The Insider's Guide to Next-Generation BPM
By Dennis Byron, Analyst, ebizQ , 05/22/2009
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Dennis Byron: In doing research in the area of case management for ebizQ feature article, I spoke with Lynn Hogg, President of Pallas Athena USA. As is often the situation, one thing led to another and Lynn introduced me to some process discovery ideas that I think are important.
Lynn believes you cannot do good case management-based business process management (BPM) without doing process discovery first. I can almost take it a step further. It is like saying you are doing process discovery whether you know it or not all the time. So think about doing it right is the message because you are doing it anyways. (ebizQ will feature an article on process discovery in summer 2009.)
Pallas Athena has been in business since 1993 as a European supplier of BPM software solutions and services and has over 1,800 customers with over 1,000,000 users in healthcare, insurance, financial institutions, and government. Its software is sold in more than 30 countries and it entered the U.S. market in 2007. Lynn has been its U.S. president since it entered the market.
His experience is helping European companies enter the U.S. market and he has done that for iXOS, EASY Software and Saperion. During his career, he also held sales and management positions with OTG Software, which was later acquired by Legato, which in turn has been acquired by EMC, Agfa Compugraphic and U.S. Design Corporation.
Lynn has been a longtime member of AiiM, better known as the Association for information and Management, and is also a member of the SAP Users Group known as ASUG or the Americas' SAP Users Group. So Lynn, I know you see process discovery as a way to both replace the procedure of just drawing pretty pictures on a white board and also a way to replace getting $2,000 day consultants. So tell me more about how you look at process discovery.
Lynn Hogg: Well, thank you Dennis. Process discovery is a pretty new concept. We've been doing BPM projects since back in the early 90s and we've been doing them the same way that everybody else has been doing them, the traditional way of a conference room, drawing the pretty pictures as you said trying to understand what a customer's processes looked like and there's a knowledge transfer that takes place. So the customer is telling us or telling the consultants how does the process look like and so we end up spending a lot of time understanding the processes.
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