BPM, Simplified for Non-Techies and One Stupid Reporter

Loraine Lawson

This post is for all you business people, and maybe some IT people, who are a confused about how BPM and maybe afraid to ask those really dumb questions, like what's the point and what's it got to do with integration.

 

First, a confession: I have a business process management blind spot. Maybe my brain just has one too many TLAs (three letter acronyms) or maybe it's because BPM lives in this netherworld-touted for its business benefits, used by the business, but technically it's often considered middleware and it's connected to tech-heavy issues like integration and SOA. Whatever the reason, BPM has always been a source of confusion for me.

 

I think I've finally sorted it out, thanks largely to BPM expert and consultant Sandy Kemsley, who kindly answered all my "stupid reporter questions" (my term) about BPM, and, to a lesser extent, a recent article by Margaret Dawson of Hubspan.

 

My first stupid reporter question for Kemsley: What does the BPM do and specifically, why are you sitting down to use it?

 

I had images of someone sitting there, doing flow charts. I couldn't imagine how that would be especially helpful.


 

Kemsley explained that, yes, there is a modeling component to BPM, and you can use that to find inefficiencies and fix your manual processes. The idea here is that you might see the same step in two different places.

 

But, realistically, there are other ways you can do that, like Vizio or Aris, she added. A full BPM system goes beyond that to actually automate steps.

 

Now I've got an image of some poor worker dude, on a conveyer belt, being automated. "I think that's the part that confuses me, because it involves people and I'm not sure how you automate that," I said.

 

Yeah, well, sometimes, you can automate what people do, Kemsley responded. You can also rework what people do or even eliminate steps by making the computer systems involved more efficient, say, through integration.


"I've seen all kinds of cases in the past where there wasn't integration between systems and so you would get a document in, somebody would key some information off a document into one system and then they would re-key it into another system and if you look at what that process looks like, that's a horribly inefficient piece," she said. "Now, there are other ways to do it, but BPM systems can, for example, take data out of one system and push it into another system without human intervention. So if both of those systems have interfaces that the BPM system can talk to, it acts like a bridge between different systems."

 

Ah. That explains why it's considered middleware, which is how IBM and some others, in fact, categorize their BPM systems.

 

But there's more, Kemsley continued. It can also automate some of the decisions people have to make-in other words, it enforces the rules of the business-and even bring a consistency to rule enforcement that you might not get with people.

 

"You can make sure that the same steps get followed and that the same rules get executed the same way every time and take out some of the human steps," she explained, adding that this feature made people uneasy back in the early days of BPM, because this sort of business process re-engineering lead to the elimination of jobs.

 

"Yes, it can eliminate jobs, but it eliminates jobs that are all about the kind of grunt work of, well, let's transcribe some data from this system to another system, or, you know, the kind of non-value added stuff, and really sort of frees up people for doing more the knowledge work, which is probably more interesting for them and definitely where they bring more value to whoever they work for rather than the transactional type stuff," she said.

 

That function can also support more modern needs, like routing information across a global enterprise or creating an audit trail of who does what and when it's done. These rules can be embedded in the BPM system, she explained, but ideally, you'll have the rules in a separate rules engine that the BPM tool and other systems can reference.

 

"I prefer to see them externalized because you might want to use the same rules in other systems-like you might want to call a business rule from your CRM system and call the same rule from your BPM system because a business rule is a business rule independent of where it comes from," Kemlsey said. "You'd like that rule to be in one place so that if your parameters change about what constitutes a gold customer, you'd do it in one place and it effects everything."

 

To sum up and see if I understood, I ventured a simile: "So BPM is sort of like a traffic cop, but with really good memory."

 

"Exactly," said Kemsley. "And the traffic can include both human participants and system participants."

 

Kemsley and I actually had a long discussion, with more intelligent-sounding questions from me and her always-intelligent answers, about how master data management supports BPM. In the first part of our Q&A, we discussed this trend and how it supports data integration. In the second part, she explained what combining the two would mean for MDM's business case and ROI.

 

If you'd like to learn more about BPM and how it relates to business integration in general and SOA in particular, you should also read this recent eZine article by Dawson. I actually saw this article republished on several blogs recently, and it traced back to eZine, but don't hold that against it. It's actually a really good article, with a great example of how these three areas are converging.



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Nov 20, 2010 11:05 AM Max J. Pucher - Chief Architect ISIS Papyrus Max J. Pucher - Chief Architect ISIS Papyrus  says:

Loraine, thanks for a non-techy perspective on BPM. You asked all the right questions. Clearly all you got were BPM answers, because Sandra - whose knowledge and expertize I have the utmost respect for - is a BPM(S) advocate. One also has to distinguish between the BPM concept and various BPMS (for Systems, Software or Suites).

You brought the BPM question right to the point. 'So BPM is sort of like a traffic cop, but with really good memory.' But Sandra actually gave you the wrong answer, because BPMS is NOT a traffic cop, but a dumb traffic semaphore that doesn't understand how much traffic there is, what time of day it is or what weather conditions are.

I have focused in my research and software development to create BPMS functionality that will actually empower the TRAFFIC COP with more business transparency to coordinte traffic better and NOT try to replace him with a semaphore. People can not add value to the business in rigid workflows that control people with dumb rules. Yes, we need some boundary rules, but BPMS flowcharts just rigidly control the step by step execution. Some have added ad-hoc and social communication features, but they are sort 'tacked-on' with little or no relevance for creating business value.

I also disgree with the externalized business rules in a BRE that produce a integration nightmare that is neither necessary nor makes any sense. Having to link various systems to such a backend is neither practical nor realistic in management functionality. The only sensible is to have a central rule repository that allows to pull the rules into the execution of processes. Rules make no sense standalone at all but only DURING process execution. So rather than trying to run the rules inside a complex engine that requires engeering skills to define, it is much more sebisble to consolidate CRM, ECM and BPM into one umbrella platform and execute all processes that need rules right there. Rules must be written by business users and verified against the process and the master data in a central repository. In that way the reuse of rules is atomic but in the process context and the rule implementation and process design do not have to be managed in sync.

So I oppose the rigidity that is introduced by BPMS and hardwired Business Rule Engines, which is against the much promised agility. I propose a consolidated platform approach that supports adaptive, goal-oriented processes that:

a) can be created by business users by simple assembly,

b) are organized in understandable goals and subgoals that can be linked,

c) contain EVERYTHING that makes the process executable,

d) can be added to a process at any time,

e) can be modified where authorized and necessary at runtime,

f) allows the user to react to unepxected events by adding tasks, performers or goals,

g) are guided and controlled by policies, rules and constraints,

h) and finally, allows template modifications to be reusable by other business users?

Such a system is not a traffic semaphore but a computer traffic system that enables the cops to see how much traffic is where and coordinate all the traffic lights in real-time for the maxium in throughput. That is necessary because the cars aren't robots but driven by humans who are free to decide. That makes the traffic in a city as well as a business a complex adaptive system that can't be described by flowcharts.

You can find more of my views on this on my blog:

http://www.adaptive-process.com

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Nov 21, 2010 7:10 AM ian gotts ian gotts  says:

I thinkg ths issue with BPM is that it means so many different things to different people.

We talk about the "Different hats " people wear, which seems to help.   http://iangotts.wordpress.com/2010/09/24/what-hat-are-you-wearing/

The other issue is that there is discimination. Once I have a view of what process is (in my terms) I cannot understand your view

http://iangotts.wordpress.com/2010/10/22/process-discrimination-and-living-with-prejudice-bpm/  (v. funny video with this one)

Finally, we all ned to agree on BPM so it really gathers momentum, as I talk about here...

http://iangotts.wordpress.com/2010/11/17/process-management-the-confused-mind-says-no-bpm-change/

Happy to discuss all or any of these in more detail as I have done in other eBizQ podcasts and blogs

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