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.
This is another in a series of posts discussing why it is time to move beyond the process model. The last two posts were about BPMN and CMMN respectively, however the actual problem is deeper. Even if you found the perfect modeling notation, the fact that you have to bring everything together into one place is a bigger barrier to success.
We knew that BPMN needed fixing, but CMMN didn’t fix it enough. This is another installment in the series on how we need to move beyond process models for automating work. The last post pointed to limitations in BPMN, and this post covers CMMN.
One bright hope for business process modeling, developed between 2003 and 2010, was the standard known as Business Process Model and Notation (BPMN). This would be the way to model businesses! But today, most people use a simple flowchart in everyday use. Why is that?
Just this week I received an email from a professor in Germany with some process models and with the apology: “Sorry, these are not in BPMN or any formal notation.” Well, they usually aren’t and it is time to start asking they question: why? Continue reading