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Literature
 | Love Affair With Web Services Waning? Howard Smith & Peter Fingar, January 2004 Hardly. But ebizQ columnists and BPM experts Howard Smith and Peter Fingar suggest here that all the hub-bub surrounding Web services is doing BPM a disservice. A huge disservice. And one stemming in large part from... semantics! Download PDF |
| | BPM 2004 Howard Smith & Peter Fingar: BPtrends, January 2004 Despite several books, numerous articles and coverage in the media, is anyone clearer about what BPM is at the beginning of 2004 than they were at the beginning of 2003? The power and promise of BPM is there, but it is a major undertaking at enterprise scale. So let's get right down to basics and clarify the first principles of BPM. Download PDF |
| | BPM is Not About People, Culture and Change - It's About Technology Howard Smith & Peter Fingar, January 2004 Following a presentation presentation about Business Process Management Systems (BPMS), a member of the audience asked for a follow up meeting and suggested we agreed immediately. The following is a description of the discovery process we encountered in our discussion with a 'process improvement manager' from the banking division of a financial services firm. Download PDF |
| | Workflow is just a Pi process Howard Smith & Peter Fingar: BPtrends, January 2004 A provocative work-in-process draft of this article was first published and distributed to various mailing lists, including OASIS BPEL TC, W3C WS-CHOR, BPMI-INFO, and the joint BPMI-WfMC forum. The aim was to entice input from several professional groups. The draft and its catchy title generated controversy among workflow experts in emails and various response documents [Ref. 1]. This version reflects feedback from those who responded with valuable criticism and insight. Download PDF |
| | Mastering Business Process Management http://www.ebizq.net/topics/bpm/features/3723.html February 9, 2004 - Although implementing Business Process Management can deliver immediate value, BPM technology alone is not enough. Implementing BPM technology will not make an enterprise “process competent” any more than the act of buying a car means a person knows how to drive. Experience with prior technology acquisitions, such as ERP, shows that businesses that adopted the same technologies—and even used the same implementation consultants—achieved very different business results as a consequence of how they actually learned to exploit the strengths, and avoid the weaknesses, of the technology. Thus, to use BPM effectively companies must develop and acquire process management competencies. |
| | Business Process Fusion is Inevitable -
A Response to 'Workflow is just a Pi Process' Rebuttals at BPTrends.com Howard Smith & Peter Fingar - BPtrends.com, March 2004 Our paper explains, for the first time in article form, that there is now a new formalism for processes that can be used to create effective software products to help firms improce and manage their business processes. It goes on to explain that the formalism has been implemented and embodied in new Business Process Management Systems (BPMS), comparing the breakthrough to the significance of the first relational data management products (e.g., the Oracle RDBMS). Clearly these are controversial claims. Download PDF |
| | The Naming of Cats - BPM: A Convergence of Business Disciplines,
BPMS: A Common Tool to Help Howard Smith & Peter Fingar - BPTrends.com, March 2004 BPM is a convergence of business disciplines, founded on a new understanding of the first principles of process. If one can accept this as a possibility, one should also accept that common tools to support BPM also represent new possibilities. Download PDF |
| | Do you Grok PROCESS? Howard Smith & Peter Fingar, March 2004 To grok the significance of a BPMS requires an ability to shift from the 'data' as the object of attention of PROCESS as the objecto of attention, and to forget about data altogether, for it's 'just there' as part of PROCESS. With PROCESS, data no longer has to be a distraction separately managed with great effort. Data disappears from the mind's eye for it's no longer the state of the computer, the whole PROCESS is the state; past, present, and future plan... Download PDF |
| | Level 2 Call Handling
Process Innovation at CSC Howard Smith - CSC, March 2004 The Impact of BPM - This presentation, which references a specific CSC BPM case study involving a BPML diagram, helps CSC define what process is and how it relates to BPMS, WS orchestration and WS choreography. Download PDF |
| | A BPM FAQ v1.0 Ceri Williams & Howard Smith, March 2004 The list of questions that has emerged through our work includes topics that may sometimes seem simplistic, too broad, irrelevant and often...quite different to answer. But they represent real questions on the minds of real people--people who will ultimately be responsible for the adoption and exploitation of BPM systems within their respective organizations. This is the Why, What, How, When, Where, Who of BPM. Our purpose is to stimulate debate in the BPM community from which practical knowledge will emerge, accelerating assimilation of BPM methods and systems and ensuring effective expolitation. Download PDF |
| | BPM, Antidote to IT Jitters Howard Smith & Peter Fingar, March 2004 The IT services market is changing. Companies are demanding furhter reductions in the cost, both time and resource, of IT development, operations and improvement. At the same time, they expect more than just an IT tower and basic IT services. They are asking the CIO to help them manage their business processes on an ongoing basis, from discovery to execution to optimization. How can these seemingly contradictory requirements be reconciled? Download PDF |
| | How BPM Impacts Consulting Services Jim Petrassi, Partner - Computer Sciences Corporation, April 2004 Witin the industry I know best, the IT Services Marketplace for Global 5000 firms, BPM has the power to separate winners from losers. Just as in manufacturing where productivity was transformed through the introduction of Computer Aided Design and Computer Assisted Manufacturing (CAD/CAM) tools, BPM tools provide a direct path from IT system design to execution to operations. More significantly, BPM closes the loop between process design and process optimization, allowing the consultant to integrate continuous process improvement, wiht continuous change, with continuous learning. As the firm's process repository grows, they are creating, even without knowing, what I call 'actionable knowledge.' In the highly competitive consulting services marketplace, BPM provides knowledge management on steroids! Download PDF |
| | Why BPML? John Hamilton, Senior Architect, Process Infrastructure, Computer Sciences Corporation, March 2004 If you want to store anything-- data, process diagrams, contacts, you’ve got to take it out and exercise it regularly-- “use it or lose it”. Anything that is not in regular use pretty soon becomes unusable. The “use it or lose it” rule applies here. Process documentation that can be ignored, will be ignored, by people wishing to get on with their work. What I wanted was some kind of process documentation that actually interacted with the real world. It appeared the other day: a formal language that was complete and sufficiently unambiguous as to be executable. This meets the “use it” criterion. If the documentation not only can be used, but has to be used, then it will become and will remain correct. A closed loop feedback mechanism applies here. If a tool or method is necessary for real work, then it will be maintained in good condition: Carpenters keep their chisels sharp. In real life, most people do not use documentation and do not care if it is wrong. They use tools and get mad as hell if they don’t work. Download PDF |
| | MyBPML.org John Hamilton, Senior Architect, Process Infrastructure, Computer Sciences Corporation, April 2004 So, in my opinion, if and when a public domain standard becomes supported by the open source community, it will be unbeatable... Of course, you’ve guessed I’m talking about the present state and future prospects for BPML. I like it because it has a formal basis in calculus. I like it because it is complete and in the public domain. I’ll like it even more when it is adopted by the open source community... Download PDF |
| | Stand Out, With BPM John Hamilton, Senior Architect, Process Infrastructure, Computer Sciences Corporation, April 12, 2004 What enables an organization to distinguish itself from its competitors is distinct and different behavior. Different behavior requires different business processes. This is fundamentally counter to the strategy being sold to, and followed by, most of the industry. Just as you can order a car with just the features you want; just as medicine is beginning to contemplate personalized therapies; so the software business will have to return to the days of tailored solutions. Download PDF |
| | BPM: The Promise and the Challenge - It's all about closing the loop from conception to execution and back. Laury Verner - Chief Technology Officer for ProActivity, March 2004 Is this promise being fulfilled? BPM does have the potential to deliver significant value, but there are missing elements that limit its effectiveness. Although BPM technologies are becoming more mature, many software developers and business analysts still find themselves asking the basics: What is it? And why should I care? This article provides a high-level overview of BPM and where it is today and touches on some of the core technologies and standards. Download PDF |
| | Designing a Re-engineering-proof
Process Architecture Martyn A. Ould - Venice Consulting, Ltd., March 2002 Suppose we have come to an organisation and have the job (for whatever reason) of designing or modelling some or all of its processes. It can be very hard to know how to cut the mass of organisational activity up into component processes and to see how they are related, in other words to determine the process architecture of the organisation. We want a partitioning into processes that is, as far as we can make it, completely aligned to the business the organisation is in and as independent as possible of how it chooses to organise itself. This paper describes the approach to solving this problem offered by the Riva business process management method. Download PDF |
| | Incremental Process Deployment Process Modelling Workshop, UWE - Martyn A. Ould, January 2003 Our experience in consultancy work has been that people need reliable ways of getting to grips with concurrency - with the parallelism in their organisational activity - with the fact that there are a zillion related things going on at one moment. They need to understand concurrency, in order to reduce cycle times. They neet to understand what concurrency there is, and they need to exploit the possibilities of increasing concurrency, in order to reduce cycle times. So-called process models that I see are too often serial affairs, which represent something that simply doesn't exist. We also need full mastery of concurrency in all its forms if we are to build real processes - big, ugly, complex, real processes - in an engine. Download PDF |
| | Outoperate Your Competition Using BPM BPTrends - Howard Smith & Peter Fingar, May 1, 2004 Howard Smith and Peter Fingar discuss Michael Hammer’s recent HBR article, where Hammer advocates “Operational Innovation,” and suggest that BPM is going to be needed if Hammer’s goals are to be realized. Download PDF |
| | Applying Digital Business Models: Embracing Architectural Change Download PDF |
| | The Evolution of Business Processes: From Description to Data to Smart Executable Code Download PDF |
| | Moving to Componentised Architectures Download PDF |
| | The Third Wave: Business Process Management Yankee Group - Integration Technologies Forum 2003, March 18, 2003 Keynote presentation by Howard Smith on Business Process Management: Managing Integration Technologies to Deliver Business Value Download PDF |
| | THE THIRD WAVE - Business Processes:
From Reengineering to Management http://www.darwinmag.com/read/030103/wavehistory.html A brief history lesson on why 'reengineering' was such a hit a decade ago— and why it's so last-millenium thinking now. |
| | Don't Bridge the Business-IT Divide: Obliterate It! eAI Journal, March 2003 When complexity mounts and eventually becomes unmanageable, it's time for action. Download PDF |
| | 21st Century Business Architecture Howard Smith & Peter Fingar, May 2003 While the vision of process management is not new, existing theories and systems have not been able to cope with the reality of business processes - until now. By placing business processes on center stage, as first class citizens in computing, corporations can gain the capabilities they need to innovate, reenergize performance and deliver the value today's markets demand. Business process management (BPM) systems discover what you do, and then manage the lifecycle of improvement and optimization, in a way that translates directly to operation. They see the world in terms of processes using notations and representations business people intuitively understand and which reflect the nature of the way business has to be - connected, collaborative, asynchronous, coordinated, conversational and constantly changing. Download PDF |
| | BPM and MDA: Competitors, Alternatives or Complementary Business Process Trends, July 2003 - Howard Smith, CTO EMEA - CSC Are BPM and MDA competitors, alternatives or do they offer complementary capabilities? I use this opportunity to explain BPM by contrasting it with traditional sofware systems. Download PDF |
| | Record of BPMI.org Member Meeting #10 BPMI.org Board of Directors, July 24, 2003 Summary of issues discussed during the June 2003 member meeting in Bonn, Germany hosted by IDS Scheer during ProcessWorld Europe 2003. The report touches on future work to be conducted within the Initiative, and possible liaison work with other standards organizations. Download PDF |
| | Business Process Management 101 Howard Smith, BPMI.org co-chairman, July 2003 BPMI.org defines BPM as a new technology addressing age-old business problems. Download PDF |
| | BPMN and Business Process Management - Introduction to the New Business Process Modeling Standard Jog Roj & Martin Owen - Popkin Software, September 2003 BPMN represents a new standard for modeling business processes and web services acting as a core enabler of Business Process Management (BPM) - a new initiative in Enterprise Architecture concerned with managing change in improving business processes. This paper provides an in-depth introduction to the new BPMN standard including detail on how it fits within BPM methodology relative to business process execution languages (e.g., BPEL and BPML), business process management systems (BPMS), and modeling languages such as UML. Download PDF |
| | Workflow is just a Pi process Howard Smith & Peter Fingar, November 2003 There is much talk today about a business process management (BPM) rEvolution. The revolutionary part is about a new category of software known as the business process management system (BPMS). The evolutionary part is about using the BPMS to exploit existing business and technology assets in a way that creates new value. Along with any revolution comes confusion. What exactly is BPM? Isn’t it just workflow technology, which has been in use for twenty years, plus Web services? Why don’t we describe what is going on today as the “new workflow rEvolution,” a subtle extension of workflow systems? To answer these questions, we explore the foundations of the workflow paradigm, and describe the paradigm shift in technology that is needed to overcome limitations of workflow systems to build and deploy robust business process management systems—the kind of information systems that businesses now demand as new sources of competitive advantage in an ever more uncertain and complex global economy. Download PDF |
| | Digital Six Sigma Howard Smith & Peter Fingar, December 2003 Integrating continuous improvement with continuous change and continuous learning. Download PDF |
| | BPM At The Crossroads Howard Smith & Peter Fingar, November 2003 What exactly is BPM? Two topics at the heart of the confusion were discussed at DCI's November 2003 BPM Conference. The first stems from the workflow community's perception of BPM as nothing new and something they have been doing for years.The second is the business 'reengineering' community's belief that more technology is not the answer. With a lack in understanding the new-fangled BPM technology, they don't fully understand the significance of a 'third wave' of BPM, contending that the real issues are people, culture, and change. So what's really going on? Download PDF |
| | BPML 1.0: A Step Toward Process Interoperability http://www.forrester.com/ER/Research/Brief/Excerpt/0,1317,15404,FF.html DATE: July 11, 2002 // SOURCE: Forrester Research (subscription required) // ABSTRACT: 'Almost two years after inception, BPMI.org - now backed by more than 130 members - has released the first public draft of its Business Process Modeling Language. Our take? Firms should bet on BPML for describing end-to-end business processes.' |
| | Making Business Processes Manageable Web Services Journal, June 2002 ABSTRACT: What has surprised everyone in the last few years is how challenging it has been to actually do e-business. One of the reasons why this is so is that companies have found it difficult to manage their business processes, especially when they stretch across multiple systems, software applications, companies, and countries. That's about to change. Download PDF |
| | Value Chain Integration: The Next Frontier Internet World, July 2002 ABSTRACT: In April and May, we introduced Business Process Management (BPM) and the Business Process Management System (BPMS). This month we join forces with colleague Jeanne Baker to tie it all together and put teeth into the vision by first describing the Business Process Modeling Language (BPML) and then showing how it is being adopted in a real company for real competitive advantage. Download PDF |
| | A System Integrator's Perspective on Business Process Management, Workflow, and EAI Howard Smith, CTO EMEA, Computer Sciences Corporation, June 2002 ABTRACT: A white paper first distributed at Infoconomy's 'The Agile Business' conference in London. Download PDF |
| | BPM 2002: Market Milestone Report Delphi Group, February 2002 ABSTRACT: Delphi's report combines research conducted with both technology vendors and end-users. The resulting report is a comprehensive view of technology sectors, including spending habits, growth areas, customer needs, and vendor solutions. Download PDF |
| | Business Process Management: The Third Wave Meghan-Kifer Press, September 2002 ABSTRACT: A two page overview on a new book by Howard Smith, Peter Fingar, and Ismael Ghalimi scheduled for release in September. Download PDF |
| | Business Process Management Systems: Environmental Policy Internet World, May 2002 ABSTRACT: Business process innovation and improvement are now recognized as the paths to huge gains in productivity - something companies are desperately seeking in the current down-turned economy. Download PDF |
| | The Emergence of Business Process Management Computer Science Corporation's Research Services, January 2002 ABSTRACT: The research in this report is based in part upon information collected at the Business Process Management Summit held on September 27, 2001 in London by NetMarkets Europe and CSC's Research Services, and supported by BPMI.org Download PDF |
| | Process Pioneers: Business Process Management Infocomomy's Agile Business Issue, August 2002 ABSTRACT: By managing IT infrastructures along so-called 'top down' lines, organizations can streamline their business processes, eliminate redundant tasks and increase automation. Download PDF |
| | BPML 101: Implementing the BPML Specification BPMI.org Board Members Ismael Ghalimi & Jeanne Baker, March 2002 Power Point presentation on the fundamental capabilities of the Business Process Management Language. Download PDF |
| | A New Path To Business Process Management Optimize - Issue 12, October 2002 The third wave of business-process management promises to make companies more adept at cutting costs, managing change and seizing opportunities. Download PDF |
| | Business Process Management: The Third Wave - Technical Excerpt BPML (Appendix A) Meghan-Kiffer Press, August 2002 ...Now consider business processes as a field of human activity. Processes, process data, activities, messages, rules, computation, process branching, compensating activities, exceptions, sequences, joins, splits, operations, assignments, transformations, schedules, rules and time constraints: These likewise form part of a vocabulary describing the operations that can be performed in the field. The tools for realizing these operations are process modeling languages. These languages provide semantics for business processes and unify the different vocabularies of process development, system integration, workflow, human interaction and transaction management, much as blueprints help the architect and the carpenter find a common language that enables them to work together. Download PDF |
| | Business Process Management: The Third Wave - Business Process Management Systems (Appendix B) Meghan-Kiffer Press, August 2002 The Business Process Management System BPMS) enables companies to model, deploy and manage mission-critical business processes, that span multiple enterprise applications, corporate departments, and business partners - behind the firewall and over the Internet. The BPMS is a new category of software and opens a new era of IT infrastructure. Download PDF |
| | The XML eBusiness Contract http://www.forrester.com/ER/Research/Report/0,1338,10588,FF.html DATE: September 2000 // SOURCE: Forrester Research (subscription required) // ABSTRACT: 'XML alone is not sufficient for Internet transactions. Executives must prepare for eBusiness contracts, which define the forms, terms, and processes for automating business over the Internet.' |
| | In Process: The Changing Role of Business Process Management in Today's Economy Delphi Group, October 2001 ABSTRACT: This paper establishes the context and the imperative for the evolution of Business Process Management. Covers concepts such as process-based organizations, Business Operating Systems, Web Services, etc. Download PDF |
| | Integrating Business Processes http://www.forrester.com/ER/Research/Report/0,1338,5679,FF.html DATE: March 1999 // SOURCE: Forrester Research (subscription required) // ABSTRACT: 'Firms are integrating apps to meet new business demands. This will force a shift to process integration as the 'app between the apps' - and will prompt the emergence of process integration servers.' |
| BPM | | Business Process Management |
| BPMI | | Business Process Management Initiative |
| BPML | | Business Process Modeling Language |
| BPMS | | Business Process Management System |
| BPQL | | Business Process Query Language |
| EDI | | Electronic Data Interchange |
| QoS | | Quality of Service |