Thinking Beyond Traditional BPM
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Thinking Beyond Traditional BPM

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From a webinar that I presented for OpenText in March 2013.

From a webinar that I presented for OpenText in March 2013.

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  • Full Name Full Name Comment goes here.
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  • Hi Sandy, while certainly there are many interpretations to 'pay-to-play' I did not mean to imply unethical behavior as you seem to be worried about in you blog post. In this case virtually the whole analyst community would be crooks. They simply fill a market need. And yes, there are many ways to do that. And, yes ... also analysts need to make a living. As do vendors and I am constantly being reminded that whatever I say is not opinion or knowledge but marketing ...
    When I say things that I believe in and it upsets people no one says: 'At least he sticks to his guns.'

    What I mean by pay-to-play is when analysts:
    a) do not just simply report when they can't verify information,
    b) say things that vendors want when they should really know better,
    c) or endorse things while they under paid contract.

    None of that is unethical but it shapes a reputation. From my perspective some of the things you have been saying lately you should know better, but clearyl we may simply have different opinions on that. But like me you need to simply live with not everyone agreeing to what you write.

    In terms of the BPM market you have an opportunity to be truly an independent voice of reason. Such presentations do not belong there. I know that this does not necessarily pay the bills.

    Let me assure you that I do not think there is anything unethical going on. You do say when you are being paid ... and yes, that is 'pay-to-play'. All the best, Max
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  • Hi Max, thanks for your comment. Certainly, the SPA definition that Forrester has put forward (and is accepted by vendors such as OpenText) has a lot in common with ACM (or PCM). If you take a look at the Forrester report, you'll see what they're defining as applications. I'm hoping that these don't just become the next generation of legacy applications, although on a smaller scale.

    fyi, it is no secret that I do work for vendors, it's on my website. When I do a presentation, whether webinar or live at a conference, I always post my presentation here, since that's where people who attend the presentation will look for the slides. This is not 'pay to play', it's just a repository for my presentations. And yes, I get paid to give presentations.
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  • Hi Sandy, that is not SPA but it uses the ACM descriptions ... I really do not see where the applcations are ...

    Sorry to see the pay-to-play from you. Clearly Opentext wants to appeal to the OLD BPM crowd ... so predictable.

    Regards, Max
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Thinking Beyond Traditional BPM Thinking Beyond Traditional BPM Presentation Transcript

  • Thinking Beyond Traditional BPM Managing The Customer Lifecycle In An Information-Rich EnvironmentSandy Kemsley l www.column2.com l @skemsley
  • Agenda l Why enterprise process management isn’t enough l Defining Smart Process Applications l Benefits l Challenges Copyright Kemsley Design Ltd., 2013 2
  • History of Enterprise Process l Enterprise applications l Hard-coded structured processes l Silos of structured information l Business process management suites (BPMS) l Configurable structured processes l Loosely integrated unstructured information l Tightly integrated structured information l Rules, events, integration and analytics Copyright Kemsley Design Ltd., 2013 3
  • Indicators That A TraditionalProcess Application Is A Poor Fit l Multiple systems required to do work l System workarounds, especially collaboration l Inelegant add-ons and integrations l Over-engineered for application l Functionality too “heavy” and inflexible l May require larger process transformation effort l Too generic l Inadequate application templates l No best practices Copyright Kemsley Design Ltd., 2013 4
  • Smart Process Applications (SPA) l Manages the customer lifecycle l Content-rich case paradigm, tightly integrated with structured/unstructured info l Collaborative and structured processes l Encapsulates business rules/best practices l Supports knowledge workers and customer/employee self-service Copyright Kemsley Design Ltd., 2013 5
  • SPA Examples – Horizontal l Employee lifecycle l Recruitment and onboarding l Performance management l Contract management l Creation l Maintenance, renewal and termination l Customer lifecycle l Sales l Support Copyright Kemsley Design Ltd., 2013 6
  • SPA Examples – Vertical l Middle office investment fund management l Risk management l NAV and profit/loss analytics l Disability claims management l Long-term/recurring case management Copyright Kemsley Design Ltd., 2013 7
  • SPA For The Knowledge Worker l Characteristics: l Goal-oriented work with case owner l Skills-based routing/filtering l Functions: l Review related content and best practices l Add tasks/subprocesses manually or via events l Create/distribute content l Collaborate on demand l Reconfigure user experience Copyright Kemsley Design Ltd., 2013 8
  • SPA For Customer/EmployeeSelf-Service l May receive email/documents throughout lifecycle l Portal view of assigned tasks l Actions trigger other tasks/processes l Actions and accomplishments captured as customer information context Copyright Kemsley Design Ltd., 2013 9
  • The Role of Modern BPMS l Functional bridge from enterprise process to SPA l Core of SPA development platform l In-house enterprise development l BPM vendor templates and applications l Refactored into packaged applications l Provides underlying functionality: process, events, rules, integration, analytics Copyright Kemsley Design Ltd., 2013 10
  • SPA Benefits l Knowledge work efficiency/quality: l Information context for performing tasks l In-system collaboration for decision support l Rules and structured processes as guardrails l Cross-channel information consistency l Integrated functionality: l Single application for work management l Consolidated audit trail l SLAs and escalations at case and process level Copyright Kemsley Design Ltd., 2013 11
  • SPA Challenges l Will SPA become the new legacy applications? l Are SPA just sales tool templates? l How will the boundaries of process and information within an SPA be expanded? Copyright Kemsley Design Ltd., 2013 12
  • Summary l Evolution of enterprise process: l Enterprise Applications l Business Process Management Suites l Smart Process Applications l Process alone is not enough: l Customer communication and collaboration l Information context l Industry knowledge and best practices Copyright Kemsley Design Ltd., 2013 13
  • Slides at www.slideshare.net/skemsley Sandy Kemsley Kemsley Design Ltd.email: sandy@kemsleydesign.comblog: www.column2.comtwitter: @skemsley Copyright Kemsley Design Ltd., 2013 14