Let's start with some general observations.
Real-world deployments have confirmed that the HIMS is not a replacement for other process management tools such as BPM systems or software for Case Management ("Adaptive" or otherwise). Rather, it is complementary - more often than not, a combination of technologies is required.
Here is a diagram from the Human Interaction Management (HIM) Web site illustrating how the various types of process management software fit together:
Processes are shown on a spectrum ranging from the most static and automated (many finance processes are like this - payroll is the classic example) to the most dynamic and human-driven (complex sales, project management, issue resolution, incident response, and so on). Different software tools are required for different types of process. For instance, invoices are often issued from an ERP system, and insurance quotes approved using a BPMS. However, few organizations would use anything without the flexibility of a HIMS to handle an internal restructuring, just as few governments would use anything without the flexibility of a HIMS to resolve a dispute or fight a war.
Although this breakdown makes intuitive sense to most people ("horses for courses"), and corresponds to their own experience, there is still an architectural question - how to integrate a plethora of software products including not only those for process management shown above but also diverse supporting systems (content management, email servers, business rule engines, and so on) into an effective IT backbone for an enterprise. Just saying "SOA" is not going to cut any mustard here. Web service calls are a means to an end - but what is the end?
Stay tuned ...
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