Vítor Alberto Klein's Blog


Combining all BPM Methods – Is that Possible?

Filed under: Gestão de / por Processos — vitoralbertoklein @ 15:14

By Janne Ohtonen @ Business Coach | July 2, 2012

Source:  http://www.bpmleader.com/2012/07/02/combining-all-bpm-methods-%E2%80%93-is-that-possible/?goback=.gde_68997_member_129725070


I started to write my PhD thesis on Business Process Management (BPM) capability factors a year ago. First thing I came across was that there are loads of different methods and terms like Process Excellence, Performance Improvement, Six Sigma, Business Process Reengineering, Lean, Business Process Engineering, Customer Expectation Management and Business Process Management in the process improvement domain. And all of them claim to be the best one!

I can believe that out there are many process professionals who switch back and forth between different methods fearing that we are simply involved in a consulting activity that will have a new name in few years, and feeling confident that we are well on the way to being a profession with a recognized core body of knowledge and best practices.

It seems that at the moment Business Process Management (BPM) is most likely to evolve as a sustainable concept that embraces all of the earlier methods, that is supported by an established body of knowledge and best practices that is recognized and embraced by organizations worldwide. Frankly speaking most of the BPM methods do not differ that much and that is the reason why we begin to see new terms like “Lean Six Sigma”, “Lean and Kanban”, “Six Sigma on Steroids”, etc. All those are joining the different parts together to make one method. Business Process Management has never been any one single term, it’s been always little ambivalent. It contains bits and pieces from many of other methods, thus it is a great candidate for a common term.

It is difficult for consultants to market and sell a comprehensive BPM solution because we are often dealing with organizations that seek to play one BPM approach against another. Customers are confused how is your BPM approach different from Lean or Six Sigma, and why should they use BPM at all. It is many times difficult to explain that BPM is a more comprehensive approach to process improvement than any single method and it is focused on integrating, aligning, managing and measuring all of an organization’s business processes and that Business Process Management includes the application of all the other available methods, where, when and how they are appropriate. BPM is an approach that is inclusive, not exclusive, of other approaches. So, it is not BPM against Six Sigma, Lean or any other but it is BPM with all the previously mentioned methods. Any good process consultant can use those parts of any method that will serve their customer best. Thus, my advice is not to take a consultant that is selling you any locked down approach, unless you are sure that it will fit your needs.

While writing my PhD thesis and taking courses on BPM in different universities, I have noticed that the trend that speaks mostly on Business Process Management’s behalf is the emergence of academic programs that are focused on understanding and teaching of BPM. Academic programs, when done properly, provide an objective and neutral source of information about process change. They provide research that invalidate some the claims of certain approaches being better than others, and validates those approaches that are proven to be effective when properly applied to specific situations. The BPM capability factors that I am doing research on seem to be valid over different methods also, process improvement being the most center thing.

The answer to the central question in this article in my humble opinion is that: “Yes, joining all the best BPM methods together is possible”. That model is still to be done, but clearly so many methods overlap each other that people are already creating hybrids of them. The best consultants know this and are able to help organizations in any way they can, most appropriately to the situation.


BPM Global Trends – São Paulo – Rio de Janeiro – Brasília – Belo Horizonte – de 24 a 28 de Setembro

Filed under: Divulgações Terceiros,Gestão de / por Processos — vitoralbertoklein @ 14:11


Informações:   http://www.bpmglobaltrends.com.br/index.html

Business Process Day 2012 – São Paulo – 25 e 26 de Setembro de 2012

Filed under: Divulgações Terceiros,Gestão de / por Processos — vitoralbertoklein @ 14:08


Informações:   http://www.businessprocessday.com.br/bpd2012/default.aspx


BPA (Business Process Analysis) – Indo além dos Desenhadores de Processos

Filed under: Gestão de / por Processos — vitoralbertoklein @ 14:17

Por – 16 de julho de 2012

Fonte:  http://blog.iprocess.com.br/2012/07/bpa-business-process-analysis-indo-alem-dos-desenhadores-de-processos/

Utilizados principalmente pelos usuários de negócio, o BPA (Business Process Analysis) é a principal ferramenta utilizada pelo analista de processos para mapear, documentar, analisar e redesenhar os seus processos organizacionais.

Diferentemente dos desenhadores de processos, que são utilizados quase que exclusivamente para o mapeamento e documentação de atributos do processo, os BPAs possuem funcionalidades que extrapolam as funções de desenho do processo e apoiam grande parte das iniciativas de gestão por processo da organização.

Apesar das funcionalidades disponíveis numa ferramenta de BPA dependerem da implementação de cada fornecedor, iremos citar abaixo algumas das principais características presentes na maioria destas plataformas.

  • Gestão do Repositório de Processos Organizacional. Os processos são armazenados em uma base de dados, centralizada, de forma controlada e estruturada. Todos os processos da organização são mantidos nesta base, com controle de acesso e segurança. Somente usuários autorizados podem acessar a esta base, e é possível configurar quem pode acessar cada processo e quais são estes direitos de acesso (leitura, alteração, exclusão, …)
  • Definição de Metadados dos processos. São definidos atributos que permitem a classificação e catalogação dos processos organizacionais. Estes atributos podem ser utilizados para auxiliar a navegação no repositório de processos ou a realização de pesquisas avançadas.
  • Visão top-down dos Processos da Organização. Podemos modelar num BPA o processograma da organização, que abrange desde a identificação da cadeia de valor até o detalhamento dos seus macro-processos e processos operacionais.
  • Definição dos Campos de Documentação. Os campos que documentam os processos e suas atividades podem ser definidos pela organização, bem como seus tipo e obrigatoriedade.
  • Customização de Templates de Documentação. As informações dos processos armazenados no BPA podem ser exportadas para documentos cuja estrutura pode ser definida pelo escritório de processos. A empresa pode definir templates de diferentes tipos de documentos e gerar estes documentos automaticamente para um determinado processo. A figura abaixo mostra uma tela de customização de relatórios do Aris.

  • Publicação dos Processos de Negócio. Os processos armazenados podem ser consultados por diferentes usuários da organização através da sua publicação em um portal de processos. Mais do que uma exportação em formato Web, disponível em muitos desenhadores de processo, esta publicação mantém as regras de segurança e controle de acesso, exigindo login e senha dos seus usuários e garantindo que eles só poderão acessar os processos em que estão autorizados.

  • Soluções de Colaboração. Ao longo do mapeamento e redesenho de processos, é muito comum a equipe de análise precisar de um feedback de pessoas da organização sobre o processo que está sendo analisado. Através das soluções de colaboração, é possível que usuários selecionados façam anotações no processo e proponham sugestões sem que o processo seja efetivamente alterado. Estas sugestões são então analisadas pela equipe de analistas que avalia a viabilidade da sua adoção.
  • Simulação de Processos. Complementar a modelagem de processos, a simulação permite que o analista verifique qual será o comportamento do processo numa nova configuração. Como resultado, são gerados relatórios que demonstram como foi o seu desempenho, quais os pontos de gargalo, quais as necessidades de recursos, entre outras informações. Além disso, diferentes simulações podem ser comparadas com o objetivo de avaliar o ganho obtido com cada configuração.

Podemos citar como exemplos de soluções de BPA os softwares Aris da Software AG, Oracle BPA da Oracle, iGrafix da Corel e Websphere Modeler da IBM; e são exemplos de desenhadores de processo o Oryx, o BizAgi Modeler e o Microsoft Visio.


BPM Leader Announces Largest Independent Community for BPM Professionals

Filed under: Gestão de / por Processos — vitoralbertoklein @ 15:32


File:   press_20120124


Announcing bpmNEXT

Filed under: Gestão de / por Processos — vitoralbertoklein @ 18:47

Posted by – June 6, 2012

Source:  http://www.bpmnext.com/2012/06/06/announcing-bpmnext/?goback=.gde_161666_member_123428194


“BPM is dead.”  Really??  No, I don’t think so.  In fact, we’re seeing more innovation now in the technology of BPM than at any time in the past several years.  Big Data, real-time  sense and respond, predictive analytics, goal-driven and “adaptive” processes, social BPM, mobility….  The list goes on.  Wait, you say, that’s not really BPM.  But what you mean is they are missing from the current generation of BPM Suites.  That’s true, but not for long.  If these new elements in the technology landscape do what they promise, they had better be incorporated into the next generation of BPM technology.  And, of course, they will.  Gartner’s next BPM Magic Quadrant takes it for granted, requiring numerous new capabilities to achieve intelligent business operations, meaning processes driven by events, rules, and real-time analytics to sense and respond to the external environment.  The process logic is dynamic and adaptive, tailored to the demands of each instance at the moment… while retaining the ability to continuously track and monitor process performance and quality.  It’s not today’s BPM… it’s the next generation.

Now, we’ve all been to BPM conferences where we are told that “BPM is a management discipline, not a technology” and encouraged to “get executive sponsorship” and “look for quick wins.”  All true, but if you already know what BPM is, and have been putting it into practice, you’re not going to learn much about the next generation of BPM technology at those events.  Those conferences are aimed at those just getting started in BPM, but you need to be chest-deep already in today’s BPM to appreciate what’s coming next.  That means you are either an early-adopter end user, a BPM vendor, or an experienced BPM practitioner, analyst, or investor.  You care about the technology of BPM, and you want to look forward, not back.  The management discipline is essential, but you understand that going forward, these next-generation technology elements will represent the difference between process innovation and simple process automation.  If you fit that profile, bpmNEXT is for you.

Save the date: March 19-21, 2013.

bpmNEXT is a different kind of event.  It’s for BPM insiders, not for newbies.  It’s about the technology fueling the next generation of BPM… not just hearing about how cool it’s gonna be, but seeing it live, and engaging with the developer.  The presentations are short – 20 minutes, plus 10 minutes Q&A.  And the 20 minutes is mostly demo, not Powerpoint.  It’s like TED for BPM, but with plenty of lively interaction with the presenters.  We have space for about 20 presentations, which will be selected (I guess the term now is “curated”) based on submitted videos.  I expect we’ll have some of those videos on the website beginning this summer.  Submitters will link their presentations to one or more topics listed on the website.  We encourage you to comment and vote on the topics listed, and suggest your own.  This will help us “curate” the submissions.  At the end of the event, attendees will vote from their laptops and iPads on the coolest demo, Best in Show, and we’ll present a nice award to the winner.  Not to mention bragging rights over some awesome competition.

The other thing that makes bpmNEXT different is the venue, the Asilomar Conference Center on the Monterey peninsula, next door to Pebble Beach and just up the road from Big Sur.  Asilomar is not your typical conference hotel.  It’s more of a rustic retreat, perfect for the total-immersion “workshop” atmosphere of our event.  Your registration to bpmNEXT includes a room two nights and all meals from dinner on March 19 through lunch on March 21.  That’s right.  We’ll be eating and drinking together for two solid days.  The interaction will be intense, and the surroundings spectacular.  It will be an event to remember.

And that brings up the third aspect of bpmNEXT.  It’s a chance to begin to forge a community of those interested in shaping and promoting the next generation of BPM – sharing ideas, linking the pieces together, differentiating between the sizzle and the steak.  If you were at the original BPMI.org Think Tank in Miami, 2005, you remember we talked about it then, but it never happened.  Maybe bpmNEXT can help create that community.


Smart Leaders Identify Opportunities from Within

Filed under: Gestão de / por Processos — vitoralbertoklein @ 9:36
Posted by Bob Scott – Company Capgemini – 06/01/2012
Source: http://www.idgconnect.com/blog-abstract/539/bob-scott-europe-smart-leaders-identify-opportunities-within

All over Europe, the urgent call is for growth. Yet how can companies grow when demand is shrinking and the investment climate is still so unpredictable? For many business leaders, recession is causing a renewed, internal focus. Instead of product or service innovation, smart leaders are turning to process innovation, otherwise known as business process management (BPM), to find new efficiencies and boost all-important margins in the quest for growth.

Process innovation is increasingly finding its way into boardroom conversations. In a global study of over 1,000 senior business and IT decision makers, commissioned by Capgemini, over 60% of respondents said BPM should be managed directly by the executive board. And in a clear sign that the volatile economic climate was causing business leaders to focus on internal processes, 68% said that if the recession continued it would persuade them to invest even more heavily in BPM, which, with the advent of the new generation of sophisticated modeling and process execution technologies has greatly enhanced the power to truly transform businesses.

In industries in which change is enforced, the need for process innovation is that much greater. The financial services sector, which is under pressure by regulators to tighten risk management practices, is a case in point. High-profile incidents, such as the recent rogue trader cases at UBS and JP Morgan, have highlighted the need for much stricter process management to ensure that risky behavior of employees doesn’t threaten the survival of the company. In an investment bank, where losses can rapidly escalate, robust processes act as an added layer of security. Over three quarters of survey respondents from the financial services sector identified compliance as a key driver for their business, with almost half admitting they would increase investment in BPM in the coming year in response to expected regulation changes.
It’s not just regulation that drives change.

Consumers can exert a similar pressure, especially in the age of social media. Customer relationship management (CRM) is increasingly delivered on the back of process management solutions – according to our survey, almost four out of five firms who launched a BPM program reported an improvement in customer relationship management (CRM). That’s because even with the most engaged employees, customer satisfaction isn’t likely to grow without end-to-end process improvement. CRM touches a number of enterprise systems, such as operations, finance and e-commerce. BPM enables companies to integrate their CRM data with these other systems, ensuring that when a customer calls, their request is logged accurately and actioned. Since the rise of social media, a medium in which many customers expect an immediate, integrated response, solid underlying processes are more important than ever.

Pleasing customers is difficult without an engaged workforce. In our survey, three quarters of companies (74%) said that process management boosts staff satisfaction by helping to reduce task duplication and improve internal organization. It’s almost universally true that satisfied, productive employees, who have a clear idea of their role, tend to be much happier in their work. At a time when economic conditions are having a detrimental effect on workforce morale, discretionary effort can be hard to come by. But productivity has a dual benefit, being healthy not only for the bottom line, but also for employee engagement. In this way, BPM becomes self-fulfilling: businesses that concentrate on process improvement are usually also full of happy employees, who in turn are more likely to work even harder. In a tough economic environment, smart leaders are finding that growth comes from within – driving internal efficiency, sustainability and agility.

By Bob Scott, Head of Capgemini’s Business Process Management Global Service Line.


The BPM Elephant in the Room: When IT and the Business Both Have Blinders On

Filed under: Gestão de / por Processos,Gestão Empresarial,Strategy,T.I. — vitoralbertoklein @ 12:00

Contributor:  Dan Morris
Posted:  05/14/2012  12:00:00 AM EDT

Source:  http://www.processexcellencenetwork.com/business-process-management-bpm/articles/the-bpm-elephant-in-the-room-when-it-and-the-busin/


What Does an Elephant Look Like? It Depends on Perspective!

Every group within a business has different priorities and their own perspective on how it all fits together, writes columnist Dan Morris. So, how do you build a picture of transformation one specialist view at a time until the complete picture comes into focus? 

There is an old story about asking a blind man to describe an elephant.  He walks up to it, touches it and proclaims that an elephant is what he has touched – a rather limited perspective.  But to him that was what an elephant is.

Do you see the whole elephant or just a part?

BPM is like that elephant.  Business Process Architects, Enterprise Architects, Business Architects, Six Sigma and Lean experts, IT Analysts and a host of other specialists are each standing about six inches from this BPM/BPMS elephant and have blinders on. They each see this BPM/BPMS elephant based on their paradigms or filters and build a mental picture based on their perspectives. Each of these groups will thus create a different opinion of this elephant based on their view, experiences, and training.  Each thinks they are right and each is willing to defend their point of view.  And each is right – but from their perspective and based on their sample.

The simple fact is that if you put their individual experience based perceptions together, like pieces of a puzzle, they combine to form a true picture of the elephant – or in this case, BPM/BPMS and what it can do. So using this approach, none of these perspectives are really right and none are wholly wrong.  Each sees a part and interprets it through the filter of their experiences and specialization.   So each view is right if you want to talk about its part of the elephant. But, each group’s view is often too narrow to show the whole elephant and what it can really do.

In practice within companies this approach to segmenting their view of BPM/BPMS elephant amongst multiple groups and disciplines can, and often is, causing serious problems. In some cases a turf war even breaks out between business groups and IT groups as they all focus on their part of BPM/BPMS – the part that seems to fit what they are responsible for.  The basis of the problem is that process fits everywhere – it is part of all things “operational”.  It is part of Business Architecture, Enterprise Architecture, Process Architecture, and Business Reengineering.  But each of these and other groups have a somewhat different view of what process really is – to some it is technology, to some it is strategy and capability, to others it is operational efficiency, and to some it is the work that is done and its organization .

In reality, long term success in business operational change requires that these differing views be combined to create a complete picture of the business operation.

From experience, I have found that almost all BPM/BPMS based improvement projects require the collaborative efforts of these different groups.  Even small improvement projects can affect the business operation, IT communications, IT applications, IT interfacing, manufacturing production, change management, document management and more.  Building and controlling this collaboration requires an understanding of need and how all the part of filling that need fit together.  I believe that this collaboration should be guided by a method or formal approach that melds these differing disciplines and perspectives.  This is the only way that the full picture of our proverbial elephant can be built.  It is also the best way to understand the complexity of the business and the improvement or transformation project, to identify who is needed, and to have the right people involved when they are needed.

The problem is that today these disciplines are often organizationally separated and have minimal interaction.  To help promote the interaction needed to build this picture, I suggest that everyone consider formalizing their approach to BPM/BPMS and both transformation and improvement through the creation of a series of interrelated Centers of Excellence that are designed to work together.

Relative Isolation

The problem with the past individualized focus on the part of the elephant that is in front of each group is that it creates solutions that could be greatly enhanced by the addition of the other perspectives and the operational knowledge each group offers.  This whole view of the operational elephant is important because it allows management to look at issues that are hidden when each group operates independently.

Creating this type of cooperation and collaboration represents the tearing down of many internal walls that were created to help managers focus their work and meet their personal and group goals.  This is the real challenge in building collaboration.  It deals with resource constraints, priority differences, performance measurement disconnects and the localized focus that has existed for years.

Last fall, I built a BPM Center of Excellence (CoE) for a client – a large financial institution.   In designing it, I took care to discuss how the new BPM CoE would interact with all of the existing Centers of Excellence.  My team also made certain that they included standards from all of these centers when we built the BPM approach and methodology.

Business transformation requires different pieces of the puzzle to come together

By orchestrating how everyone would work together to deliver performance improvement we were able to create a consistent understanding of how improvement would be performed and ensured that everyone would be involved at the appropriate time.  By making collaboration methodology based, we also made certain that every group received the information they needed and that all the right procedures for everything from interviewing to moving a solution into IT production were followed.  This reduced work and avoided problems.  We also believe that it gave us a better solution.

For the most part this blending went well.  Many of the groups were open to participating.  Then I ran into the Business Architect group who thought that they should own everything to do with business change.   Shortly after that, I ran into the IT developers who knew that they owned all business change.  At that point, things got interesting.   Each absolutely knew that their view of the BPM elephant gave them ownership of the elephant and each was willing to fight for that ownership.  So a compromise was necessary and we created a Business Change Council with representatives from all groups.  We created standards to define roles and ownership and things were looking good.  The conflict was over and the issue settled.   At that point the council began to try to coordinate projects and better manage the involvement of people on multi-disciplinary teams.  But, this group is the same as it would be in all other company groups and internal politics and group goals still plays a significant role – everyone still has their personal performance goals which must trump collective goals.  But communication is much more open and everyone is aware of what others need from then and how they can benefit from cooperation.

Aside from the internal politics, the point is that to succeed in BPM, it is necessary to include people from a variety of groups – including business operations and maybe even customers.  The hard part is to orchestrate this blending of people from different disciplines and keep priorities and interest going.  That is where executive mandate comes in with the creation of joint goals that can take priority over individual group goals.

Collaboration – no one can really own business improvement

Business improvement and its big brother, transformation, are currently of critical importance to the future of most companies.  No one is too big to fail and no company is immune to competitive and legislative pressure.   As the economy opens, these pressures will build to new levels as companies from all over the world try to grab as much market share as they can.

One of the main tools that management will have to face this looming threat is the flexibility to move quickly.  This will clearly require the ability to quickly build collaborative groups in your company that can leverage the speed of change that a BPMS supported BPM operating environment can provide.  But while everyone can buy a BPMS and everyone can say they are doing BPM, the fact is that only those who succeed in melding these different internal groups and their disciplines and perspectives into a composite capability will deliver comprehensive, rapid, low cost, low risk change.  That will be a great competitive advantage.  It will also be the foundation for quality improvement, cost control, and true innovation through continuous improvement.

We all need to understand that we each have perception filter and that we each naturally try to mold everything new to fit through the framework of these filters.  We also need to understand that the filters our various disciplines, methodologies, technologies, techniques, and pre-conceived concepts put in front of anything new, may give us a skewed perspective.

Because of this need to have a multidisciplinary view of change, it is clear that no one group can own BPM or BPMS or business improvement or business transformation in a company.   BPM based change is rather a true team sport that requires new levels of communication and cooperation between all the parties needed to deliver optimization and most importantly, competitive advantage.


While a great deal of what each of the various groups who are involved in operational improvement, transformation and optimization may have to do doesn’t require a lot of interaction with others, there is a requirement to interact for improvement project that expands for either strategic change or business transformation.  These strategic change and transformation projects have a different requirement for collaboration and coordination than improvements, which are focused on doing the same thing, but just faster/cheaper/better.

The smaller improvement projects may involve one or two of the groups that are needed in transformation, but typically the need for collaboration and coordination is less than in a transformation project.   Part of the difference is in scope and associated level of difficulty.

Transformation and strategic change is based on innovation, investment, and commitment to new ways.  This can only be accomplished when the team has the benefit of the composite visibility delivered by melding such groups as Process Architects/Analysts, with Business Architects/Analyst, Change Management Specialists, IT Technical Architects, Data Architects, BPMS Developers, Legacy Application Interface Specialists, and Application Developers with business experts.  This collaboration requires a very different level of project staff orchestration as people with different skills and perception join and leave the project at different times.

In some companies, the recognition of a need to coordinate the activity of all these groups on large transformation projects is driving the creation of a Chief Change Officer or Head of Business Transformation role.   While this role will have few direct reports, it will have the ability to negotiate priorities on behalf of senior management with all the groups who need to be involved and then orchestrate the collaboration.

So, how can you move from the view of the BPM elephant that is strictly within your reach and experienced  only by what you can feel or see, to a view that builds a picture of transformation one specialist view at a time until the puzzle picture is complete?  This shift obviously starts with recognition of a need to do so.  But it will not be easy because every group has different priorities and their own perspective on how this all fits together.  This is why creating an environment of open collaboration among all the groups is challenging.

The place to start is a sales campaign to senior management and to the various department managers who own the various centers of excellence.  This will require a formal marketing plan and will probably take time to put in place.

But as hard as it will be, I believe that it must be done.   The simple fact is that once in place, this collaboration will reduce risk and improve solutions.  And, nothing breeds interest like success.

I hope that this column helps you understand the type of collaboration that is needed to succeed in delivering transformation level change and in going way beyond cost control or even quality improvement to positioning the company to compete successfully with those who can react quickly and effectively to opportunity.


Global Business Process Management Market to Exceed US$5.3 Billion by 2017, According to a New Report by Global Industry Analysts, Inc.

Filed under: Gestão de / por Processos — vitoralbertoklein @ 22:20


PRWeb – Tue, Apr 10, 2012



GIA announces the release of a comprehensive global report on Business Process Management market. Global market for Business Process Management (BPM) is projected to reach US$5.3 billion by the year 2017. Growth to a large extent will be driven by advanced case management needs such as, process compliance and continuous process optimization and to a lesser extent by traditional growth factors like process effectiveness, optimization and efficiencies.

San Jose, California (PRWEB) April 10, 2012

– Business Process Management (BPM) is a field that combines technology and management to align organizations with the needs and wants of the clients. Also referred to as a discipline for management of business processes as strategic assets, BPM is a comprehensive management approach that aims for technological integration, flexibility and innovation, while promoting business efficiency and effectiveness. BPM is also known as “process optimization”, as the objective of BPM is the continual improvement of business processes. Under the business-led discovery adoption scenario, BPM has been used widely to understand and optimize business operations from a process-centric perspective.

In the upcoming years, demand for BPM will be driven by the technology’s evolving ability to generate process documentation for ensuring compliance after processes have been analyzed modeled and established. The need to ensure that business processes comply with slated standard operating procedures and the need to document procedures to validate adherence, is leading to greater adoption of BPM. The ability of BPM, in this regard, to document processes, identify irregularities and simplify changes in standard processes remains pivotal to the technology’s success in the marketplace. As companies realize the importance of organizational agility, its opportunities galore for BPM. Tightening regulations and the ensuing need to eliminate compliance violation will additionally help push growth further. Given that adoption of BPM is now mature and widespread for efficiency focused initiatives with most companies having already completed the initial analysis of business processes targeted at achieving efficacy, efficiency and strategic value of critical business processes in various scenarios, process compliance currently represents the emerging demand driver.

Another noteworthy trend is the growing importance and popularity of Mobile BPM, against a backdrop of an increasingly mobile corporate world. With business organizations expanding beyond regional boundaries, workforce mobility has increased substantially in recent times. Also, with organizations encouraging the work-from-home option in order to cut costs and to retain their employees, the number of teleworkers or employees working from a remote location has only increased further. With mobile/remote workers always required to stay in touch with corporate headquarters, and carry out functions such as making sales transactions, passing sales or purchase orders, and reporting productivity even while away from the office, a new wave of enterprise mobility has come into shape, with organizations allowing mobile employees to access company’s resources through remote access points using their personal communication devices such as laptops or smartphones. Against this backdrop, a new generation of BPM solutions designed to enable process participants to both initiate and participate in business processes via smartphones, is rapidly gaining in popularity. The ability of companies to keep employees connected with enterprise processes, while on the move, is now critical to success in a fiercely competitive and rapidly changing marketplace. Mobile BPM is poised to emerge into the greatest beneficiary of this very basic corporate need in a modern networked world.

Growth for BPM, in the upcoming years, will also be fuelled by cloud computing, which enables BPM solutions to be offered at affordable prices. Cloud based BPM solutions are witnessing robust gains driven by cost benefits offered, which assumes even more cutting edge importance in this new era of financially stressed times. Easy scalability, pay-per use facility, reduced upfront costs, elasticity and flexibility, represent few of the hard to ignore benefits offered by cloud based BPM solutions. Human-centric BPM is another emerging trend in the BPM market. Human-centric BPM connects people and data with each other. Some instances of human-centric BPM include Change Request Management, Expense Management, and Project/Product Lifecycle Management. Conventional BPM is basically transaction based, connecting data between systems, with limited human interaction. However, the Human-centric BPM overcomes hindrances and enables companies to gain efficiency by reducing cost and focusing on simplification and automation of manual processes. Human-centric BPM integrates manual processes by connecting data sources and linking them with workflow after automation, by using web services technologies, APIs and SOA.

Interestingly, the economic troubles engulfing the developed world, the United States and Europe, has heightened the strategic focus on business optimization. While the national debt in the United States reaches a symbolic high, almost equaling the value of goods and services produced in the economy, in Europe the strength of the Euro as a common currency remains threatened, as Greece continues to tither precariously at the edge of a debt default precipice. Against this backdrop, consumers and companies have and will continue to feel the economic pressure. With widening deficits comes forced austerity, higher taxes and the accompanying spending pressures and increase in funding costs will create fiscal pain for the corporate sector. Even in the event of the European Union successfully resolving the euro area debt crisis, slower and rather anemic growth will continue to haunt the region even into the future, primarily because the euro crisis in reality masks a deeper financial and economic malaise built through years of unsustainable fiscal policies adopted by profligate governments in the euro zone. As companies and enterprises in all industrial sectors brace themselves for times of scarce financial resources, business optimization tools, solutions and services like BPM stand optimally positioned to benefit. In others words, banks with their high levels of exposure to sovereign debts of states are becoming increasingly reluctant and unable to finance businesses and trade, making availability of credit and cash scarce to come by. This current period of financial stress on developed economies the world over, is inducing greater emphasis on business effectiveness and efficiency, thereby opening up a new window of opportunity for IT solutions like BPM, which help ensure the viability of enterprise and managerial approach in times of stress and change.

As stated by the new market research report on Business Process Management, the United States represents the largest market worldwide. Asia-Pacific is forecast to emerge into the fastest growing market with a projected CAGR of 18.5% over the analysis period 2009 through 2017.

Key players in the marketplace include Adobe Systems Incorporated, Appian Corporation, Fujitsu America Inc., Hewlett Packard Development Company, IBM Global Services, Intalio Inc., Microgen plc, Microsoft Corporation, Oracle Corporation, Pegasystems Inc., Progress Software Corporation, Red Hat Inc., SAP AG, Software AG, TIBCO Software Inc., and Vitria Technology Inc., among others.

The research report titled “Business Process Management (BPM): A Global Strategic Business Report” announced by Global Industry Analysts Inc., provides a strategic review of industry, key market trends, recent product launches, strategic corporate initiatives, and profiles of key market participants. Market estimates and projections are provided for geographic markets including the US, Canada, Europe, Asia-Pacific and Rest of World.

For more details about this comprehensive market research report, please visit –



Does BPM mean Automation?

Filed under: Gestão de / por Processos — vitoralbertoklein @ 19:24

Por Vítor Alberto Klein

Recentemente publiquei um artigo no blog “BPM Leader”:


By Vitor Alberto Klein @ Trends Consulting | May 14, 2012

For some time, as consulting professionals we live under the aegis of the “alphabet soup” and acronyms, which often leads to an erroneous understanding of concepts.

  • BPM: a management methodology, and does not imply in any way, as “sine qua non”, process automation:
  • BPMN: a process notation,
  • BPEL: Business Process Execution Language,
  • BPMS (tools),
  • SOA: IT Strategy, Service Oriented Architecture
  • etc…

Of course, automation is likely to become a natural consequence, in order to streamline and increase efficiency, integration, interactivity and productivity of a process, but BPM is much bigger than that.

bpm automation

This is what BPM is for me -in very condensed form- and starting from scratch:

  • Lift all processes of the organization (or those considered strategic or critical);
  • Map these processes, identifying: I/O, interfaces, responsibilities, functions, flows of activities, value chain, costs, indicators, time, 5W2H, critical points, control points, customer requirements (internal and external), correlation process (chain of cause / effect – events), hierarchical processes (macro-processes, processes, sub-processes, sub-sub-processes, where I like to use the nomenclature sub1, sub2, Sub3 , according to hierarchy ….), work instructions, or operational procedures involved / bound support systems, stakeholders, possible improvements (for mapping at the time of the same can be identified) and so on;
  • After this we will analyze whether the processes are aligned with the guidelines of the Strategic Planning and BSC, and establish priorities for needed improvements, redesigning, optimizations and resulting action plans, where obviously, technological resources should be used, including the automation of the processes;
  • Understand well the correlations and the requirements of each process;
  • Establish meetings to discuss with key stakeholders (process owner and interfaces) all questions about the alignment and optimizations under consideration;
  • Research / analyze possible solutions on the market or “benchmarks” / “cases”, so we optimize processes;
  • Conduct periodic audits of processes, involving all parties;
  • Participate in committees, presenting innovations and possible alternatives for changes / optimizations, demonstrating advantages, gains, competitive advantages, cost-benefit ratio and so on. Always working together with customers areas.
  • In parallel, track and monitor key indicators (DASHBOARD) and taking appropriate measures to meet the desired performance;
  • Establish a “culture of process – process management” with the organization, from a learning plan / training, because we must consider the culture and people together in order to consolidate Process Management, and perhaps, a future Process Management;
  • Establish an Office of Processes (BPO – Business Processes Office), making it a central (strategic) element within the organization;
  • Conduct Change Management projects that entail the adequacy of processes, organizational culture, training people, “barriers” and alleged internal paradigms;
  • Monitor market trends and competition, providing more streamlined processes, effective, less costly and agile;
  • Design a set of practices, concepts, methodologies complementary / supplementary in various areas of knowledge in business and business strategies that might add to the studies and analyzes under constant development.

Finally, in a “very naive” way, for me this is the initial scenario of the concept of BPM. It is likely that the steps are not a sequel because I was writing in accordance with the points considered most important.

In this scenario, all actions of the team (consultant / analyst) should be aligned (and vice-versa) with the “major” organizational areas: IT / systems, competitive intelligence, strategic planning, HR, logistics, marketing, costs, quality, research & development and more. And of course never forgetting those who understand the “business”, the user area, and nevre forgetting that we only act as a catalyst, as an agent of change, integration and improvements, proposing the use of best practices and our integrated vision of the organization in alignment strategies, and in this respect act as multipliers.

Currently, do you have to determine the competitive advantages of an organization? Since with the “commoditization” of the ERP, many processes have become “standard” and may be considered as templates. (Mainly administrative and support: HR, Accounts Payable / Receivable, Billing, Purchasing, Inventory).

Were the price, the level of innovation, the relationship with the market / customer (loyalty), market segmentation, the vertical, speed (time), the response time demands, the “branding” (strengthening and positioning), capillarity (distribution), the market share or the quality of products / services, the most likely to promote business competitiveness?? Or is that none of this, and has it to do with BPM?


E este ponto vêm encontrando opiniões que corroboram ou rediscutem / pautam esta questão, como abaixo no Linkedin:

Michael Poulin • No, BPM means business process management and automation erases a business process from the BPM radar. The process vanishes while the business functionality it implemented remains with us but provided by different means than business process.

Luis Mizael Martinez Jimenez • I agree with the article, BPM does not mean automation even when automation is a very common tool in BPM these days; it is often confused. Once processes reach a certain maturity level, there are indeed parts of it that can be automated, but always with the understanding that we are “managing” business processes rather than just running instances of those.

Jennifer van Wyk • Good question and like Michael and Luis I too say NO. And emphatically at that. So many organisations think that a tool will solve their problems. Don’t get me wrong, there is a place for technology and it does help but it can also be a hinderance when dealing with business processes, especially when dealing with operational processes that change all the time. So many business processes that have been automated are incorrect because it was documented and stored and never again updated. Also, once automated it disappears from sight. If you cannot see it, it doesn’t exist and ends up being a figment of someone’s imagination! This is what makes business processes a hallucination, in my opinion anyway!

John Bertolet • Here’s another emphatic “NO” for you. In fact this is one of my pet peeves, one of the worst misconceptions about “Business Process Management” — any process can be managed and improved regardless of whether it is automated. It is about business results, not about IT. IT is just one of many enablers for good process performance. If we limit BPM to only IT automation then we are missing the point.

Michael Poulin • I have a strict and concrete definition of process and business process in particular. Business Process is NOT everything what we do (otherwise, why would we need a special term?).
With my acceptance of the initial definition of “process” rooted in the manufacturing, I argue that the process is the most robust form of organisation and, because of that, it tends to be immutable. That is, no process per se may be improved but rather replaced by another process that delivers improved results. The major purposes of BPM are: 1) protecting the business process from any deviations (including innovations); 2) looking up for more efficient process delivering better results for given task. BPM Automation is just a form of implementation of a fragment of higher level business process in the best case.

John Nycz • OK, here goes the contrarian (well, somewhat contrarian view). BPM and automation are not mutually exclusive. But, IBM (based on Forrester research) puts the value of improving process waste at an average of $1 billion per member of the Global 2000. Some BPM vendors further summize that half of that figure could benefit from the support of a technology solution (automation). Agreed, BPM does not require automation, and every automation project should be integrated with, or proceeded by, an improvement project. Either way, the macro math says there is about $1 trillion worth of process waste that could benefit from automation (technology solutions).
But what’s this “once automated it disappears from sight”? “…erases BPM from the radar”? Not in the world we work in. Once automated the whole process ends up on the process owner’s dashboard with BAM metrics and KPI’s built right in (and on the LOB leaders dashboard too). It turns into SPC – In fact, Amazon does it so well that if web sales dip below certain levels in any 30 min period meetings are convened and teams are mobilized to trouble shoot. The process results are even rolled up to the ELT in summary form, and it is now more visible than ever? Plus the process participants have feedback loops so that if they have an idea for dropping a non-value-add step or further streamlining an approval cycle, or getting an estimate out faster, it can be factored in (the system does CPI).
If you don’t automate processes you force your people to mire themselves in adminsitrivia, make more errors, create rework, control the process less effectively and WASTE time that otherwise smart people might be allocating to working on problems or opportunities that deliver more business value.
Case in point…we drink our own Kool-Aid. I have a good friend that works for a F500 med device manufacturer for it’s global process improvement leadership team. He spends .75 days (almost a darned day) a month doing expenses. I take pictures of my receipts with my Andriod and upload them to a Google App. My expense submission process takes about 17 mins if I answer an e-mail in the middle of it (but I do it about 2 x per month — so, say net .05 days total vs. 6 hours). Let’s also just say that his company had a field sales force of 1,000 (OK – they have more). If I take 1/2 a day off of the field sales force’s ‘time to do expense reporting bucket’ and some of it moves to the ‘time to call call leads from the orthopedic surgeons conference bucket’ will there be a corresponding lift in “prospects in the pipeline” that can be measured? OK, simpler math: If we gave our field sales force 48,000 hours a year back…would some of them use that time to further exploit their comp plans and drive top-line revenue?
Manage it, improve it…heck by all means do that first because if you don’t you’ll automate a bad process and produce more wrong work faster. But, if an automated solution for 1/2 of the things you work on isn’t “the end goal” you’re leaving a lot of improvement opportunity on the cutting room floor. And in the end, does your organization pay you to manage it’s business processes, or to improve them on the way by?
Victor, you’re spot on, “Of course, automation is likely to become a natural consequence, in order to streamline and increase efficiency, integration, interactivity and productivity of a process…”. In the end, from here forward, 1/2 of BPM projects will end up benefiting from technology solutions that deliver automated processes, and this ain’t a bad thing! Is the right “end-game” to look first for automation opportunities? they’ll be the ones posting the measurable business results, not the ones that are “erased from the radar”.

Caspar Laar • Unfortunately BPM has been hijacked by IT vendors pushing there technical solutions for process execution as BPM suites. This technical process orientation which usually lacks business support is also why a lot of (IT-driven) BPM initiatives fail. When the BPM initiative is driven from the business (which fortunately also happens) and IT comes along to provide support for process activity execution, we can however create additional value for the business by providing automated tasks and proper insight in the process execution providing the monitoring and analysis capabilities.

John Nycz • YES Caspar! Too often the BPMS is a new toy for IT. But, IT often lacks the resources and the process expertise to deploy it correctly. To get the VOC from the users (instead of just leadership), to improve the process before automating it, to make sure the correct automation opportunities are targeted and prioritized for execution. It can become a house building project where the architect says, “No, skip the plans…let’s just call the plumber and start there.” Technology solutions that support BPM (notice the order of those words), are as Caspar put it can be “hijacked”. Then another challenge surfaces as the business is forced to make the processes align with a “one-size fits all” approach (that is the enterprise BPMS).


Ocorre que algumas organizações estão automatizando alguns “workflows” e chamando a isto de automação de processos dentro do conceito de BPM, sem qualquer cuidado preliminar.

Como já destaquei em outros foruns: “não podemos querer passar asfalto de 1ª ou de 2ª numa estrada totalmente esburacada”.

Portanto, sigamos os princípios e passos básicos de BPM antes de nos aventurarmos em qualquer automação, pois para reverter / consertar a situação posteriormente requeirerá um exaustivo trabalho que poderia ter sido evitado.

Absolutamente não estou dizendo que não se deva automatizar, muito pelo contrário, que se automatize sim, obedecendo-se no entanto à metodologia e aos conceitos fundamentais de BPM, onde com a automação certamente maior agilidade, assertividade, controle, gestão e principalmente ganhos qualitativos e quantitativos serão efetivamente encontrados.


Processos ainda desafiam o varejo

Filed under: Gestão de / por Processos,T.I. — vitoralbertoklein @ 14:41

De Charles Nisz     17/05/2012

Fonte:  http://www.decisionreport.com.br/publique/cgi/cgilua.exe/sys/start.htm?infoid=11291&sid=5


“O segredo dos grandes varejistas não são as lojas, são os bastidores”. Com essa frase, Eduardo Terra, vice-presidente do Instituto Brasileiro de Empresas do Varejo (Ibevar), ressaltou a importância de focar em processos em vez de buscar apenas os resultados de curto prazo nas empresas.

Terra fez uma recapitulação histórica do setor do varejo nos últimos 20 anos, começando em 1994. Para o executivo, a estabilização financeira mudou os rumos do setor no Brasil. Desde então, aconteceu uma formalização intensa, exemplificada por Terra pela adoção de nota fiscal (NF-e) e escrituração eletrônica (Sped).

No entanto, Terra diz que ainda há um longo caminho a ser percorrido pelo varejo no Brasil. Apenas 17 das 250 maiores empresas de varejo já estão presentes no país. Outro aspecto lembrado pelo vice-presidente do Ibevar é a pouca concentração do setor: “O mercado de varejo movimenta R$ 500 bilhões por ano e o líder de mercado (Pão de Açúcar) movimenta apenas 3% desse total (R$ 6 bilhões)”.

Desde 2002, o mercado de retail goods saltou de R$ 1 bilhão para R$ 25 bilhões, segundo Terra. É um indício do potencial de crescimento do setor de varejo. Uma das tendências a puxar o consumo é o chamado channel blurry – cada vez mais as lojas vão vender produtos não relacionados ao seu negócio principal, afirma Terra: “Hoje é possível comprar eletrônicos num posto de gasolina”, exemplifica Terra.

De acordo com Terra, a tecnologia será uma grande aliada na criação de novos canais e na busca por novos clientes. “Os investimentos em TI serão cada vez maiores”. Ele aponta três tendências no uso de tecnologia no segmento do varejo: automação, controles, e inteligência. “Identificação por radiofrequência (RFID), robótica e Comunicação por campo próximo (NFC) deverão ser as tecnologias mais usadas pelas empresas”, finalizou o executivo.

Are Your Employees Drivers or Victims of Process Innovations?

Filed under: Gestão de / por Processos,Gestão Empresarial,T.I. — vitoralbertoklein @ 10:01

1:19 PM Tuesday May 15, 2012
by Brad Power – consultant and researcher in process innovation. His current research is on sustaining attention to process management. He is currently conducting research with the Lean Enterprise Institute.

Source:  http://blogs.hbr.org/cs/2012/05/make_people_drivers_not_passen.html?goback=.gde_1175137_member_115768316


To stay competitive, organizations need to continually find opportunities for innovation in key processes such as customer service and product development, and adoption of a new process almost always requires the implementation of new information technology. In his 1990 classic HBR article “Reengineering Work: Don’t Automate, Obliterate,” Michael Hammer argued that IT must drive radical process innovation.

Unfortunately, this creates two problems. First, as Hammer argued, these large investments in new IT systems tend to deliver disappointing results, largely because companies tend to use technology to mechanize old ways of doing business. That is, they leave the existing processes intact and use computers simply to speed them up, rather than redesign them from scratch.

Second, they don’t take enough advantage of the innovative abilities of their people themselves. Employees often feel victimized rather than energized by the changes. They’re subjected to retraining, and they have to radically alter their routines, often in ways that they don’t think will work as well. Hammer nonetheless argued for using the power of information technology to redesign a cross-functional process, then deal with the people issues. Though many workers will resist a new process imposed on them, competitive demands need to override resistance. I heard him say, “We will carry the wounded but shoot the stragglers.”

Hammer’s thinking was very powerful, but I’d challenge that last point. The best way to solve both of these problems — and make innovation efforts stick — is not to impose a new process or technology system, but rather have front-line employees drive the change. You’ll get fewer stragglers, and end up with better ideas — ideas that come from the people who do the work every day and see the most glaring problems. Avoiding a new technology may not be an option, but it shouldn’t come first.

Look at ING, a leading bank in the Netherlands, which sets about process improvement by first getting its employees to recommend changes, ideally in short iterations and with frequent feedback loops, to avoid depleting people’s energy and to decrease the likelihood of going too far down the wrong path.

David Bogaerts and Jael Schuyer are process improvement experts in ING’s IT and operations group. They say their projects are more successful when they follow the sequence of people, then process, then technology. “If you automate too quickly, you don’t find out what the front-line people need,” they explained to me recently. “We stay with manual workflows longer than others. Until you have a clear idea of what people need, you may automate workarounds and waste. For example, we worked with people in our Automating Department to improve their processes (using “Lean” and “Agile” methods), and we are now looking at technology to further improve the processes in ways that will revolutionize them.”

ING acknowledges that it has occasionally neglected to engage workers adequately, with disappointing results. “In the case of a workflow management software project, we bought the tool and told people to use it,” Bogaerts and Schuyer said. “It was technology first, then process, then people, and it didn’t work very well.”

No doubt new technology systems can help bring about dramatic process improvements, no matter how much employees howl about the change. Yet organizations that implement an enterprise system (ERP, CRM, SCM, etc.) frequently underestimate the costs of front-line resistance. The systems force people to change the way they work, and while they eventually adapt, most implementations are delayed, operations suffer temporarily, and revenue can take a hit, as at Hershey Foods and Lumber Liquidators.

Why not tap into their expertise instead of dragging them along? Your investments will be better spent, and your workforce is much more likely to buy into the whole thing. As Bogaerts and Schuyer said to me, when workers identify improvements in their jobs, a new computer system appears as an opportunity to eliminate waste and better serve customers, not as a threat.

Engaging workers as drivers of process changes may seem like it’s slowing things down, particularly in implementing a revolutionary enterprise system. But what’s your alternative? You either pay upfront and get worker ownership and sustainability of changes, or you pay later to get buy-in and overcome resistance. The ride is much smoother when you can have your workers be drivers, not passengers.

Questions: How have you seen organizations use IT to drive process innovation? Were front-line people the drivers or the victims?


Uma foto histórica para o BPM em Porto Alegre

Filed under: Gestão de / por Processos — vitoralbertoklein @ 19:28

Apesar de terem se passado quase 3 anos, acredito que esta foto (evento casual) tenham sido um importante marco.


link:   http://dashboards.blogspot.com.br/2009/10/encontro-do-bpm-forum-em-porto-alegre.html

Blog “BPM Leader”

Filed under: Gestão de / por Processos — vitoralbertoklein @ 19:07

Estamos participando do blog  “BPM Leader”.

Visite.  Há excelentes artigos sobre BPM por lá.



Grendene inicia BPM com Beringer e Bizagi

Filed under: Gestão de / por Processos — vitoralbertoklein @ 20:07

Por Gláucia Civa // sexta-feira, 27/04/2012 16:16

Fonte:  http://ww1.baguete.com.br/noticias/27/04/2012/grendene-inicia-bpm-com-beringer-e-bizagi

Com software da inglesa Bizagi e consultoria da Beringer, a Grendene, fabricante gaúcha de calçados que fechou 2011 com faturamento de R$ 2 bilhões, iniciou um projeto de adoção de gestão por processos que vem sendo debatido desde 2007.

Não há um prazo exato para conclusão, mas o coordenador de Sistemas da TI da fabricante gaúcha de calçados, Sandro Braido, programa para “dentro de 2012”.

Até agora, foram mapeados 13 macroprocessos, com documentação de 69 procedimentos e atividades nas áreas administrativa e financeira, o que envolve gerências de finanças, crédito e cobrança e controladoria.

“Até 2007, não tínhamos nada de gerenciamento de processos. Naquele ano, a partir da TI, tomamos a decisão de orientação a projetos, o que debatemos com a diretoria da empresa, que considerou ser ainda muito cedo para tanto, e tivemos de aguardar”, relembra o coordenador.

Desde então, a parceria com a Beringer vem em andamento, segundo Braido. No ano passado, o projeto foi retomado e iniciado, batizado de “Integrar”.

A ideia parte de uma TI que, por mês, soma sete mil horas de desenvolvimento, sendo 55% destas na fábrica de softwareinterna e outros 45%, terceirizados.

“Com o BPM, nossa meta é reter conhecimentos, possibilitar o monitoramento de resultados das ações e processos diversos, mas principalmente estabelecer uma cultura de processos, revertendo o modelo de trabalho departamentalizado, onde cada um faz sua tarefa, desintegrado do todo”, explica Braido.

Fundada em 1971, a empresa da Serra Gaúcha iniciou suas atividades fabricando cestos plásticos para envolver garrafões de vinho.

Hoje, são mais de 200 milhões de pares de calçados produzidos por ano, dos quais 80% são vendidos no mercado interno e somente 20% exportados.

“Mesmo assim, temos 43,5% de participação no quadro de exportação calçadista brasileiro, conforme balanço do primeiro trimestre de 2012”, conta o coordenador de Sistemas.

A companhia, que nasceu de gestão familiar e abriu capital em 2004, tendo hoje 75% das ações nas mãos dos irmãos Pedro e Alexandre Grendene e  25% no mercado, também fabrica matéria prima (PVC), além de matrizes (ferramental necessário para produção dos calçados).

As fábricas se localizam em Carlos Barbosa e Farroupilha, no Rio Grande do Sul; Bahia e Ceará – onde se concentra 95% da produção de calçados.

A companhia emprega um total aproximado de 20 mil funcionários e, conforme Braido, projeta para este ano um incremento de receita da ordem de 10%, o que deve resultar na casa dos R$ 2,2 bilhões.

Santa Clara economiza com BPM


site Beringer Consulting:   www.beringer.com.br


Por Vítor Alberto Klein

Participei hoje do BPM Day, evento promovido pela ABPMP (Association of BPM Professionals) – capítulo do Brasil, onde quero parabenizar a iniciativa e excelência do evento.

Foram apresentados 11 excelentes cases com os mais variados escopos, abrangências e contextos de aplicação de BPM,  juntamente com a solução (ferramenta, desenvolvedor/integrador, empresa de consultoria) adotadas / contratadas:


Grupo Hospitalar Conceição;

Cooperativa Santa Clara;


CICS Vale do Paranhana (Centro da Indústria, Comércio, Serviços e Agropecuária);


Engevix (na realidade uma outra empresa integrante do Grupo Jackson Empreendimentos);

Unimed VTRP (Vale do Taquari e Rio Pardo);

Unimed Porto Alegre;

HCPA (Hospital de Clínicas de Porto Alegre) – projeto de abrangência nacional junto ao Ministério da Saúde;


Com exceção da Engevix (que possui projetos no estaleiro de Rio Grande) e da Unimed que possui atuação nacional, as demais empresas e entidades são todas sediadas no RS, no entanto com atuação nacional e até internacional.


Porque BPM não é um projeto de T.I.

Filed under: Gestão de / por Processos — vitoralbertoklein @ 12:16

Fonte:  PEX


Arquivo:  Porque BPM não é T.I.


Is there YET a universal definition of BPM?

Filed under: Gestão de / por Processos — vitoralbertoklein @ 16:15

By Nischala @ Wipro | April 16, 2012

Source:  http://www.bpmleader.com/2012/04/16/is-there-yet-a-universal-definition-of-bpm/?goback=.gde_68997_member_108036431


BPM as a concept has been around for decades now… Simply because business process are integral for any organization to exist, and organizations have been around from time immemorial. Along the way, more structured approaches have emerged to define and implement business processes using a BPM products and tools.

Way back in 2007, I was in a BPM workshop when we spent hours debating on the definition of BPM so that all key stakeholders understood it in the same light. At the end, we were unsuccessful. We decided to park the issue as reaching a consensus on a universal definition of BPM was not a SHOW STOPPER to make progress in the workshop!

In 2012, again as I speak with many different people who play different roles in the BPM lifecycle, the situation is no different! The definition of BPM still seems to still vary significantly…

In this blog, I have listed the very many different views I have heard in the recent past on the definition of BPM – Again from different voices and view points. Its been interesting to just listen to these views and then to consolidate it all here…

* The Customer View – BPM is the magic wand which will solve all process related problems, improve my top-line and bottom line by X% (where X is really beyond any industry average). Not to mention, BPM will help me achieve this in a very short time duration (short could range from days to weeks to months, definitely not years if BPM is in the picture)

* The Product Vendor View – BPM products have pre-built feature sets which can enable and expedite in building  BPM solutions for customers

* The Analyst View – BPM is a management discipline which can / should be adopted by customers to ensure that they define RIGHT processes using the RIGHT tools and methodologies, capture the RIGHT process KPIs and then focus on continuously REFINING the business processes

* The BPM Practitioner View – Again the definition of BPM depends on the practitioner’s role.

* A BPM Consultant / Analyst views BPM as a structured and disciplined way to define, implement, monitor and improve on your business processes.

* A BPM project manager views BPM as an enabler in the project execution life cycle.

* A BPM Product expert with skills in specific BPM products (like Pega, IBM BPM, OBPM, Progress Savvion, Appian, etc) views BPM as a technology enabler to solve specific business / technology problems.

* The BPM Resource Provider View – As always, BPM skills are niche in the market. And hence a company which provides resources trained or experienced on BPM views BPM as a skill which is always high in demand and always low in supply. And hence, BPM is regarded as an ever green area for individuals to build skills on and upgrade their knowledge.

In conclusion, one’s definition of BPM itself depends on the following

i) The view that you take

ii) Your role in the BPM life cycle


Gartner Surface Process Modelling Movie

Filed under: Gestão de / por Processos — vitoralbertoklein @ 12:57


link:  http://www.youtube.com/watch?feature=player_embedded&v=U_NlYr8zd6Y#!


onDemand Webcasts – Metastorm Inc.

Filed under: Gestão de / por Processos,Gestão Empresarial — vitoralbertoklein @ 13:07

onDemand Webcasts – Metastorm Inc..


BPM (Gestão de/por Processos de Negócios) significa automação ?

Filed under: Gestão de / por Processos — vitoralbertoklein @ 17:28




Business Process Outsourcing

Filed under: Gestão de / por Processos — vitoralbertoklein @ 11:57

Fonte:  http://www.forbes.com/bow/b2b/industry.jhtml?id=38


Companies turn to Business Process Outsourcing firms to handle non-essential day-to-day business tasks such as human resources, document management and even customer relationship management. That way, they can focus on their core businesses. It’s a booming business and Gartner Dataquest of Greenwich, Conn. now estimates that those companies that turn to BPOs will be handsomely rewarded, tripling their revenues by 2008. Big companies such as Xerox and IBM already offer BPO services. Hewlett-Packard is rumored to be also exploring a push into the BPO sector. — Robert Sherwood

Forbes Best of The Web pick – Forbes Best of The Web pick
Read Our Entry for: Visit:
Accenture Forbes Best of The Web pick www.accenture.com
Affiliated Computer Services Forbes Best of The Web pick www.acs-inc.com
Hewitt Associates Forbes Best of The Web pick www.hewitt.com
IBM Forbes Best of The Web pick www.ibm.com/services
ClientLogic www.clientlogic.com
Convergys www.convergys.com
Deloitte www.deloitte.co.uk
Electronic Data Systems www.eds.com
ICG Commerce www.icgcommerce.com
NewRoads www.newroads.com
Talx www.talx.com
Xerox Global Services www.xerox.com


Gartner and my BPM predictions for 2012 #BPM

Filed under: Gestão de / por Processos — vitoralbertoklein @ 8:48
Posted on December 21, 2011 by
Source:  http://bpmforreal.com/2011/12/21/gartner-and-my-bpm-predictions-for-2012-bpm/

Just to kick things off, there’s a new Gartner Magic Quadrant for Business Process Analysis, and it is interesting to say the least. This leads well into today’s post.  What are my BPM predictions for 2012 as we stand on the verge of the new year?

The competition

Competition is heating up between the top 4 of OpenText/Metastorm, ARIS/SoftwareAG, IBM, and Nimbus/TIBCO. Never mind the Gartner positioning…these are the true top four, and some of the companies in the Magic Quadrant aren’t BPA tools at all.

BPM stack

There will be a new focus on the technology stack versus the BPM point solution. BPM has such a diverse following that only a solution that works for many can have wide acceptance across business and technology folks. The question will be, “What can you give me for automated and non-automated work?” The most competitive products will have integration between the layers. The stack also has a social angle throughout, with heavy requirements for social at the top layers.

Cutting through the stack are the requirement to capture, analyze, communicate, collaborate, automate and change manage. Real work and value moves up and down the stack (maybe multiple times) as work flows through the value chain.

End user

Race for the eyes of the end user. The many debates around BPMN are the evidence that people are starting to understand the importance of making it easy for end users. This has a great deal to do with mobile technology as well and for that, see below. The end user is the one who actually performs work in the enterprise, and for too long, they’ve been outside the BPM loop. This makes the end user the mostly unconquered frontier for BPM. There are products that are geared specifically to this crowd, and more will follow as the value of social and mobile increase.

Big data and complex events

Big Data and complex event processing will have a play as companies need to make their processes very Big Data aware but in contextsee my Safeway example from this weekend at BPMForReal. As our capacity to create and store data outpaces our ability to mine, the ability to look for and act upon the right BPM data becomes more challenging. This filtering out of noise is going to rise in importance and tools will be responding to this need.


We are very quickly moving toward mobile applications that bring the right data in a compact and on-the-fly format. What started in our personal lives is now accelerating in the working world. We’re moving away from the Web and toward an app-enabled world. Apps that allow for rapid capture, communication and change of business processes will take off. If you can’t change manage your BPM on a mobile device, what good will it be?


The capability that pulls it all together at both design and execution time is a social one. There has been so much written on this, but I dare say most people can’t envision what it actually means. BPM is about managing the value chain and how work gets done, and the ability to tap into the many is irresistible. The social landscape is littered with tools that are very specific to an application (like Chatter is for Salesforce.com) and I predict that platform agnostic tools will be the ones that rise. Keep in mind that the rise of social is also the demise of email as a BPM tool. Structure is going to be a key to how this happen.

2012 should be a great year for BPM for all of the reasons above, provided the Mayans weren’t right…


Analyst Firm Ovum Names Appian the Top BPM Software Vendor in 2011 BPM Decision Matrix Report

Filed under: Gestão de / por Processos — vitoralbertoklein @ 11:44

Posted on December 19th, 2011 by Ben Farrell – Director, Corporate Communications – APPIAN

Fonte:  http://www.linkedin.com/news?viewArticle=&articleID=996096205&gid=3659934&type=member&item=86171873&articleURL=http%3A%2F%2Fwww.appian.com%2Fblog%2F2011%2F12%2F19%2Fanalyst-firm-ovum-names-appian-the-top-bpm-software-vendor-in-2011-bpm-decision-matrix-report&urlhash=AjBN&goback=.gde_3659934_member_86171873


Global IT industry analyst firm Ovum has published its annual “Decision Matrix: Selecting a Business Process Management Vendor” report, a comparative evaluation of the top BPM software vendors. Appian has been named the #1 vendor on Ovum’s prestigious “Shortlist.” This is based on unmatched scores across Technology criteria (including a call-out of our innovation around Mobile BPM, Cloud BPM and Social BPM) and User Sentiment (i.e., making sure customers are happy and successful with our software).

The report places the top vendors in the “Shortlist” category, with others placed in “Explore” or “Consider” categories. We’ll have the report available as a download on our site shortly, but in the meantime, here are some stand-out quotes:

ovum logo Analyst Firm Ovum Names Appian the Top BPM Software Vendor in 2011 BPM Decision Matrix Report

“Exceptional Technology and User Sentiment scores lead us to assign a ‘Shortlist’ rating to Appian, the only BPM specialist in the top Decision Matrix category.”

“Appian scores the highest for the technology dimension, beating behemoths such as IBM.”

“Appian’s User Sentiment score is remarkable, and unmatched by any other vendor with a ‘Shortlist’ rating.”

“Appian has made good use of contemporary user interface constructs and smartphone applications.”

“Cloud-delivered BPM is the other notable aspect of Appian’s portfolio.”

Being the innovation leader can sometimes be tricky, because while customers experience the real-world value, industry pundits can be slow to pick up on it. The BPM team at Ovum clearly understands how Appian is driving BPM software to new heights of enterprise value in the mobile and social age.


The 12 leading vendors in the BPM market are Appian, Oracle, IBM, Pegasystems, Tibco, AuraPortal, Cordys, Active Endpoints, Newgen, SAP, EMC, and BonitaSoft.

Próxima Página »

Crie um website ou blog gratuito no WordPress.com.