting the use and orchestration of data/information but all well within the skills of the business analyst. So that "data disconnect" in the "components" will move into history and a whole new world will open up.....? Just again highlights buyers need to understand how the Business Process Platform actually works - no more hype facts that should reflect the real world of work?
Accepted AnswerMax J. PucherOfflineThis question is clearly a perspective from a BPM viewpoint only and shows the disconnect. BPM as a methodology is not bothered with data, content or business rules but follows the unproven belief that defining abstract flows will bring a better alignment of strategy and execution. But data and related transactions have been a lot more important than BPM since the first computer was used in business. It is the complexity of implementation of data and logic both in transactions and in BPM that reduces business flexibility.
I said over a decade ago that there is no process without content and content without process is waste. Content is both the carrier of process AND of data, so there is clearly also no process without data. Similarly, there is no business content without data and data without process doesn't do anything for the customer or business. Big data illusions of hidden secrets aside. Moving ahead with this thougt there is no business logic without data and there are no business decisions without data and content.
So it is amazing that BPM is only now starting to come back to content and data and still completely misses the need for embedded rules. Main problem: businesses have fired too many people who have any business knowledge. Therefore they buy packaged apps and now packaged processes and need IT partners who have domain knowledge.
Hence the sorry state of customer service quality overall!
Accepted AnswerDr Alexander SamarinOfflineI think that the underline problem is not what is more important (e.g. forest vs trees), but how to bring together different tools and technologies (data modelling, coordination of work, content management, analytic, decision management, etc.) to work in a synergy way. As already mentioned, a process instance generates an audit trail data which are used to advice a better and faster execution of this process instance.
The direction is well-know: reference model, reference architecture and consumer-driven standards.
Accepted AnswerDavid ChasselsOffline