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.
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.
This another installment in the series pointing out the problems with using a hand-drawn business process model. The last post was how a business process model fails in the promise to be easier than programming. Even if you get past that issue, and hire programmers to make the models, a static model is not really suitable for a human organization anyway. Continue reading
A platform for digital transformation brings a number of different capabilities together: processes, agents, integration, analytics, decisions, and — perhaps most important — case management. Why case management? What does that really bring to the table and why is it needed?
I run large complex software projects. A naive understanding of complex project management can be more dangerous than not knowing anything about it. This is a recent experience. Continue reading
Here is a message from my friend, Robert Gilman, about participating with us on an open source platform for supporting a sociocratic organization. It is the most interesting thing I have been involved in for years. Continue reading