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 ...)

On the side of EABPM the first public event for a certification exam for Certiefied Business Process Professional ™ have been published.

For now, four dates are:

• 22nd April in Wiesbaden
• 27th April in Hannover
• 4th May in Munich
• 6th May in Berlin

Basis for the certification of the BPM Common Body of Knowledge, which was published by the EABPM.

Source and more information: http://www.eabpm.org/?page_id=4

As the article " Kick-Off: BPM Scrum + "has published the friend Jacob on bpm guide.de we wanted examples of different" patterns "bring. A sprint in Scrum is to last between one and a maximum of 4 weeks. Therefore, it may be necessary to decompose a process into smaller units to these units to be able to edit in the sprints. Since the result of a sprint a "runnable shippable product" should be, must be large processes divided so that these sub-processes can be useful and rolled out as independently as possible. Following my example of the dismantling of processes with multiple parallel process trains. (more ...)

I have frequent experience with a very long projects on Business Process Management made. Primarily through the cooperation of many departments in an end-to-end process is a process getting bigger and more difficult-overdue project. Although many activities in the process often been fully clarified and may have even been developed already completed the process can not be imported because somewhere a little activity must be coordinated. Through an agile approach would allow all activities to be implemented more quickly and clear the desired result could adjust more quickly. Therefore, the issue of Scrum is very interesting, but not easy. Scrum was originally designed for software development and not for BPM projects. My first thoughts on this combination, I have described here in the blog before (see Part 1 and Part 2 ). The same ideas have also Dr. Martin Bartonitz of Saperion and friend Jacob made ​​from camunda. To get us to exchange and discuss the combination of Scrum and BPM, we have held a small workshop with James in Berlin. The results of our first workshops are on bpm guide.de and looked up in the forum of the BPM network are discussed. I'm looking forward to the feedback in the forum.

Suitable for Business Process Management Summit Gartner I would like to respond to a point therein, which has long been known, as well as Dr. Bartonitz in his blog writes. But nevertheless, this point often leads to projects that fail. I want it to represent something visually, and therefore call it the rabbit problem. (more ...)