ARIS BPM Blog

Another interview with Rob Davis in Split to learn from his experience. In this episode Rob gives a short overview on how to avoid typical pitfalls when you start a major BPM initiative using ARIS as a modelling tool. He offers some expert tips and explains how to make your BPM project more successful. He formulates several questions that everybody should ask himself when starting a project.

This episode gives a short review and impression of ARIS ProcessDay in Split in May 2008. Furthermore it contains an interview with Rob Davis (Principal Consultant for Process Architecture and Process Modelling for Brtish Telecommunication plc. (BT) in the UK) about the 7 pillars of a successful Business Process Management. Rob explains about the importance of a process architecture and the typical roles and responsibilities within a BPM organization.

I am very proud to inform you that today we launched the first episodes of ARIS TV. ARIS TV is IDS Scheer's new YouTube channel that will be completely integrated into the ARIS BPM Blog. On ARIS TV we will provide you with interesting topics regarding Business Process Management and ARIS. ARIS TV will offer interviews with BPM experts, ARIS customers and thought leaders in the area of Business Process Management.

6 days left until the ARIS UserDay in Berlin, and the tension is building! Any last-minute changes delay printing or booth set-up, the final lists need to be compiled, registration figures seem to change daily, and there are thousands of details that mustn’t be neglected. For my part, I can’t wait to be on my way to Berlin at last, getting everything ready that we’ve planned for the attendees.

In my last post I have covered the basics of EAM. We also have established that you need and EA or EAM for BPM. BPM comes in two forms: Business BPM and Technical BPM. Business BPM uses business lingo to describe business architecture – activities, processes, organizations, products and all sorts of resources etc. Technical BPM describes the execution of business processes; usually what we understand as workflow or SOA.

Business Rules Management (BRM) is a recognized approached for achieving business agility that made its way in the last 20 to 30 years and allies management disciplines and results from the research community on business rules. Now, business rules are changing the way organizations think about their business.

Based on the rumours from last years' SAPPHIRE regarding the upcoming SAP modelling tool "Galaxy" and its integration with ESR as well as the possibility of process execution I joined this year in Berlin two presentations on SAP's new announced BPM product. One presentation "Next-Generation BPM on an Open Business Process Platform" was held by Thomas Volmering, responsible head of product management for SAP BPM and Ralf Heindoerfer, Development Manager SAP NetWeaver Business Process & Event Management at SAP.

This week I was at SAPPHIRE Europe in Berlin and again I have to admit that this is a very impressing event with its about 9000 people being a part of this European SAP community. This years' theme of SAPPHIRE was "Business Beyond Boundaries" and Henning Kagermann started his Keynote with a very nice video intro with soccer artists that show a joint and artistic soccer play at a lot of different places all over the world.

My previous post about the future of BPMN created quite some noise in the community. It seems there are many people out there having some great ideas how to move forward BPMN. One clear issue to be tackled in BPMN 2.0 is the missing exchange format. Some readers suggest using XPDL for this purpose. Let's take a look at it and see if this is a good idea.

Today: Knowing HOW is half the story! Many factors like laws & regulations, changed customer requirements, information technology trends, market changes can slow down companies, or even risk their economic success. Improving Business Process enables them to stay ahead. However, since the world is still turning around, it´s not a one-time improvement project, but a continuous approach: “BPM as a Discipline”.

In order to provide today’s operationally savvy executive with the command-and-control cockpit that is needed to run an effective organization, I propose that we must first consider the three basic components that are the foundation of any organization: people, processes and technology.

I just came from the presentation from Mr. Witschi from Swisscom. In a 3 hours sessions (including a coffee break) he showed why and how Swisscom switched its order processing controlling/management to ARIS Process Performance Manager. The impressing thing was that he used the live Swisscom system to show how they were able to reduce the average processing time for order process (e.g. DSL order and installation) from 5.3 working days to 1 working day. If you don’t believe this number, click on read more.

I was fortunate to receive an invitation to ARIS ProcessDay in Split, Croatia. Let me start this way. It’s the perfect location to do an event. Not only were the surroundings (mountains/ ocean/ sun) extraordinary, but also the presentations. I especially enjoyed the presentation from Rob Davis. He is a Principal BPM Consultant at British Telecom. Rob basically started BPM at British Telecom. Especially during the privatization of this organization with some 150,000 employees, the management of business processes was crucial.

I am currently at the 11th Business Information Systems (BIS) conference in Innsbruck, Austria. Innsbruck is a small town in the middle of the European Alps surrounded by massive mountains of more than 2.500m. It is a nice scenery for such a conference.

What is now my best practise approach to implement the rule discovery process in an organisation? In this post I give a short introduction. Depending on the rule sources I define a rule discovery roadmap. Rule sources are classical persons (domain experts), documents and program source code.