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Business Process Management: The Third Wave

Howard Smith, CTO, Author and co-founder BPMI.orghsmith23@csc.com

British Computer Society, September 2005

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Ten years on, CSC has a new process agenda

1993 2003

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First wave Second wave Third wave1920s

Methods & Procedures Analysis

Process implicit in Work practices

Little automation

1920sMethods & Procedures

AnalysisProcess implicit in

Work practicesLittle automation

1980-90sERP, other packagesManual reengineering

IT Enablers/AutomationOne-time creation

1980-90sERP, other packagesManual reengineering

IT Enablers/AutomationOne-time creation

2000sProcess focus of ITPath to executionAgility, adaptation

Closed loop optimization

2000sProcess focus of ITPath to executionAgility, adaptation

Closed loop optimization

1980sTQM

ContinuousScientific

Incremental

1980sTQM

ContinuousScientific

Incremental

1990sReengineering

DisruptiveUn-scientific

Radical

1990sReengineering

DisruptiveUn-scientific

Radical

2000sBPM

ContinuousScientificLifecycle

2000sBPM

ContinuousScientificLifecycle

1970-90sDBMS

Sharing dataData aware applications

1970-90sDBMS

Sharing dataData aware applications

1990sDistributed computing

Sharing functionsDistributed applications

1990sDistributed computing

Sharing functionsDistributed applications

2000sBPMS

Sharing processesDistributed processes

2000sBPMS

Sharing processesDistributed processes

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Fifty stories

www.bpm3.com/bpmworks.pdf

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I am the foundation of all businessI am the source of all prosperity

I am the parent of geniusI am the salt that gives life its savourI am the foundation of every fortune

I do more to advance youth than parents, be they never so wealthyI must be loved before I can bestow my greatest blessings, and

achieve my greatest ends Loved I can make life sweet, purposeful and fruitful

I am represented in the most limited savings, the largest body of investments

All progress springs from me

What am I?

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Value = invention + scale

Web services

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1900 - Frederick W. Taylor

Carl Barth

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1950 - W. Edwards Deming

Walter Shewhart

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Tools = productivity + complexity buster

Can a person extract the cube root of 9834752345624563476?

Nobody

Only a genius

A long and difficult calculation

Use a calculator, push a button

1000 years ago

500 years ago

50 years ago

Today

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Something’s going on

“Attention management! If you find any employee reading this book [BPM3] get them into reality training immediately, else they may unintentionally ruin your business.”

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Process is back and people have memories

No wonder people are petrified• Doesn’t that mean

“Downsizing”!• Now it comes with power

tools +

BPM Definition

“Abandon long established procedures … toss aside old systems … go back to the beginning … throw away and dismantle the old … guard against assumptions … take nothing for granted … reinvent anew … abandon the familiar … seek the outrageous …turn the organization upside down … accept radical change … make waves … shatter assumptions.” Hammer and Champy, Reengineering the Corporation, 1993

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A contradiction at work• 1. Find an alternative way to obtain [the]

(Productivity) that offers the following: provides or enhances [the] (Resources freed for value added tasks), does not cause [the] (Unemployment).

• 2. Try to resolve the following contradiction: The useful factor [the] (Productivity) should be in place in order to provide or enhance [the] (Resources freed for value added tasks), and should not exist in order to avoid [the] (Unemployment).

• 3. Find an alternative way to obtain [the] (Resources freed for value added tasks) that does not require [the] (Productivity).

• 4. Consider replacing the entire system with an alternative one that will provide [the] (Resources freed for value added tasks).

• 5. Find a way to eliminate, reduce, or prevent [the] (Unemployment) under the conditions of [the] (Productivity).

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A very British tragicomedy of the late ’70s

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Computers: glorified adding machines?

“Don’t let that Mr. Skinner hear you say that. He says a computer is aninstrument of the imagination. He says that with another computer, meand Miss Glazier he could run Credit and Settlement single-handed.”

– Miss Prothero, from Alan Bennett’s, Office Suite

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Office Suite first performed as a television play and transmitted by London Weekend Television 1978

“Where there is discord, may we bring harmony. Where there is error, may we bring truth. Where there is doubt, may we bring faith. And where there is despair, may we bring hope” – Acceptance speech

1979

1980 1981

UK steel strikes begin

Riots in Toxteth

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1981 Etude: An Integrated Document Processing System

“Out of this collection of tools can be built virtually any office application system”

-Michael Hammer et al, MIT Office Automation Group, 1981

www.recordare.com/good/oa81.html

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1981 … And the first IBM PCs began to roll off the production lines

Unimaginable but for the process gurus …

Arthur Scargill was elected president of the National Union of Mine Workers (NUM)

UK employment Passes 3 Million

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A decade of turmoil at work• As the performance of public sector organizations came

increasingly under the spotlight and was starkly compared to the new “best practices” of privately owned firms, the 1980s saw the biggest sell-off of publicly owned institutions in the history of the UK

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Does process de-skill work?

“Procedure you see, Doreen, can be a tyrant. It can also set you free”

– Doris, from Alan Bennett’s, Office Suite

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2000 - The rise of knowledge work• Objects did change the world• Processes are going to change it again

Knowledge WorkResearch &System Development

Manufacturing &Distribution

Marketing &Management

Product & BusinessDevelopment

1980s 1990s1960s 1970s

Knowledge worker costs are now 50% of all corporate costs

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Not call centre worker robots

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“Knowledge” workers

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Where Do You Want to Go Today?

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Is Work Working? Is what you do valuable work?

Does your work environment work?

Process office?

2005Workflow excels at automating administration … for the rest we need a PROCESS

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90% of your working day?• Electronic mail• Word processor• Presentation software• Spreadsheet• Database

A typical Fortune 500 firm

150,000 PCs4000 servers100M Mbytes RAM20M Gbytes Hard disk

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A process tool is needed

Work with processes andwork in processes

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Who remembers these?

Tacky cardboard sleeve

When was the last time you used one?

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We still draw them, what’s stopping us using them?

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Process work is pervasive but terminology varies

Process work is pervasive but semantics varies

• G2000 organizations are almost universally embarking on multiple process improvement exercises to increase organizational efficiency or effectiveness

• These efforts go by many names, including industrial engineering, ISO certification, Six Sigma, Sarbanes Oxley, enterprise business architecture (EBA), business process improvement (BPI), business process re-engineering (BPR), Audit and Compliance, Rummler-Brache, Integrated Definition Function Modeling (IDFM) and Lean Thinking, to name a few

• Entity relationship diagrams• ANSI standard flowcharts• Process models, various• Data flow diagrams• Unified Modeling Language

(UML/MDA) diagrams (activity, class, etc.)

• Catalyst, LOVEM• Network diagrams• CRUD (create, read, update,

and delete) matrices• IDEF charts (0 through 9)• EPCs (event chains)

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…. as simple and as effective as a spreadsheet

CSC Proprietary 9/16/2005 8:01:39 AM 008_7043_HS 30

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Useful process tools mandate diverse process

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The process lifecycle

Strategy Discover

Execution

Results Analyze

Business ProcessExecution

Design

Deploy

Execute Interact Monitor Control

BusinessProcessOptimization

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Reengineering

ChangedisruptorIT implementation

Requirements definition Operational utilization

Reengineering gap(Business-IT divide)

AdaptationenablerProcess modeling

Business Process Management

Business-IT alignment

Operational utilization

Process time-to-production advantage

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The connection to reengineering

+ =

CSC 1993 CSC 2003

BPM Definition

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Fast forward Post-ERPTo BPML and BPMS1999 to 2003

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1999

“Pi was not so much in the sky, but in the air …”

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The inspiration of SWAP

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Towards a process virtual machine

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Distributed concurrent processing can be unified

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Learning from the past: E F Codd• Large data banks must be protected from having to

know how the data is organised in the machine (the internal representation)

• Activities of users and most application programs should remain unaffected when the internal representation of data is changed

• Changes in data representation will often be needed as' a result of changes in query, update, and report traffic and natural growth in the types of stored information

• A model based on n-ary relations, a normal form for data base relations, and the concept of a universal data sub language are introduced

• Three of the principal kinds of data dependencies which still need to be removed from existing systems: ordering dependence, indexing dependence, and access path dependence

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When complexity mounts and becomes unmanageable, it’s time for action

Custom App

Data Service

Business Services

Portal Service

Portal Engine

BrowserAdaptor

WAPAdaptor

Security ServiceAuthentication

XML

Integration ServiceMessage Service Bus Process Mgmt

XML

Data StorePartition A

Service A SQL

AuthorizationHTTP/S

Gateway Service

Exchange Engine

SOAPAdaptor

MessagingAdaptor

Service BData StorePartition B

AdaptorXM

L

Function C

Platform Services

Web ServersIntegration Servers

Application ServersDatabase Servers

FirewallsRouting

Load DistributionManagement

Networking Hardware / Software

Environment Services

Time

Directory

Monitoring

Management

SystemsManagement

Services

Event MgmtFault Mgmt

Perf MonitoringConfig Mgmt

Backup/Recover

Scheduling

XML

Web Application

Servlet

JSP / ASP

HTTP/SXML

Application Support

MessagingDirectory

TransactionDB Access

XML

Service C

XML

XML

SOAP/XM

L

COTS App

Adaptor

XML

Function A

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How business people think, really …

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The power of unification

Fusion of procedural, functional, and rule-based programming metaphors

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Technologies have different “first class” citizens

EDI - Business elementXML – Tag, Markup

Cobol - ReportAPL - EquationASN.1 - Field

C - Function, Pointer

Perl - StringLisp - List

RDBMS – Tuple, ProcedureJava (& Smalltalk, Simula) - ObjectWorkflow – Document, Resource

EAI – API, message

BPMS - Process

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Business Process Management Initiative (BPMI.org)

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Process unifies computation and communication

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“For over two decades the Process Calculus community has sought to combine two things: the way you define and analyze mobile distributed processes and the way you program them. We believe we’ve found the basic maths to meet this challenge, and it is heartening to hear that it is being applied to the management and automation of a company’s most basic economic assets, its core processes …”

Robin Milner, Professor of Computer Science, Cambridge University, UK

— ACM Turing Award Winner, 1991

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Process Calculus

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Process calculus primitives

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Business Processes

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20’th century big business ideas• Moving production line to standardized work• Statistical control of quality• Lean production• Theory of constraints• Process focus

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Last fifty years … next fifty years …

1952–At GE, Progress is our most

important product.

2002–At GE, Process is our most important product.

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GE’s Evolution Towards Quality

Process are not new, but how best to manage them?

Six Sigma Quality:The Road to Customer ImpactSix Sigma Quality:The Road to Customer Impact

Key Strategy Initiatives:QMI, NPI, OTR, SM, Productivity, GlobalizationKey Strategy Initiatives:QMI, NPI, OTR, SM, Productivity, Globalization

Change Acceleration Process:Increase Success and Acceleration ChangeChange Acceleration Process:Increase Success and Acceleration Change

Process Improvement:Continuous Improvement, ReengineeringProcess Improvement:Continuous Improvement, Reengineering

Productivity/Best Practices:Looking Outside GEProductivity/Best Practices:Looking Outside GE

Work-Out/Town Meetings:Empowerment, Bureaucracy BustingWork-Out/Town Meetings:Empowerment, Bureaucracy Busting

Inte

nsity

Low

High

1990 Time

BPM

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Things we do with processes• Automational, eliminating

human labor from a process• Informational, capturing

process information for purposes of understanding

• Sequential, changing process sequence, or enabling parallelism

• Tracking, closely monitoring process status and participants

• Analytical, improving analysis of information and decision-making across processes

• Geographical, coordinating processes across distances

• Integrative, consolidating and integrating sub-processes and tasks

• Intellectual, the process of capturing and distributing intellectual assets

• Disintermediating, eliminating intermediaries from a process

• Computational, performing calculations as part of a distributed process

• Collaborative, allowing participants to manage sets of shared work processes

• Compositional, building new processes from elementary reusable process patterns

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Ad Hoc Work

Customer

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Process work

Case worker

Expert

Case worker

Caseteam

Customer

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Source: ProcessWorld

Sales as Chaos

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Source: ProcessWorld

Sales as Process

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Finance• Customer / Product Profitability • Credit Request / Authorization• Financial Close / Consolidation• Treasury / Cash Management• Property Tracking / Accounting• Internal Audit• Collections• Physical Inventory• Check Request Processing• Capital Expenditures• Real Estate Management• Asset Management

Human Resources• Time & Expense Processing• Payroll Processing• Performance Management• Recruitment• Hiring / Orientation• Succession Planning• Benefits Administration• Performance Review

Operations• Procurement• Order Management• Invoicing• Shipping / Integrated Logistics• Returns & Depot Repairs

(RMA)• Order Fulfillment• Manufacturing• Inventory Management• Production Scheduling• Advance Planning &

Scheduling• Demand Planning• Capacity Planning• Timekeeping / Reporting

Customer Relationship Management• Service Agreement Management• Internet Customer Service• Warranty Management• Call Center Service• Problem/Resolution Management• Customer Inquiry• Sales Channel Management• Inventory Management• Service Fulfillment

Industry Specific Processes• Commissions Processing• Service Provisioning• Site Survey & Solution Design• Order Dispatch & Fulfillment• Proposal Preparation • Capacity Reservation• Advance Planning & Scheduling• Product Data Management• Supply Chain Planning• Order Management and Fulfillment• Returns Management

Marketing & Sales• Account Management• Market Research & Analysis• Product/Brand Marketing• Program Management• Sales Cycle Management• Installation Management• Sales Commission Planning• Customer Acquisition• Collateral Fulfillment• Sales Planning• Distribution/VAR Management• Corporate Communications• Publicity Management

Processes

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Example objectives for managing processes • Reduction in elapsed process time• Higher productivity per person• Improved quality/reduced errors/exceptions• Simplification: reduced steps in processes• Higher customer satisfaction• Lower resource utilization/fewer people in processes• Improved coordination and collaboration among teams, between

departments, across geographies• Reduced transaction cost• Enabling customer access to internal processes• Improved regulatory/legal compliance• Flexibility in process/business agility• Custom response/customized process• Data/process integration between applications• Reduced risk• Reduced waste/scrap/nugatory work/duplication etc

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Reengineering reengineering

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Texas Instruments and the reengineering abyss

“Just one step back Jim and we can take the picture that tells the CEO we have finished the reengineering project ”

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From “As Is” lowest cost to “To Be” time to market, the challenge for Texas Instruments in the era of reengineering

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Smug grin of corp IT

“If I were you, I’d raise a P24D”

P24D: Request for IT-Project Prioritization Review

9 Months Later

Its not what I need nowIts not what I asked for then

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A reengineering tale of woe

Requests somethingIs fulfilledCustomer

Activity X

Activity Y

Sales Person A

Credit Person B

ServicePerson C

Activity Z

IT Systems System P System Q

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As Is Processes“Open a check account”

SymptomsThere is too much paperThe cycle time is too long

We have dissatisfied customersThe process is too labour intensive

ProblemReplace As Is

Processes with NewTo Be Processes

Traditional SolutionReengineering/ERP

Systems DevelopmentTime, Cost, Resource

Go Back To Jail Card for New processes

SolutionIntegrate existing systemsAutomate existing tasks

Provide a new user interface Measure flows in tasks and activities

Escalate or re-direct tasks in exception casesOrganisational Change, Roles, Training

SymptomsOrganizational stalemate

IT Costs, Time, Log JamsAnalysis Paralysis

Un-reconciled diverse needs

Napkindiagram Instinctive

reaction How?

Real barriers

The Dilemma at the heart of the Value of IT debate

BPM?

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Eras of process mapping and management

On-going changeOne time events

SimulationVisual inspection

Only internalNAAnalysis

Instrument process

Visual inspection

DifficultWishful thinking

Optimization

Tune the engine live

Edit description

DifficultOnly when clear failure

Maintenance

Execute process

Not yet, or proprietary

Run application

New rules, procedures

Execution

Link to live participants

Publish description

Roll out application

Group meeting

Deployment

Edit processEdit description

BinderWhite boardDesign and Re-design

Create process

Integrated views

Manual analysis

Group meeting

Discovery

Process as executable code

Process as editable data

ERPRe-engineering

Process Capabilities

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CIM for processes

SolutionIntegrate existing systemsAutomate existing tasks

Provide a new user interface Measure flows in tasks and activities

Escalate or re-direct tasks in exception casesOrganisational Change, Roles, Training

A diagram, instead of a reengineering and systems developmentproject

I can understandwhat people around

me are doing …

…I can explicitlysee the business

process…

…processesreplacing

point-to-pointinterfaces…

…we can reuse thesystems investments

we have made…

we can worktogether much faster

and with flexibility

…It’s flowcharts!Thank goodness,I understand this!

ProvidingBusinessProcessManagement

Directly deployed ona BPMS

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IT: What are you doing?

BUSINESS: Modeling the business processes we need?

IT: Why are you doing that? Just specify the user interface and we’ll take care of the rest. No need for you to get involved in these details.

BUSINESS: But this is the first time we have been able to express requirements so they won’t get distorted when implemented.

IT: It won’t work, we cannot be responsible for the model you are creating, we will need to translate it into our architecture.

BUSINESS:In that case, goodbye.

Unleash the PROCESS

MANAGEMENTPOTENTIALin everyone

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Grok Process?

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GROK

a Martian verb for a thorough understanding

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We already grok data

“We have a database of everyone who does not have a TV licence.”

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Merriam Webster on PROCESS

Progress, advance, in the process of time, something going on, proceeding, a natural phenomenon marked by gradual changes that lead toward a particular result, the process of growth, a natural continuing activity or function, life processes as breathing, a series of actions or operations conducing to an end, a continuous operation or treatment especially in manufacture, the whole course of proceedings in a legal action, to apply a special treatment, as in the course of manufacture, to subject to or handle through an established usually routine set of procedures, to process insurance claims, to subject to examination or analysis, computers process data, treated or made by a special process especially when involving synthesis or artificial modification, to move in a procession

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“We have a PROCESS for everyone who does not have a TV licence that ends in a trip to court and a £1000 fine … Want to know where you are?”

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The Power of PROCESSNow that computers can process PROCESSes

I am being trackedThe spooks are closing inIt’s only a matter of time before I’m caughtThey have a coordinated approach for finding meThey probably know already when and how I’ll be caughtTheir method is foolproof, I will be found out

Uncertainty Certainty

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PROCESS (P)

PROPER NOUN“a noun that designates a particular being or thing, does not take a limiting modifier, and is usually capitalized in English”

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Learning to ride a bike is also a PROCESS

A father can read to a child books that describe riding a bicycle, but it’s only when the child climbs onto the seat of a real bicycle that the groking really begins, scrapes and bruises included at first

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Proper processes PROCESS (P)

• Disaster/Insurance claim• Life history/Health record • Logistics/Lost parcel• Support/Trouble ticket• Goal/Project• Emergency response/Incident • Customer/Service request • Procurement/Order• Management/Initiative• Farm animal certification/Tag• Provisioning/Service• On-boarding/Employee• Publishing/Book• Change Mgt/Change request• Public health/Campaign• Criminal/Case file

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Processes are made of processes

Patient Hospital

Doctor Healthauthority

Medicalprocedure

Medical record

Referral

Admission

Administration

Community health

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Examples of useful things processes can do

• Predict• Secure• Delegate• Record• Expose• Measure• Agree• Follow up• Prompt• Illuminate

• Capture• Disseminate• Instruct• Compute• Process• Correlate• Direct• Sense• Respond• Monitor

• Automate• Inform• Accelerate• Sequence• Track• Distribute• Parallel up• Analyze• Coordinate• Integrate

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Zachman defines process very narrowly

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I define process very broadly

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MDA won’t work for BPM

Source OMG

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The BPMS

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The Next Fifty Years?

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The jury is unanimous

• From 1992 to 2001, US companies spent over $2.7T on hardware, software, and services – IDC

• Research shows only a random correlation between IT spending per employee and return on shareholder equity – Strassman

• On average, only 7% of software functionality that was paid for is actually used – Gartner

• 85% of IT projects fail to meet objectives (with 32% being cancelled outright) – Gartner

• IT projects often suffer from a prolonged delay to realizing value, an average of 18 to 24 months from initiation to operations (usually only providing a one-time cost impact) – Standish Group

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Process can be separated

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The tipping point for BPMS

Hardware Application Capability

On thismainframe

On thismainframe

On thisdatabase

Sharing data

(RDBMS)

Sharing computingresources

(Web Services)

Sharing processes(BPMS)

Hardware

On thisdatabase

Using ERPUsing ERP By managingmy processesBy managingmy processes

Capability“I run my business …” On the

networkOn thenetwork

Process-centricarchitecture

Data-centric architecture

Distributedcomputing

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BPMS = CAD/CAM for processes

Design, Deploy, Execute, Interact, Operate, Optimize, Analyze

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From packaged processes to packaged process management

Process ImprovementLifecycle

Sales Campaign Management

AerospaceIndustry

FashionIndustry

Bulk chemicalsTo wholesalers

Paint to Distributors

Pesticides tofarmers

Customer ACustomer B

Customize the campaignCustomize the campaign

Optimize the campaignOptimize the campaign

Design the campaignDesign the campaignChemicalsIndustry Deploy the campaignDeploy the campaign

Execute the campaignExecute the campaign

Measure the campaignMeasure the campaign

Sales Campaign Management

Customer Segment X

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Trends in enterprise applications

Applications

Platform

Language

System

Sharing

MRP

Mainframe

DL/1

HDBMS

Hierarchical data

ERP, CRM, SCM …

Midrange + Unix

SQL

RDBMS

Relational data

BPM, BPO, BPU …

Web services

BPML, BPQL

BPMS

Process data

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BPMS applicability

Eradicating the Business-IT Divide

1M ABAP* Developers

3M PL/SQL Developers

8M VB Developers

The Middle-O

ut Approach

(OO Programmer)

100% complete, 80% appropriateSource: BPMI.org

Business Analyst (6σ Black Belt)

Process Designer

Software Engineer

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“As Is”BusinessProcesses

BusinessDriver

BusinessProcesses“To Be”

Business ProcessManagement

Fast and responsiveservice

Plan-to-produceTrigger-to-ReplenishmentOrder-to-CashDemand-to-FulfilBuild-to-Order

Production improvementTransportation improvementLogistics improvementDemand improvement

Enterprise resource planningWarehouse, ManufacturingSupply chain softwareFinancialsComputer Network

Supply Chain Strategy

Tools For Business

Business Process Management System

Existing Business Infrastructure

End to end

Lifecycle

TypicalBPMS Stack

Process discoveryProcess designProcess deploymentProcess executionProcess operationsProcess analysisProcess optimization

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Two key industry trends

Essentially the samebut simpler APIs and

more interoperable

Business processesvery different –A change in kind

Web Services BPMS

Data, Procedure, Interaction(Complex, non-interoperable)

Data, Procedure, Interaction(Complex, non-interoperable)

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The IT industry battle for the BPMSGrowth throughnew applicationsThe enterprise applications marketplace

Packaged applicationsPackaged applications

Packaged applications

Thousand ofviable suppliers BPMS

A few dominantsuppliers

Reinvigorate platform, reusecomponents

Several proprietary architectures

Create standards

Systems of RecordPLUS

Systems of Reference

A handful ofviable suppliers

A handful of viable suppliers

RDBMS BPMS

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Data digitization

Data exploitation

Processdigitization

Processexploitation

ERP

RDBMS

Application asset

BPMS

WS

Process asset

RDBMS

Data asset

???

BPMS

Application asset

UnixCommodity

databaseCommodity

BPMS

$ $ $

1980s 1990s 2000s >>>

Commodityservices

Commodityop sys

Data mgt. platform Processes mgt. platformUnix WSDistributed apps

Data centric appsApplication mgt. platform Process centric apps

Proc mgt platform

= symbiosis

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Transitioning from the old to the new

Yesterday From now on

AppsApps

App ServerApp Server

RDBMSRDBMS

Process manufacturetools & services

Process manufacturetools & services

ProcessesProcesses

BPMSBPMS

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Evolution of IT service delivery

19801960 2000

SystemsDevelopment

Vision

SystemsDevelopment

SystemsDevelopment

SystemsDevelopment

Consulting/SystemsIntegration

Outsourcing

Business ProcessManagement

BusinessOptimization

Consulting/SystemsIntegration

Outsourcing

Business ProcessManagement

Consulting/SystemsIntegration

Outsourcing

Deploy Technology Manage / OptimizeTechnology

Capture & ManageProcesses

Dynamic Business Reconfiguration

Computing Commercially Available

IT Pervasive Process Digitization Process / TechnologyConvergence

Core Competencies

Client Requirement

Trend

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The Next Fifty Years of IT

“… In the past, IT has provided the systems part; but the potential for IT has moved on significantly in managing both elements of people and business systems. This orchestration of information manipulation and human contribution is what both the business and IT community refer to as business process management, which is made possible by continuing major advances in IT. The ability to design, execute and optimize processes in an inclusive loop, through the boardroom to IT and back again, means that for the first time, the business and IT can work from the same sheet at all points in the process lifecycle.”

-- Gillian Taylor, British American Tobacco

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Through BPM, IT is expanding

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Multiple facets of the growing process reformation

Process is back in the boardroom “end to end work”

Individual processmanagement initiatives

Enterprise wide“integration hope”and WS-SOA hype

Chief Process Officer, VP of Process XYZ

Random “process”cowboys & mavericksEmergence of the

Corporate Process Centre of Excellence

Enterprise wide processimprovement initiatives“Six Sigma”

Enterprise ArchitectureBPM & Marketecture

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Fifty stories

www.bpm3.com/bpmworks.pdf

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Questions

www.bpm3.com/bpmworks.pdf