Comments on: A Personal History of "BPM, the Term" http://blogs.gartner.com/dave_mccoy/2009/07/06/a-personal-history-of-bpm/ A member of the Gartner Blog Network Mon, 09 Nov 2009 08:51:23 -0500 http://wordpress.org/?v=2.8.4 hourly 1 By: Roger Burlton http://blogs.gartner.com/dave_mccoy/2009/07/06/a-personal-history-of-bpm/comment-page-1/#comment-3061 Roger Burlton Thu, 09 Jul 2009 18:49:54 +0000 http://blogs.gartner.com/dave_mccoy/2009/07/06/a-personal-history-of-bpm/#comment-3061 This is indeed a problem for many people, since communication starts with the definition and a common understanding of the terms used. I agree that the BPM acronym now is one that is (should be) a management perspective and not a technical one. At Process Renweal Group we ran our first BPM (Management that is) seminar in 1994 under that banner and have done so ever since. It was and still is emphasized as a management capability possibly enabled by BPTechnology when a technology change is needed. Since that time in collaboration with Paul Harmon at BPTrends, where I am now a partner, we have been pushing very hard on a common semantic so that BPMS vendors do not hijack BPM as a technology-first point of view as did the CRM vendors to the point that CRM is almost exclusively thought of as a technology - led initiative rather than actually improving customer relationships. Without common understanding, there can be no common sense and that's what we need to detangle our own web of jargon. Without common sense there will be no common ground and no common practice. This is indeed a problem for many people, since communication starts with the definition and a common understanding of the terms used. I agree that the BPM acronym now is one that is (should be) a management perspective and not a technical one. At Process Renweal Group we ran our first BPM (Management that is) seminar in 1994 under that banner and have done so ever since. It was and still is emphasized as a management capability possibly enabled by BPTechnology when a technology change is needed. Since that time in collaboration with Paul Harmon at BPTrends, where I am now a partner, we have been pushing very hard on a common semantic so that BPMS vendors do not hijack BPM as a technology-first point of view as did the CRM vendors to the point that CRM is almost exclusively thought of as a technology – led initiative rather than actually improving customer relationships.

Without common understanding, there can be no common sense and that’s what we need to detangle our own web of jargon. Without common sense there will be no common ground and no common practice.

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