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.
Stung again, several times in one day. Systems that fail to report problems can waste everyone’s time. The problem is that such system appear to be running fine, and that is great for lazy programmers and product managers alike. Just . Say . No .
Today’s post is about SSOFI (Single Sign-On Federated Identity) which is an open source project that unloads some of the more challenging issues from the application. Log in once, and then use any number of applications. The server is fast, lightweight, and easy to deploy. Continue reading
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
Standards always seem to move at glacial speed, so slow it is hard to see any change, but looking back over the past decade or so, we can see the JSON has won the internet format battle, and XML is a thing of the past. Continue reading
I have written 6 posts explaining why a manually created business process models are simply not agile enough for today’s organizations. What should we do instead? Glad you asked. A different approach I am calling Emergent Synthetic Processes avoids the problems of a hand drawn process model, and still can offer a path to continual improvement. Continue reading
It was at the bpmNEXT conference three years ago that I was persuaded to start the DMN TCK group to strengthen the DMN standards effort. It has turned out better, and accomplished more than I imagined.
Another perfect week in Santa Barbara. Here are some notes I took from the keynote speeches from Nathaniel Palmer, Jim Sinur, and Sandy Kemsley.
This is the final post on the problems of business process models for automating work, and one that sums it all up: hand drawn business process models simply are not agile enough.
In the last five posts I outlined five ways that business process models are dificient when it comes to automating work. In this post I give a sixth, and quite possibly the most significant problem: Agreement takes effort, and once you have agreement, that agreement becomes a barrier to further change.