Business Process Measures

Metriky a m��en� v�konnosti proces� maj� v BPM nezastupiteln� m�sto. Existuje �ada p��stup� k tomuto t�matu. Jeden z nich je p�edm�tem �l�nku Valdis Vitolins z University of Latvia, v Rize. Najdete ho na dole uveden� webov� adrese. A p�edem ��k�m - nenechte se odradit pojmy jako metamodel, metametamodel a pod. �l�nek je na webu ve form�tu PDF a m� 12 stran. Uv�d�m cit�t abstraktu a shrnut�.
Abstract:
"The paper proposes a new methodology for defining business process measures and their computation. The approach is based on metamodeling according to MOF. Especially, a metamodel providing precise definitions of typical process measures for UML activity diagram-like notation is proposed, including precise definitions how measures should be aggregated for composite process elements."
Conclusions:
"Business process management systems or even simulation experiments producelarge amount of plain data, which show no clear picture about the real businessprocess. Aggregation and analysis of these data requires development of newmethods and calculations, because existing tools support only a small part ofinterests.In the current paper, a new look on business process measurement problem isproposed. The problem is analyzed in an unambiguous and formal way using UML.Several process measuring methodologies are merged with the metamodelingapproach according to MOF, and a comprehensive business process measurementmetamodel has been developed.The proposed approach allows defining values in a natural way, and measurementof data, which are of interest to business, without deep investigation into specifictechnical solutions. This provides new possibilities for business processmeasurement, decreasing the gap between technical solutions and asset management methodologies. As a further research, development of a more detailed metamodel andstandardization of system runtime is planned. The research results will provide aframework for metamodel-based business modeling/simulation/management tools,and will extend them with comprehensive business process measurementpossibilities."
�l�nek najdete na webu na T�TO adrese.

BPM Suites ( eng )

Hledal jsem na internetu text, kter� by srozumitelnou formou p�ibl�il v�voj BPM od "pure-BPM" k "BPM Suites" a d�le k "BPM Systems". Na port�lu http://www.bptrends.com/ jsem na�el �l�nek nazvan�:
"A Detailed Analysis of BPM Suites". V�ele doporu�uji.

Process Innovation and Corporate Agility

Hezky dlouhou dobu hled�m na internetu odborn� pojedn�n� nevelk�ho rozsahu, kter� by prezentovalo souvislosti mezi teori� a prax� BPM, propojovalo inovaci proces� s podnikovou v�konnost�, standardizaci s evoluc�, dlouhodobou �sp�nost organizace s orientac� na slu�by a outsourcing proces�, flexibilitu a v�konnost atd. Ne�ekan� jsem takov� text na�el na port�le bpmfocus.org.
Autorem textu je Derek Miers. N�zev textu je: "Process Innovation and Corporate Agility" a podtitulek je velmi v�sti�n�: "Balancing Efficiency and Adaptability in a Knowledge-Centric World".
Text pova�uji za velmi poveden� a doporu�uji ho k prostudov�n� v�em, kdo si cht�ji ud�lat po��dek nejen v pojmoslov� koelm BPM, ale zejm�na t�m, kdo hledaj� srozumiteln� v�klad filosofie BPM.
Z cca 20 str�nkov�ho pdf souboru cituji abstrakti a z�v�re�n� shrnut�.
Abstract
"Customer service, corporate agility, speed, and efficiency are central to business performance in the modern world. Underpinning each of these concepts is a subtly different emphasis in the notion of business process � i.e., how the firm is organized. This paper explores issues associated with finding the right balance between standardization and evolution � allowing the firm to achieve organizational longevity (one result of corporate agility), with a special emphasis on service orientation and business process outsourcing. It first discusses business process terminology and then examines the increasing importance of knowledge workers in generating value for the firm. Focusing on the innovation imperative, it addresses service orientation as one component of corporate agility before exploring why knowledge workers need to be able to exercise their judgment. We then delve into the potential implications for process architecture, organizational maturity, and related management practices. We investigate the situations where process evolution is acceptable (if not desirable), challenging some of the existing design philosophies while highlighting alternatives that support both flexibility and efficiency. Finally, we look into the capabilities of modern Business Process Management (BPM) suites to support these competing agendas."
Conclusion
"While Business Process Management and Service Orientated Architectures have been touted as enabling corporate agility, there is a big difference between hype and reality. It is best to think about business processes as a spectrum running from rigidly defined transactions and procedures through more flexible and adaptive business practices. Most BPM- and SOA-based approaches are still stuck at the procedural end. When defining business processes, organizations need to take into account their cultures and the needs of the business and find a balance between efficiency and control at one end of the spectrum and adaptability and innovation at the other. Understanding this spectrum is particularly important when using BPM suites to drive process improvement and process change. Initially, organizations will inevitably use BPM suites to implement highly standardized processes. Over time, as the organization�s sophistication increases, so do the process models used and the level of adaptability required in the underlying BPM suite. This increasing process maturity is an inevitable result of implementing process support within the organization. The benefits are not just in short-term process performance measures and flexibility, but also in overall corporate agility while enabling the organization to develop new sources of competitive advantage, ensuring its longevity."
��st�, kterou ocen� ka�d�, kdo hled� p��stup k implementaci BPM, kter� m� �anci na �sp�ch, je p�ehled strategick�ch a taktick�ch doporu�en�. V �l�nku Dereka Mierse nese n�zev:
"Best Practice Obsarvations od Developing New Capabilities."
Cel� text najdete na T�TO adrese.