Simple as that, right? Well, not really, and my concern with the BPM word-use is semantics. Namely, so many people might still mean “business process modeling tools to help us with radical business process re-engineering (BPR),” which was all the rage back in the early 1990s. Indeed, this erstwhile people-centric approach of managing the overall business, independent of the specific technology or tools that are used to support it, has since gone out of fashion.
Namely, the problem is that the abstract world modeled in modeling tools often has not much to do with real-life business processes and typically cannot be implemented. If a business process analyst models a company all the way in, e.g., IDS Scheer AG’s ARIS tools, by the time he or she is done the model might already be obsolete.
And by the time the company implements the model, the dynamic economic environment will have already changed. Yet the model on paper (a bunch of flowcharts) must be deployable, usable, and maintainable in production. Business processes are about dynamics (or business agility, if you will) and a drawn flowchart is anything but dynamic.
On the other hand, the purely integration-centric approach of providing a way for software to communicate and execute automated workflow to accomplish discrete tasks via integration and process orchestration is not nirvana either. Many other vendors might mean that BPM is “an effective way for us to re-package our traditional enterprise application integration (EAI) tools under the guise of a service oriented architecture (SOA) orchestration project.”
IBM’s BPM suite, Fujitsu Interstage, TIBCO Software, Software AG (formerly webMethods), SAP NetWeaver BPM, and Oracle BPM come to mind here. These integration-centric BPM providers have often been accused by pure-play BPM suite providers of primarily targeting IT departments to try to sell BPM as a matter of service orchestration.
Yet, the true value of BPM should be to empower business users. To be fair, these larger companies have recently acquired companies that provide BPM software aimed at business users, and I imagine the competition from larger companies will only intensify.
For instance, zooming in on Oracle’s BPM product strategy, the idea here is to offer a complete and integrated BPM platform that caters to system-centric, human-centric, document-centric, and decision-centric business processes (workflows) in a single runtime environment. The suite is aimed at business owners and developers to collaborate, to define processes across systems and lines of business (LoBs), and to improve business process efficiency by modeling, executing, monitoring, analyzing, simulating, visualizing, and optimizing business processes.
But, by digging deeper into the Oracle SOA Governance suite and Oracle BPM suite, it is possible to note so many identical components, differing mainly in the fact that Oracle BPM has to also accommodate human interventions. The Oracle BPM suite can be bolstered optionally with the business process analysis (BPA), design, and modeling capabilities via the partnering IDS Scheer’s ARIS tool (e.g., for achieving Six Sigma compliance).
Namely, the problem is that the abstract world modeled in modeling tools often has not much to do with real-life business processes and typically cannot be implemented. If a business process analyst models a company all the way in, e.g., IDS Scheer AG’s ARIS tools, by the time he or she is done the model might already be obsolete.
And by the time the company implements the model, the dynamic economic environment will have already changed. Yet the model on paper (a bunch of flowcharts) must be deployable, usable, and maintainable in production. Business processes are about dynamics (or business agility, if you will) and a drawn flowchart is anything but dynamic.
On the other hand, the purely integration-centric approach of providing a way for software to communicate and execute automated workflow to accomplish discrete tasks via integration and process orchestration is not nirvana either. Many other vendors might mean that BPM is “an effective way for us to re-package our traditional enterprise application integration (EAI) tools under the guise of a service oriented architecture (SOA) orchestration project.”
IBM’s BPM suite, Fujitsu Interstage, TIBCO Software, Software AG (formerly webMethods), SAP NetWeaver BPM, and Oracle BPM come to mind here. These integration-centric BPM providers have often been accused by pure-play BPM suite providers of primarily targeting IT departments to try to sell BPM as a matter of service orchestration.
Yet, the true value of BPM should be to empower business users. To be fair, these larger companies have recently acquired companies that provide BPM software aimed at business users, and I imagine the competition from larger companies will only intensify.
For instance, zooming in on Oracle’s BPM product strategy, the idea here is to offer a complete and integrated BPM platform that caters to system-centric, human-centric, document-centric, and decision-centric business processes (workflows) in a single runtime environment. The suite is aimed at business owners and developers to collaborate, to define processes across systems and lines of business (LoBs), and to improve business process efficiency by modeling, executing, monitoring, analyzing, simulating, visualizing, and optimizing business processes.
But, by digging deeper into the Oracle SOA Governance suite and Oracle BPM suite, it is possible to note so many identical components, differing mainly in the fact that Oracle BPM has to also accommodate human interventions. The Oracle BPM suite can be bolstered optionally with the business process analysis (BPA), design, and modeling capabilities via the partnering IDS Scheer’s ARIS tool (e.g., for achieving Six Sigma compliance).
No comments:
Post a Comment