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What is the key trend for BPM so far this year?

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Forrester recently asked, Which BPM Trends Are You Embracing in 2011? listing the following five: 1.) connect business analysts to BPM projects; 2.) synchronize BPM and master data management to improve process data management; 3.) complete BPM training certification for key process roles; 4.) leverage social networking techniques and tools across the entire process value chain; and 5.) evaluate existing BPM governance models to identify opportunities for improving flexibility and line-of-business empowerment. 

So which BPM trend you think is gaining the most speed this year, and if not one of those, perhaps something else.

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  • Well it's interesting to read point (1) since I've been doing it for 10+ years so I'm perplexed this is even an emerging trend at all unless I'm a unique case (no comments please)

    I'd love to see a proper BPM certification in place but there seems to be more effort in creating fragmented 'books of knowledge" than trying to actually pool knowledge and resources into one standard. An ongoing issue I'm afraid having tried myself.

    MDM is an interesting trend, but it's relatively infant and adoption is low (certainly in the UK at present where it's an expensive option)

    Personally I'd like to see an amalgamation of (4) and (5) as a trending topic rather than keep them separate. An improved and 'socialised' governance model and the open nature of BPM should go hand in hand and compliment each other not sit apart.

    Emerging Trend ?
    I've been waiting for a decent 'mobile' and touch-enabled BPM solution for ages now, and I don't mean just a glorified 'map viewer' on the iPhone....

  • Engaging the business analyst in the development of a BPM solution has to be the way to go. Too much time is wasted translating the requirements into a solution. Winning BPM solutions must have the ability to be used by non-programmers, should be entirely visual (no scripting) and should provide change management, versioning and deployment abilities out of the box. When the business units can become self-reliant and business analysts become implementers more than being facilitators the adoption rates for BPM solutions will accelerate. Remember when the business embraced Personal Computers against the wishes of IT? Time to have that same revolution and empower the business to make BPM a core competency.

  • In terms of technology Cloud, Social, Mobile

    Cloud: enabling BPM projects to start faster and cross geographical and organisational boundaries
    Social: harness social medai styles/technology
    Mobile: processes on web, tablets and smartphones
    http://iangotts.wordpress.com/2010/12/08/its-perfect-storm-cloud-social-mobile-choppy-water-ahead/

    In terms of business it is Governance, Adoption and Social

    Governance: making it an asset rather than a liability
    Adoption: getting end users engaged and using processes (which supports governance)
    Social: driving collaborative process improvement

  • I see more participation from BPM analysts. As BPM becomes more widely accepted and business, rather than IT, takes on project leadership, BPM analysts will play a more assertive and important role in collecting requirements, evangelizing successes, and training users.

    With more participation from both business analysts and IT professionals there is a greater need for training on product and implementation techniques. I see training programs and certified instruction becoming more available, standardized and effective.

  • I like some of the points brought up as the trends - seems that some of them are getting back to the basics. My suggestion is the "trend" is this - BPM needs to deliver business value.

    As much as I love to work on what's emerging, as a group of practitioners we need to focus on delivering business value and furthering the BPM message so that our executives take notice.

    Note: I suggest reading the book "Rediscovering Value" by Rummler, Ramias and Wilkins - 2011.

    • Interesting many think that bpm driven by delivering business outcomes and of the transfer of ownership to the business as trending. It seemed to be a key theme at the Gartner BPM Summit in Sydney, I saw Gartner, (yourself included) emphasis again and again as if the community still haven't not absorbed these key points. I thought the audience looked alittle awed by the concept at times, many coming from the 'non business' community (are we not all in business, inc our IT and infrastructure guys? Isn't about the way we think?). What did you think? (great session by the way)

      In one breakout there was a great analogy.

      The topic was value and how businesses lose sight of business value and focus on the wrong things. The analogy was made in respect to running machines in a gym. Three prospective gym managers are asked about their value.

      One manager states that it’s their availability; that 5 are always operation, 24/7, minimum one in maintenance, all pass quality and Work Safety checks and have just-in-time parts supply pre-contracted to meet service levels. (sounds like an IT Managers interpretation of value).

      One manager states it’s bums on seats, ie numbers and on and off peak utilisation. (Sounds like a CFO’s interpretation of value). Sounds good but ignores the consumer goals and probably doesn’t differentiate your gym from any other!

      The last says it can only be measured in terms of members meeting their fitness goals, ie how much weight did they lose, etc. Now which manager would you pick to grow your gym business!

      So think about the outcome for the user, not the output of the process. Luv it

      So are you saying the trend is we all now it get this; there is tangible evidence?

  • I think that BPM will continue to be distracted with concepts like ACM and Social BPM.

    BPM needs to evolve to a very different direction: Semantics.

    Because:

    On process definition stage the existence of a predefined ontology supports tasks, and data objects meaning to the end user. Thus it eliminates the ambiguity and redundancy. Ontology management is key to unstructured process world that is result and data oriented. Other advantage is process patterns re-usage.

    On process implementation stage deploying in a workflow engine and building WEB services can use WSMO standard designed to import existing ontologies. The WSML an extension of WSMO defines a formal language for describing ontologies, goals, Web services, semantically and a model for managing different variants of language, encompassing both the description logic as logic programming. This means agile and rapid implementation of a complete business solution.

    On Execution phase Semantic Web Services are discovered, bind to activities that invoke them in real time because they rely on process semantics rather on hand crafted code.

    On Control and monitoring stage it's possible to search and correlate information dynamically based on natural language queries because data was semantically annotated by the BPM engine during execution.

    This is the future.

  • Anything that allows processes to be created and modified quicker to match business need is progress. Why would anyone not see that as an important trend?

    Whoever you ask will have their own 'key trend' because of personal or business interests. But then it is not a 'key trend' because by definition that would mean a larger group of people showing a recognizable indication of moving in a certain direction. But even if they do, they simply distort the meaning to suit their own goals.

    If I see a trend at all it is to expand the definition of BPM by all new things coming along so it won't seem outdated. That leads to the odd situation of having the oxymoron of 'Social BPM' as a key trend. But I guess it will still establish itself just like the oxymoron 'Business Intelligence' ...

    'Social' challenges the principal assumptions that BPM is built upon. Social implies a bottom-up empowerment, while BPM clearly is top-down enforcement. You can't simply tack the two together and hey-presto: 'A new trend!' Social media are used in BPM as communication means for analysis/ad-hoc-infos which is cute, but doesn't provide what 'Social' is supposed to provide: Empowerment.

    If we say we want to offer true 'social empowerment' by goving the business the ability to create and modify processes at will (as we do with ADAPTIVE) then that won't do in the eyes of the BPM pundits. How will you be compliant? How will you identify bottlenecks? How will you ensure that users don't take it easy if they are 'too empowered'? And so on .. but hey, we are trendy ... we are SOCIAL!

    So is there a trend? Yes, to continue to ignore the issues of old-style BPM and to confuse prospects by using fear, uncertainty and doubt! Not a new trend either ...

  • The new trend I am seeing is, for better or for worse, away from BPM/ACM altogether and towards "collaboration tools" - Huddle, BaseCamp, Zoho, etc.

    People are seduced by the widgetry - shared whiteboards, web conferencing, live chat, in-browser office apps, etc - and either fail to appreciate or are prepared to overlook the descent into chaos that results from a proliferation of isolated workspaces.

    However, some organizations I have been dealing with have observed the warped management and partner relationships arising from the innate inability of such tools to cross boundaries, and are making the strategic decision to move away from such tools, and towards tools that offer a more joined up approach.

    So the trend may be short-lived - or more likely, it may not be too long before collaboration tool vendors start to move into BPM territory, perhaps with the aid of strategic technology partnerships - and then watch out, incumbents!

    All the best
    Keith

  • Here's an interesting footnote, and taken directly from the article in Techcrunch this morning:

    http://techcrunch.com/2011/03/29/6-verbs/

    I see no reason why the same concepts can't be adopted for BPM (or any industry really given the interconnected nature of things right now)

    * Screening — Kelly notes that whereas there used to be just the television screen and then the computer screen, now screens are everywhere. And increasingly, everything will be a screen — all surface. There will be a “one screen for all,? Kelly says.

    * Interacting — Right now, interaction is limited mainly to our fingertips, Kelly says. But the iPad is changing that — it’s about using more of your body now. And going forward, things like gestures, voice, cameras, and other things in our technology will transform the way we interact with everything. And yes, he brought up Minority Report

    (Oh look, something I've advocated for nearly 2 years now !!)

    * Sharing — While most people think of this right now as the top level social ideas, “we’ve just begun this process,? Kelly notes. The self-tracking of everything we do is now coming into play, he notes. This includes location, realtime pictures and videos, etc.

    * Flowing — “We’re now into a new metaphor for the web,? Kelly says noting that we started with the desktop on computers, then pages for the web. Now the realtime stream connected to the web is the thing.

    * Accessing — We’re moving to a world where it’s about accessing information and media and not owning it. We see this now with the rise of Netflix, but soon that will fully hit the music space too.

    * Generating — “The Internet is the world’s largest copy machine,? Kelly says. Going forward, there will be an importance placed on things that cannot be easily copied. A key to this is an easy way to pay and content that is hard to copy. Immediacy is a key — if you want something right now versus when it can be copied. Personalization is another key, he says.

  • I can see from user’s needs, questions and discussions a growing demand for _industrialisation_ of BPM: less talks about why use BPM and more talks about how to use BPM; each enterprise (or almost) software has its own process engine; new attempts to provide a common BPM understanding; expanding BPM (as technology) to other technical areas; applying BPM (as a discipline) to rather dynamic domains; interest in how BPM works with EA, ITIL, BA, etc.

    Thanks,
    AS

  • Disregarding technological fads and trends for a moment, I think we are beginning to see a shift from Business/IT (that all too often offered excuse for poor results) to a stronger focus on process creation/process operation.

    Both areas require communication and coordination in a way vastly different to the 'everything that happens in a process can be pre-determined' school of thought.

    Plus (another trend?), I can see signs that it is becoming more acceptable to look at the so-called soft factors instead of automatically calling for the 're-engineering of everything' :-)

  • Above all the noise - social BPM, ACM, etc - one thing is clearly emerging: the wider acceptance of BPM as a candidate for furthering business enablement; as a tool that could potentially unlock competitive advantage.

    So my thoughts are along the lines of comments from Elise Olding and Thomas Olbrich.

    And I think as a trend this may be one of the most significant in BPM this year, because it has the power of a ripple effect that can trigger off an eruption of several other aspects we see as visible 'trends', some of which have been already mentioned: Training, certifications, involving specialized analysts, etc.

  • Let me add another driver not mentioned so far: BPMN. It directly relates to Forrester's #1 and #3 - more and more business analysts consider it as a key competence for any BPM initiative today. From my observations, the interest to the topic literally bursted during last half a year.

    The possible explanation is BPMN being supported by all major BPMS players and 2.0 spec finalization. Just compare it to the BPMN-BPEL debates and a number of vendors developing their own notation or treating BPMN in a very peculiar way - this is what we had couple of years ago. It separated the market and distracted customers. By contrast, today BPMN is a no-risk investment with visible return.

  • I Think the trend will be moving the ownership of bpm from IT to the business. I think many organisations will start taking bpm seriously and engage business analysts in their projects. A trend will be organisations struggling with an increasing number of business changes and therefore a demand for more business control e.g. Demand for bpms - even though most organisations might not be mature enough to initiate bpms projects.

    Social bpm will keep being hot, but I believe the major trend will be the business taking the bpm power from IT

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