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BPM/Workflow Both Target Business Enablement
Even the most casual observer of todayâs enterprise software market is aware that “BPM” and “workflow” are two of the catchiest phrases now in play. But the way these technologies have progressed, even the most expert participant currently finds it difficult to clearly delineate between the two. Last year we wrote that these once-disparate market segments would dramatically converge until theyâd come to occupy a single functional niche (see Enterprise Interoperability Takes Center Stage), and we were right - to the point where such stalwart defenders of the workflow faith as Staffware and Ultimus now readily and comfortably speak BPM as well. Whatâs happened is that companies on both sides of the border have come to understand that neither technology can provide a full measure of value unless it is implemented in the broader context of overall operational realities, and not targeted at certain specific tasks. As a matter of practical fact, this means understanding how business processes flow in and among internal departments and external organizations, and how people communicate and collaborate to get their work done. Functionally speaking, it means ignoring the labels that have been hung on the individual technologies and concentrating instead on the ability those technologies have to enable business performance. At the end of the day, successfully deploying BPM and workflow means using the tools to make organic improvements to the way work gets done: in Kinetic Information parlance, helping people work better and work better together, without involving unacceptable levels of IT spending. We describe this outcome in terms of MaxTV®, which is our methodology for maximizing total value by balancing issues of economics, process change, and collaboration. In the real world, all anyone knows is that the business is running just so much more smoothly than before, and in both cases, the role of software becomes merely “business enablement.”The Ultimate Objective
Lately, several corporate consolidations have taken place that should serve to accelerate the combination of these capabilities into unified “converged solutions.” Whether bred of the recent economic softness or of the spying of looming opportunities, some of these include:
With the release of Ultimus Version 6, Ultimus has added a number of capabilities that demonstrate its commitment to enabling business process improvement. Among these are the Ultimus BPM Studio, which is a collaborative process modeling, design, and development environment, support for Web Services, and support for Microsoft InfoPath. In addition, the company has stated plans to continue to expand its platform by adding support for instant messaging (both during process development and process execution) and by leveraging the document management capabilities promised for Microsoftâs ‘Longhornâ next-gen Windows release. Further, Ultimus plans to launch a series of business-focused initiatives that make clear the companyâs understanding that optimizing operations requires more than good technology. These include expanding its global presence and services capabilities through additional partnerships with systems integrators and by increasing its internal resources. These resources will use Ultimusâ process development methodology and the Ultimus BPM Studio to collaboratively develop and enhance processes from multiple locations throughout the world. Ultimus understands well that todayâs economic imperatives require that “business process management” address more than the operational processes that are usually targeted by BPM and workflow solutions. As a result, it has committed itself to better enabling vital strategic processes as well, and to taking a more holistic approach to enabling business performance than has been the norm to date. This holism should allow Ultimus to expand its market footprint by virtue of its ability to facilitate process improvement across functional and geographic boundaries. At the companyâs recent users conference, several Ultimus customers discussed how they were beginning to do just that, enhancing process visibility, accountability, and predictability across the enterprise. Ultimately, what they seek - and what Ultimus is striving to enable - is the ability to improve their organizational agility, a critical ability given that about the only thing that is constant today is the need to adapt to ever-changing business conditions. The Power UnleashedKinetic Informationâs long experience with process issues has confirmed time and again that the real power of BPM and workflow can be unleashed only when their implementation objectives are integrally linked to issues of corporate strategy and competitive advantage. Otherwise, as the expression goes, the result too easily may be only that “weâre lost, but weâre making great time!” In addition, obtaining maximum value from BPM and workflow means deploying them with reasonable levels of investment in time and money, and with little or no disruption of work. At the end of the day, BPM and workflow are about precisely the same thing: optimizing business performance. As a result, the distinction between them should now be viewed as being largely immaterial, and the emphasis should be placed instead on how they can best be orchestrated. Vendors that position and explain themselves this way - as Ultimus is well on the way to doing - should grow quickly even in this uncertain market economy. But more important, customers who adopt this perspective should be able to quickly cut through the hype and get on with enabling their businesses. And after all, isnât that the entire point? Contact Us for More # Kinetic Information is always eager to hear your opinion, too, so please let us know what you think - send us an email, give us a call, or start a conversation in our Client Forum: visit our Web site at www.kineticinfo.com and choose News & Views - KI Client Forum. Thanks! |
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