this is the subtitle of the book " Process Oriented Management "by Thilo and Uwe Knuppertz Feddern. At 293 pages, the two management consultants of the BPM & O describe in detail how process management is a holistic methodology can be established in an enterprise. Process management to understand the authors as a holistic management method. The book is not described as a single process is optimized. It deals with how a business process-oriented and align the goals can be achieved. The book addresses the middle and top management, which would be closely involved with the issue. (more ...)

In the third part of my tip series on Business Process Management I would like to address a few key points about process modeling and process design. Since forming in any BPM project at least one process model, the foundation stone of the project is extremely important that the quality of process models is also fair.

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In the following weeks I would like to publish a small series with useful tips on the topic of Business Process Management. This article is the first of this series, which will include a total of 20 tips. The first three tips deal with the issues of standards, experience and incomplete process models. (more ...)

After the third workshop on agile BPM there are new questions for which we must find an answer. First, we have expanded our focus. We now consider not only scrum. We will now examine some aspects of agility on their applicability in BPM projects.

The thesis that the agile techniques, process models, principles and approaches to faith in BPM projects have an advantage gegnüber classical methods still stands. Above all, the point speed and flexibility, the "agility" while successfully implement BPM projects.

To check this hypothesis we have (friend of camunda Jacob, Christian Weiss of oose, Martin and I Bartonitz of Saperion Seven Principles) are based on the structures, the Christian in his video shows more engaged with the issue. Here we have once again found that the projects on BPM can be very very different. Even if we set ourselves a very simple IT-based process. Today's technologies are based on a still very intense programmed implementation (eg jBPM) to the zero-code "development" (eg Intalio or inubit). These differences are reflected in the consideration which naturally agile components can be put to good use again.

The interesting questions for me to date are:

• How do I deal with zero-coding iterations in BPMS?
• What should I look at the various iterations when interfaces are involved?
  • This interface and an enterprise service bus contracts make sense?
• Is there any sense in the BPM 2.0 prototyping approach apply?
• What do I need if I'm in my eighth iterations, a high degree of dependence on "external systems"? (Eg if one interface is also instructed to consume one wants, but to access, complete the bz only has limited influence)
• How can you break down projects make sense? If my process still needs to be developed as a GUI, then this GUI development is yet again a classic theme in the development of BPM project
• How to treat change requests in the BPM project? Especially if these CRs have a significant influence on the process.

In all these considerations, I find myself once again very close to IT projects. But it is always important to mention that IT's share is in BPM projects often only 20% of the overall project.

Following a BPM-lecture I gave in Munich, there was a very interesting discussion. One participant said that with the Business Process Management is very nice indeed, but it was not clear how a company can buy now BPM. How do you get all the wonderful advantages one has with BPM? The question of the participant was a bit unexpected, but still manage.

Here I must mention briefly that I have presented, among other BPM as a whole and myself here to the BPM CBOK was ajar. I explained the 9 knowledge areas and what each incurred for activities in each area.

I think you can not buy BPM itself. Business Process Management is not for sale! (more ...)