BPM benefits such as enhanced operational efficiency and compliance derive largely from the way it breaks down routine office work into specific tasks performed in a prescribed order according to explicit rules. The process design assigns each task to some role or group, while administrators manage the mapping of individuals to those roles and groups at runtime. This allows the BPMS process engine to route tasks to users in the prescribed sequence and notify appropriate managers and supervisors when those tasks are overdue.
Articles by: BPMInstitute.org
A Whiff of Revolution in the Air
Several of the contributing authors to the exciting new book “The Business Rule Revolution” meet to discuss their view on the state of the revolution. Each provides an overview of their contribution to this anthology of real-world experiences.
Barbara von Halle: Barbara is the primary author of the seminal text “The Business Rules Approach” that serves as the foundation for Business Rule Practices today.
Will SOA Reduce the Need for Developers?
If you think SOAs will reduce the need for developers, you’re dead wrong.
There is a lot of talk about how SOA will significantly lower the need for developers; thus the savings of SOA. This will be accomplished through the promise of reuse that’s driving many toward the SOA light. However, I’m not sure we’ll see a reduction in development with the advent of SOA, but perhaps a redistribution of talent in the longer term. At the end of the day, the reason for leveraging SOA is agility. Reuse and development savings are a secondary benefit, if they happen at all.
BPMS Watch: Fulfilling the Promise of Process Simulation
A central promise of BPMS is that process improvement can be projected and optimized in advance of implementation, using process modeling’s simulation capability. By including simulation analysis, process modeling tools can not only define the structure of the proposed to-be process but project its expected ROI. For that reason, nearly all BPMS offerings today include some form of simulation tool. But are these tools really fulfilling the promise? Not yet, in my view. Let’s look at what they do, and what’s still missing.
First, let’s deconstruct the promise.
Best Practices for Reducing the Business Strategy to Execution Gap with BPM
According to a recent survey in The Economist, CEOs and CIOs from over 1,000 companies worldwide agree that innovation in business processes is a greater source of competitive advantage than innovation in particular products or services.
Sustainable Business Rules: An Introduction – Part 2 of 3
In part one of this article, I provided an introduction to applying the concept of sustainability to business rules.
Suggested Treatment, BPM: Geisinger Health System uses BPM to Improve Service, Compliance and Operations
It’s happening in every industry: increasing regulations, demand for better, faster customer service and ever-fiercer competition. The healthcare industry is not immune to these same forces, and often these challenges are exacerbated by greater requirements and expectations of an industry that is nonetheless expected not to profit excessively from its “customers.” But, no one is lessening the strictures of HIPAA, and patients continue to ask why it is that Americans are paying more than any other country for their healthcare and getting less.
Beyond SOA – Digital Business Networks
Join us to understand how using BPM within a Digital Business Network (DBN) can drive innovation and create a competitive advantage. Forrester describes ‘Digital Business Networks’ as collaborative value chains, comprised of companies focused on creating timely, customer-oriented and process-centric innovations. By breaking down siloed monolithic enterprises, DBN uses a services oriented approach to accommodate change without compromising security.
How can the concept of a DBN help BPM Suites evolve, and how can BPM help evolve the DBN?
Understanding “Services”
In the last column, I introduced the topic of services engineering and why it is going to be so important. The vast majority of the labor force is employed in services today, and nearly 80 percent of our GDP is from services industries.
Case Study: Managing Process Across the Enterprise
George Thomas is the Enterprise Chief Architect at GSA. He focuses on enterprise wide architecture using open standards based, process-centric, and service oriented modeling methodology and tools.
Thomas began his talk by covering grammar and modeling formalisms from selected GSA adopted industry standards. These were presented as a framework for developing the executable service oriented business process models, which can be automatically deployed.
The GSA uses a tool from Data Access Technologies that integrates CCA/FEA design and J2EE runtime environments.
George Thomas is the Enterprise Chief Architect at GSA. He focuses on enterprise wide architecture using open standards based, process-centric, and service oriented modeling methodology and tools.



















