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Gartner BPM Summit 2011 Reflections

Gartner BPM Summit last week in Baltimore was a true success by any objective measure.  Gartner deserves a lot of credit for putting together an outstanding event.   The analyst, solution provider, and end-user sessions were all top-notch.  What stood out for me the most at the Summit, however, was the positive vibe of the attendees.   I had the opportunity to speak to a number of them in the booth as well as between the sessions, and all of my conversations were positive and optimistic about the BPM outlook for next year and beyond.

We were very proud to have Shane Williams from one of our key customers, UBS, present The BPM Transformation Story at UBS.  Shane discussed how UBS uses Interstage BPM to meet regulatory compliance, mitigate risk, and improve customer onboarding experience.  Using Interstage BPM, UBS has been able to “automate client onboarding, improve risk analysis, ensure process compliance in a complex regulatory environment, and save 30% in TCO”.  The session was well-attended and judging by the number of people lingering afterwards to ask more questions despite the late hour, it was a success. Read more…

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”.

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 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…

What is the Difference Between Case Management and BPM?

June 16, 2010 Leave a comment

Peter Schoof asked this question on his EBizQ forum this morning, and I thought I would copy my response here:

This question hinges on a clear definition of BPM for which there is no general agreement. As you read responses to this question, keep in mind that many people confuse BPM (which is a management practice) with BPM Suite (which is a technological product to support the practice). Many BPM Suites support not only the practice of BPM, but many other management practices as well, and this confuses the entire discussion. For discussion, we should use the wikipedia definition of BPM.

Read more…

Design by Doing vs. Doing by Design

April 28, 2010 Leave a comment

Jim Sinur wrote a couple of interesting blog posts recently mentioning two distinct approaches for supporting work processes:

  • Doing by Design is the pre-planned definition of a predictable, routine process as traditional BPM suggests.  It involves a life-cycle that starts with process discovery, process definition, application development, simulation, testing, and ultimately deploying it.  This works if the process is predictable.
  • Design by Doing is an approach that works when the process is not predictable, and can not be written down ahead of time.  Since you can not predict it, you have to elaborate it as you go along.  You design it, as you are doing it.  There is no development life-cycle.  This works on unpredictable emergent process.

Read more…