BPM Skills Beyond 2020

Zbigniew Misiak runs a poll every year in his blog BPM Tips about the BPM skills that are required.  This year was a challenge for me, as I see a big change happening as we move from bespoke BPM application to transition ultimately to learning based applications.  Find my response below. Continue reading

Effective Email Notifications

Every collaborative system needs some way to notify people of things that need attention. Email is by far the most ubiquitous option for reaching out to people.  Done well, email is an effective way to draw people in to work they need to do.  Done poorly, and the email is an annoying waste.   What is needed to do it well? Continue reading

Service Mesh Meets BPM

We demonstrated a service mesh architecture approach for BPM and Case Management in order to show that the Fujitsu DXP product could scale to any size and performance desired. First we started 12 million running process instances, and then we simulated 3000 users hitting those server, and while that was going on, showed that a work list could be retrieved — for any of the 3000 users — in less than 2 seconds. How did we do this? Read on.

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BPM Industry Templates Have No Value

I was caught off guard recently when a potential customer asked if Fujitsu provided “Industry Templates” along with the BPM platform (branded now Fujitsu Digital Transformation Platform). Industry Templates is a term that refer to a package of all the processes normally found in an industry that one might need as a starting place for building out that companies processes. This question is a problem: industry templates simply don’t work. IT is tough to explain to a potential customer that they are asking for something they don’t need and shouldn’t want. Continue reading

Time to Stop Using Business Process Models

Whew!  It has been a few months since my last post in October on my way to the EDOC conference in Stockholm.  Presentations and papers went very well there, and I have been working on an entirely new concept.  It all centers around realizing that having to tie an organization down to a fixed, manually drawn process is the main problem.   Instead, a completely new approach is needed for supporting business processes: Emergent Synthetic Processes.

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