Documenting business processes has become an important initiative for many Organizations. The advantages of identifying, understanding and evaluating key business processes to determine their effectiveness in meeting business objectives has been recognized for some time. There are many methodologies and tools available today to aid in capturing information about how a business performs its day-to-day activities in order to achieve desired efficiencies and cost reductions. A common approach integral to most methodologies is to develop an end-to-end process flow.

Two or three years ago, when I began speaking at BrainStorm BPM conferences, I coined the term “BPM 2.0” to refer to new tools that allowed “process without programming.”  That technology, featuring integration adapters that could introspect enterprise information systems and turn them magically into “services” ready for orchestration in a business process, was the beginning of the convergence of SOA and BPM.  Looking back now, however, I think a better term might have been BPM 1.1, or “integration without programming.”  Today it’s safe to say that not everyone i

Many organizations are looking to business process management (BPM) solutions to improve organizational effectiveness through the enablement of key process improvements.

For years, the pendulum has swung in favor of buying rather than building applications. However, business and technology triggers have shifted executives' focus from functional efficiency to business process adaptability. As the major suite vendors retool and refactor...