the future of bpm understanding where the discipline is going and where to get information on the...

The Future of BPM

Understanding where the discipline is going and where to get information on the latest trends

Status of BPM Implementation in 2013

BPTrends, the website founded by the author of the course text, Paul Harmon, has conducted a survey on the status of BPM every two years, starting in 2005

The most recent survey was done in the fall of 2013, and involved 309 respondents from companies in every industry and size, and in most geographical locations around the world

The survey has historically involved participants mostly from the US and Europe: in 2013, the survey had its first respondents from India and China

The questions have remained the same since the first survey, and the answers to the questions have been fairly consistent over the 8 years: there has been little change or improvement in the results

In 2013 the overall pattern of responses is very much like it was from the beginning

BA 553: Business Process Management 2

This slide and the next: Harmon, P. and Wolf, C. (2014). The State of Business Process Management 2014, BPTrends.

Status of BPM Implementation (Cont’d.)

The survey found that “most organizations are at Level 2 on the CMM maturity scale. They have invested in defining their processes, but have not invested in aligning processes throughout the enterprise”

“Individual companies may have become more process oriented, invested in BPMS or created a business process architecture, but most companies have not. The state of BPM, as we defined it in 2005, is roughly the same today

In 2013, as in all years that we have surveyed organizations, the dominant concern is to reduce costs by making processes more efficient. Companies continue to spend money on BPM initiatives precisely because they hope that investments in process work will enable them to become more efficient and productive

In 2013, overall support for BPM has remained the same, but the commitment to BPM has shifted from the executive level to projects throughout the organization

The broad patterns we have observed since the survey began remain the same. Most organizations are occasionally working at BPM. At the same time, a few leading organizations continue to make significant investments in BPM”


Envisioning the Future

New strategies, methods, and tools are being identified and developed all the time

New strategies for establishing the desired company culture, new strategies for achieving competitive advantage

New approaches to understanding and managing an organization’s processes

New IT tools, made possible by advances in technology

Some of these will impact the implementation of BPM

It’s important to identify the next wave of changes that may support your BPM efforts


Recently Developed Tools Related to BPM

SOA (makes task automation applications available to process designers for speedy implementation)

ECM (manages the lifecycle of information and documents used in the process)

SaaS (hosts software and information)

Cloud computing (supports many of the other items listed here)

Social media and collaboration tools, Web 3.0 and Enterprise 3.0 (enable better and faster interactions regarding process design and process changes)

ACM (models dynamic, knowledge-based processes)

As you can see from the Appendix to this presentation, many of these tools are interdependent


The Future of BPM

Continued growth in BPM market: $8B global market by 2020

Mergers and acquisitions of BPM software companies

Increased social BPM offerings

BPM and cloud growth

Expansion of mobile offerings

Automating cloud governance processes PaaS / SaaS / AaaS BPM offerings *

Intersection with Web 3.0 (Linked Data, etc.)

Increased use of BPM to empower business technology


* PaaS = platform as a service, SaaS = software as a service, AaaS = analytics as a service

http://www.slideshare.net/BonitaSoft/the-future-of-bpm-tips-trends-customer-pain-points. accessed 7 April 2015.

Appendix

Recently Developed Tools Related to BPM

SOA Service-oriented architecture (SOA): a set of principles and

methodologies for designing and developing software in the form of interoperable services. These services are well-defined business functionalities that are built as software components (discrete pieces of code and/or data structures) that can be reused.1

In the future, as businesses want their processes to be much more adaptable to changing market conditions, the technology and infrastructure has to change to support this paradigm of composition and assembly rather than code development. That requires what we call a business services registry-repository where you keep your library or reusable technology assets. You have to decide, based on things you have in your application portfolio, which ones should be exposed as reusable assets, and then you have new composition environment that lets you assemble those Lego-like building blocks into end-user-facing solutions.2


1 http://en.wikipedia.org/wiki/Service-oriented_architecture, accessed 27 March 2012.2 http://www.informationweek.com/news/software/bi/205210280, accessed 27 March

2012.

ECM and SaaS Enterprise Content Management (ECM) is the strategies, methods and tools used to

capture, manage, store, preserve, and deliver content and documents related to organizational processes. ECM covers paper documents, electronic files, database print streams, and even emails

ECM is an umbrella term covering document management, web content management, search, collaboration, records management, digital asset management (DAM), workflow management, capture and scanning

ECM is primarily aimed at managing the life-cycle of information from initial publication or creation all the way through archival and eventually disposal. ECM applications can be delivered through Software as a Service (SaaS)

SaaS is a software delivery model in which software and its associated data are hosted centrally (typically in the cloud) and are accessed by users using a web browser

SaaS has become a common delivery model for most business applications, including accounting, collaboration, customer relationship management (CRM), management information systems (MIS), ERP, human resource management (HRM), enterprise content management (ECM) and service desk management. SaaS has been incorporated into the strategy of all leading enterprise software companies


Wikipedia definitions, accessed 27 March 2012.

The SaaS BPM Maturity Model


“SaaS BPM: Silencing the Skeptics”, http://www.cordys.com/saas_bpm_datamonitor_report, accessed 27 March 2012.

SaaS Benefits

Reduce project risk by minimizing up-front captial investment requirements

Rapid ROI from fast deployment and “pay as you go” pricing

No ongoing human capital costs for data center operatons

No ongong software and hardware maintenance fees

Freedom for scare IT resources to focus on core business

Frequent sotware updates/patches without business disruptions

Lower training costs, lower desktop configuration management costs

Consistently lower total cost of ownership

Typically better reliability, security, and interoperability


This slide and the next: Barlow, G. (2009) “How Cloud Computing Will Change Business Process Management”, referenced on http://bpmfundamentals.wordpress.com/2010/01/03/cloud-computing-bpm-whats-it-all-about/ accessed 27 March 2012.

BPM in the Cloud: Business Operations Platform


Social Media and Collaboration Tools

Social Process Design: A hospital that gets nurses (all of them) heavily involved in collaborating to design and modifying the processes they execute every day. The nurses “own” their processes.

Process Change Socialization: A hotel chain that has grown a community of hotel managers who collaborate on propagating, refining and executing business process improvements rapidly in hotels across the globe.

Process Support for Social: Social media and community collaboration can’t thrive outside of the rest of the business. Organizations that are really serious about social media success recognize that some business processes must be altered to create a more conducive environment for community collaboration to thrive.

Social Support for Process: This is the whole structured v. unstructured process discussion. Where can social media as an enabler for unstructured processes benefit your organization? How can you use social media to support and shed light on unstructured business processes?


Bradley, A. (2011) “Social Media and Business Process Management Make Strange Bedfellows”, accessed 27 March 2012.http://blogs.gartner.com/anthony_bradley/2011/03/07/social-media-and-business-process-management-make-strange-bedfellows/

Web 2.0

Web 2.0 is a “second generation” Web representing a transition from static Web pages to dynamic, interactive, application-rich sites that typically encourage user participation. Web 2.0 also refers to providing improved ability for people to meet, network, collaborate and share information online. This approach makes it easier for users to collaborate on business process management (BPM) and process-improvement initiatives. Blogs, wikis, video-sharing and social networking are among the many examples of Web 2.0 technologies. 1

Web 2.0 identified the trend of the web transforming from one-way communication broadcasting tool, towards a two-way communication and collaboration platform. 2


1 http://www.ebizq.net/topics/web_20, accessed 27 March 2012.2 https://lifeboat.com/ex/web.3.0, accessed 7 April 2015.

Web 3.0

Web 3.0: “Web 3.0, a phrase coined by John Markoff of the New York Times in 2006, refers to a supposed third generation of Internet-based services that collectively comprise what might be called ‘the intelligent Web’ — such as those using semantic web, microformats, natural language search, data-mining, machine learning, recommendation agents, and artificial intelligence technologies — which emphasize machine-facilitated understanding of information in order to provide a more productive and intuitive user experience.


https://lifeboat.com/ex/web.3.0, accessed 7 April 2015.

Enterprise 2.0, 3.0

Enterprise 2.0: the integration of Web 2.0 technologies into a company's intranet, extranet and business processes. The Enterprise 2.0 approach is expected to apply an increasingly strategic role in business process management (BPM). Enterprise 2.0 initiatives are often intended to increase productivity and innovation by allowing users to easily share information and collaborate on tasks and projects. Such initiatives may be in-house or Web-based, and they may involve a company’s partners or customers as well as its employees. 1

“Semantic Social Business (Enterprise 3.0) can be seen as the process of harnessing collective intelligence through internal and external collaboration to support design thinking for business intelligence.” 2

“After the traditional document-centric Web 1.0 and user-generated content focused Web 2.0, Web 3.0 has become a repository of an ever growing variety of Web resources that include data and services associated with enterprises, social networks, sensors, cloud, as well as mobile and other devices that constitute the Internet of Things.” 3


1 http://www.ebizq.net/topics/enterprise_20, accessed 27 March 2012.2 http://webtechman.com/blog/2011/05/16/enterprise-3-0-semantic-social-business/, accessed 7 April 2015.3 http://www.morganclaypool.com/doi/abs/10.2200/S00455ED1V01Y201211DTM031, accessed 7 April 2015.

Adaptive Case Management (ACM) and BPM

ACM is “the optimization of long-lived collaborative processes that require secure coordination of knowledge, content, correspondence, and human resources and require adherence to corporate and regulatory policies/rules to achieve decisions about rights, entitlements or settlements. The path of execution cannot completely be predefined; human judgment and external events and interactions will alter the flow.” (Gartner definition)

ACM diagrams are created by the flow of the process in a specific instance, while BPM diagrams are created beforehand and control the flow of the process

ACM solutions fit a specific business process requirement – dynamic routing. They’re not meant for well-structured or compliance-processes like finance and legal processes

ACM solutions work well for health care, call center processes and internal organizational communications where you want to allow the end-users to have the flexibility to change the process route


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