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Next Generation of BPM – Agile BPM

August 23, 2010 Leave a comment

Interstage BPM from Fujitsu is delivering benefits of the next generation of BPM — Agile BPM.  Traditional BPM solutions helped automate fixed, repetitive processes leading to improved efficiency and cost effectiveness.  Today, customers are asking for different kind of BPM solution.  They need to go beyond the system integration and fixed process automation that are synonymous with the traditional BPM.  Our Agile BPM delivers the next generation capabilities by addressing requirements for continuous process optimization, collaborative process workflows to support team-based initiatives, and to extend business processes beyond the enterprise.

Continuous Process Optimization

Lack of agility is a core challenge that lies at the heart of process automation which puts process automation initiative out of synch with the dynamically changing business conditions.  As the business and its practices and requirements naturally evolve, there exists a critical need for continuous process visibility and analysis.  Visualization existing business processes is a challenge for most organizations.  Industry research estimates that 40% of BPM implementation effort is spent on process discovery.  This is still a manual and time-intensive undertaking for most companies.  The result is that most organizations that automated business process do not perform continuous visualization, analysis, and optimization of the processes, and lack agility to respond to changing business needs.

Automated Process Discovery (APD) from Fujitsu is an advanced process discovery capability that performs off-production analysis of existing business applications to discover and visualize existing business process workflow.  With system-based evidence of the true “as-is” state of existing processes, IT and business managers can collaboratively identify which business processes need improvement.  Armed with actionable process insight, processes can be optimized and automated with Interstage BPM.   APD helps identify critical business process intersections and stages that effect business performance.   Once identified, Interstage BPM is used to monitor process performance to deliver real-time business intelligence for continuous process improvement and optimization.

Collaborative and Social

BPM solutions have been successful in automating routine, structured business processes, but not all work is routine and not all business processes are structured and predictable. Knowledge-based and collaborative work represents the most valuable and differentiated work performed in an organization. But it’s not immune from inefficiency.  The challenge has been to provide system automation to track, monitor, and manage work processes that cannot be modeled in advance.

Interstage BPM provides capabilities to address collaborative, unstructured and dynamic business processes to facilitate knowledge work.  Process participants can easily veer form previously defined structured processes to respond to business change by dynamically extending business process or creating new processes from scratch.  As a result, business team members participate together in defining processes based on actual work.  One example of this is Adaptive Case Management, which is a commonly occurring work pattern in merger and acquisition, financial portfolio management, and customer exception handling scenarios.

With social interaction figuring ever more prominently in today’s work environment, Agile BPM capabilities of Interstage include social, collaborative features for decentralized communication and immediate information exchange to keep work participants current and in possession of all facts to carry out process-based work initiatives. Product’s collaborative workplace is a dynamic, Web-based community framework for collaboration enabling organizations to work together more effectively by sharing information, capturing and preserving knowledge, communicating, and managing collaborative processes and projects.  Process knowledge can be shared and refined, and work gets done more quickly and effectively.

Extending Enterprise Ecosystem

Today’s business processes are not exclusively confined to one organization. They span corporate boundaries to connect multiple, different audiences including customers, suppliers, partners, and other parties. These extended corporate ecosystems share business processes and workflows that cross individual company and organizational boundaries.

Interstage BPM is the ideal solution for linking process participants across these boundaries.  Available via the Cloud, it can be rapidly and cost-effectively deployed to all process participants via the Web. Users reduce capital costs, design and run processes from anywhere, and extend global reach for agile process management and business performance

Next Steps

Next generation Agile BPM from Fujitsu is built to address all of the requirements for managing work in today’s enterprise — from streamlining routine, repeatable business processes to managing dynamically evolving business cases involving teamwork, collaboration, and real-time judgment across and among diverse set of process participants.

To learn more, please visit Interstage BPM site or download the white paper, “Fujitsu Interstage Process Manager – Creating Agile BPM”.

Process Discovery Leads to Process Improvements at ESI

August 10, 2010 Leave a comment

Peter Brand has recently kicked of an interesting debate on ebizQ by asking the following question, “Are Business Processes Detected or Invented?” The discussion brought up many interesting points of view that seemed to converge on the notion that processes are discovered and improved rather than invented.  This debate made me think of a customer experience which supports this conclusion and helps illustrate how process discovery can be instrumental in achieving improvements in business performance.

Electro Scientific Industries, ESI, the leading supplier of photonic systems, recently turned to Fujitsu’s Automated Process Discovery (APD) to get a better understanding of their existing processes. The key business processes at ESI track the conversion of “opportunities-to-orders”. The goal was to pinpoint areas for improvement in the existing processes and to identify inefficiencies in the customized SAP implementation. Read more…

Links Aug 2010

August 9, 2010 Leave a comment

Some say that ACM is just BPM except with unstructured processes. That is like saying starvation is like eating, except without any food.

While doing a review of the tweet-jam coverage, it hit me that many people want so much to categorize all work as being process oriented, that when they see work that does not fit that mold, they invoke something called an “unstructured process”.  It is fine to talk about unstructured (or unpredictable processes) but you should not think that an unstructured process acts in any way like a structured one. Read more…

ACMJAM Discussion – Part 3 of 3

August 5, 2010 Leave a comment

We held a tweetjam on the subject of Adaptive Case Management (ACM) on July 15.  I have already posted part 1 and part 2.  Here is part 3. Read more…

ACMJAM Discussion – Part 2 of 3

August 5, 2010 Leave a comment

We held a tweetjam on the subject of Adaptive Case Management (ACM) on July 15.  It is going to take me three posts to get this all in.  See Part 1. This post contains part 2 which contains the bulk of the discussion of how ACM relates to BPM: is it different, and how? Read more…

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ACMJAM Discussion – Part 1 of 3

August 3, 2010 Leave a comment

We held a tweetjam on the subject of Adaptive Case Management  on July 15.  I have been on vacation since then, and only now getting around to writing about it. What a big task!  In two hours 660 posts were made, many of them quite thought provoking.  After eliminating the duplicate RT posts, it still came to over 6000 words.  So it is going to take me three posts to get this all in.  Here is part 1. Read more…