Companies have been striving to improve their business processes for decades, but, in the past few years, the emergence of a variety of new software technologies and the relentless competitive pressures on large companies to outsource and to develop a worldwide presence has taken the interest in business processes to a new level of intensity. In this talk we consider some of the roots of today's interest in business process management (BPM), the growing resources available to those who want to undertake business process change, the emerging BPM systems that seem destined to transform businesses in the next decade, and the implications this transformation will have for those who work in the new generation of process-oriented organizations.
Paul Harmon is a consultant, author and analyst concerned with applying new technologies to real-world business problems. He is the author of Business Process Change: A Manager's Guide to Improving, Redesigning, and Automating Processes (2003). He has previously co-authored: Developing E-business Systems and Architectures (2001), Understanding UML (1998), and Intelligent Software Systems Development (1993). Mr. Harmon has served as a senior consultant and head of Cutter Consortium's Distributed Architecture practice and has edited several Cutter newsletters, including Expert Systems Strategies, CASE Strategies, and Component Development Strategies. Paul is Executive Editor and Founder of Business Process Trends, a professional newsletter dedicated to BPM, as well as Chief Consultant and Founder of Enterprise Alignment, a professional services company providing educational and consulting services to managers interested in understanding and implementing business process change. In this and other capacities, Paul has worked on major process redesign projects with Bank of America, Wells Fargo, Security Pacific, Prudential, and Citibank, among others.
3 September 2008
Professor Michael Rosemann Queensland University of Technology, Australia http://sky.fit.qut.edu.au/~rosemann/ Understanding and Impacting the Practice of Business Process Management
This presentation will explore how BPM research can seamlessly combine the academic requirement of rigor with the aim to impact the practice of Business Process Management. After a brief introduction into the research agendas as they are perceived by different BPM communities, two research projects will be discussed that illustrate how empirically-informed quantitative and qualitative research, combined with design science, can lead to outcomes that BPM practitioners are willing to adopt. The first project studies the practice of process modeling using Information Systems theory, and demonstrates how a better understanding of this practice can inform the design of modeling notations and methods. The second project studies the adoption of process management within organizations, and leads to models of how organizations can incrementally transition to greater levels of BPM maturity. The presentation will conclude with recommendations for how the BPM research and practitioner communities can increasingly benefit from each other.
Dr Michael Rosemann is a Professor for Information Systems and Co-Leader of the Business Process Management (BPM) Group at Queensland University of Technology, Brisbane, Australia. Michael is the Chief Investigator of a number of applied research projects funded by the Australian Research Council (ARC) and various industry partners. He is the author/editor of six books, more than 140 refereed papers and Editorial Board member of seven international journals. He is also the co-inventor of seven US patent applications. He is a co-editor of the book Process Management that is also available in German, Russian and Chinese. Michael was the General Chair of the 5th International Business Process Management Conference in 2007. Dr Rosemann is the founder and chair of the Australian BPM Community of Practice (www.bpm-roundtable.com). Michael regularly conducts executive training in BPM and provides advice to organisations from various industries including telecommunications, banking, insurance, IT, utility, public sector, logistics and film industry.
4 September 2008 Professor Dr. Peter Dadam University of Ulm, Germany http://www.uni-ulm.de/in/iui-dbis/ The Future of BPM: Flying with the Eagles or Scratching with the Chickens?
Service-oriented architectures, business process management (BPM) systems, and BPM in general receive a lot of attention these days and the number of articles which describe the benefits and the great potential of these technologies has significantly increased. It is something like a second wave after the first (and short) workflow hype in the middle of the 90's. However, the contemporary hype in newspapers and IT magazines does not really reflect reality. In fact, much more companies are still thinking about whether and in which form they shall introduce these technologies rather than concretely performing projects in these fields. And many companies which have started respective projects are still in the phase of designing and implementing (web) services or in evaluating SOA plattforms and repositories of different vendors; i.e., they are still not bringing (larger) processes into production. Nevertheless, expectations are very high: Everything will become easier, will become more flexible, implementation of cross-organizational processes will become business as usual, and process management systems will enable new kinds of process-related applications which have to be performed manually today. In fact, BPM has a great potential. However, to realize this potential in practice, we have to face much more the challenges of the real world, we have to learn more seriously from how business processes are executed today, and we have to understand how they deal with exceptional situations. It is not hard to predict what will happen with the current BPM hype if users should discover that they cannot do much more with these technologies than with previous ones or, even worse, that they can do less. And no organization will accept to become inflexible. - It is partially up to us, whether BPM will become a big and sustainable success or whether it will share the fate of many other hypes (like Computer Integrated Manufactoring (CIM) at the end of the 80's). This talk will present real-world examples from different domains to illustrate where we jump too short. It will use the ADEPT project to show how stimulating it can be also from a research point of view to face the reality as it is.
Peter Dadam is full professor at the University of Ulm and director of the Institute of Databases and Information Systems. Before he was director of the department of Advanced Information Management (AIM) at the IBM Heidelberg Science Center, where he managed the AIM-P project on advanced database technology. His current research interests focus on next generation process management technology and the use of this technology in advanced application areas.