This opportunity ends on March 2nd, so don’t get caught posing  

See the link for all the BPM Summits for 2012 http://blogs.gartner.com/jim_sinur/2011/12/01/book-the-dates-in-your-diary-for-the-upcoming-bpm-summits/

Health Workbench Approach:

This organization leveraged the strength of their iBPMS to create a health portal which became each individuals window on their own health. This organization created a custom health communication platform (workbench like with multiple customized tools) for each client/person managing their own health. This workbench included, but was not exclusive to providing a dashboard of recommended activities and actions. In addition rewarded activities were highlighted and encouraged. In some cases these activities were considered advisory and optional, but in other situations the actions were considered mandatory. Either way, individuals were provided custom content and participation groups to explain and encourage each action.

Complexities:

This approach requires a significant amount of configuration/rule changes in a narrow  time to change window as more clients and participants are added. In addition, current clients can be tracked  in real time and with instant preference changes. All of this has to happen on diverse technology platforms with diverse media types.

Results so Far:

The amount of change supported has increased five fold, new product types have been invented, and the cost of change has been reduced by 50% overall because less time is needed for each change.  All of this was accomplished without dedicated time windows for change because of visual validation and the speed of change inherent in the iBPMS.

Net; Net:

The result is a continuum of health customized by client and individual resulting in a better health experience. This is a truly adaptive and  mass customized platform that can be leveraged for increased life quality and longevity.

The above success story has been summarized and made anonymous to get the essence of the success documented quickly. The source of this success story is a technology provider named Pegasystems.

Managing the Surgical Theaters:

The first step in this intelligent operation revolves around looking forward to the scheduled surgical procedures for the coming day. The first step is to use simulation to schedule the surgical theaters and to make sure the right resources are in the surgical theaters at the precise moment they are needed. Patients and doctors are the primary scheduling components, but there are specialty nurses, attendants and workers that need to be scheduled in sequence. Surgical theaters need to be prepared for each medical procedure and different procedures require different equipment and different sub-procedures. Early every day a simulation is run with resulting charts to show the optimal sequence and overlaps in a time line fashion.

Managing the People Involved:

Each patient, doctor and worker has there individual time line with each staging area and surgical theater shown as a “going in” plan for every individual possible. If everything goes to plan the resulting simulation is the guide for optimal resource utilization with minimal impact on the patient while being cognizant of leveraging the rarest skills the best way for any given day.

Managing the Dynamic Surgical Procedures:

What make this IBO better than those I have seen in the past in the surgical management process is the ability to tag every person with a tracking device to watch the actual movement and completion points (milestones) with visible tracking on top of the original plan. So the state of the patient, doctors, nurses and support staff is know in “real time”. If something happens that takes the plan in an unexpected direction (longer procedure; patient reaction, worker delays and equipment issues), the plan can be re-simulated based on the complications/deviations and project a new plan in “near real time”. 

Net; Net:

This results in a safer and better experience for the patient in tandem with dynamic resource scheduling. Going forward each piece of equipment and it’s state will be known to predict potential unexpected/undesired states. For instance each scalpel will be tracked and it’s state of sterilization and factored into the original plan as well as the “real time” adjustments.

The above success story has been summarized and made anonymous to get the essence of the success documented quickly. The source of this success story is a technology provider named Bosch/Inubit. 

The iBPMS: Really?

With the emergence of social, mobile, presence and the cloud more people intelligence can be mustered to decisions, policies/rules, goals and radical process improvements instead of just polishing the stones (necessary, but not sufficient).  In addition, machine intelligence can be embedded and/or surround processes to assist the humans in a near real time fashion. While both of these trends will be strong for 2012 and beyond, the addition of context sensitivity/pattern recognition will be enhanced to detect expected and unexpected conditions in and around the processes. This will allow businesses to be intelligently reactive and proactive in certain situations.  The iBPMS contains strong aspects of all three, so this will become reality for some in 2012 and many in the up coming future. If you want to read Gartner’s view of the iBPMS see the following blogs and the research note entitled “Selection Criteria Details for Intelligent Business Process Management Suites”, published November 17th, 2011 as G00219274.

Additional reading:

http://my.gartner.com/portal/server.pt?open=512&objID=256&mode=2&PageID=2350940&resId=1852115&ref=QuickSearch&sthkw=sinur

http://blogs.gartner.com/jim_sinur/2011/08/08/next-gen-bpm-making-your-processes-smarter/

http://blogs.gartner.com/jim_sinur/2011/08/23/next-gen-bpm-eye-candy-for-all/

http://blogs.gartner.com/jim_sinur/2011/08/15/next-gen-bpm-encouraging-your-processes-to-listen/

Net; Net:

The iBPMS is not for every organization, at the moment, but sooner of later organizations will be pushed to add intelligence to their processes, even if it is adding real time BI. For organizations that are not interested in adding intelligence into their processes, the traditional markets of BPMS, workflow and integration can help organizations to save money and make progress.  Over time the business pressure will drive organizations to the iBPMS.

1. Recovery from some real nasty health issues and back to full steam

2. Sherry and I are at the 13 year mark of our marriage

3. The kids are all gainfully employed and the grandchildren are doing well

4. Andrew took a couple of new contracts as an Art Director in the LA area (animation for games under NDA)

5. Despite a six month forced time off; the art work continues

6. Leading a small group in our home (church related)

7. Won an art accolade and put up my new web site. http://www.james-sinur.com/career/

Paintings:

Digital Art

Andrew hits hard on three basic beliefs, listed below. I would encourage you to read the article as it is crisp and concise besides being worth the read.

Measure what matters to customers,
Forge essential partnerships, and
Promote an enterprise view.

http://tinyurl.com/cog82b7

Effective Marketing Campaigns:

As you might imagine it is a challenge keeping the customer experience high and consistent throughout and worldwide organization. This organization wanted a consistent experience applied to marketing campaigns and the customer experience.  They started with a Cloud BPM deployment to handle merchandising promotions processes for various product lines.  They desperately needed real-time management visibility into campaign effectiveness. They needed to accelerate marketing campaign deployments by handling better handling “exceptions” (required adjustments based on different store geographies, etc.). And they needed analysis and reporting on KPIs to improve operational decision-making from one campaign to the next. IT just couldn’t put this anywhere near the top of the priority list, so they went cloud and drove it entirely out of the merchandise promotions business unit. The benefits received included centralized planning, management, communications and roll-out for product promotions, with the campaigns being centrally-driven by corporate Marketing, but easily customizable across global regions.

Effective Store Inspections:

As word of this success spread, other business units took notice. In particular, the group responsible for Store Inspections wanted the same level of speed, effectiveness and reporting. This is a crucial process (the customer experience in the retail outlets is a huge part of brand promise). As it stood, a limited number of inspectors were required to go to every outlet (there are over 15,000) at least once every 6 months, complete a paper form on-site, return to the office to key that form data into a backend system, and then wait to see what happened when they returned 6 months later. No status visibility for inspectors or store managers, no real-time data for Regional Managers on fixes or trends, no analysis of contractor effectiveness, and no time for inspectors to collaborate with store owners on issues and improvement plans.They issue appeared to be that even if all of this data could be incorporated into a BPM system, it would still require a process of manual form collection and manual data entry back at HQ.

The Solution:

Enter native Mobile BPM! Using only the Smart Phones and Tablets that inspectors are already carrying for their personal use, this organization is rolling out a mobile BPM process for store inspection data collection through a native mobile form. The data is automatically centralized at HQ with complete visibility, status updates, and metrics on time and effectiveness of corrective actions. Regional managers can perform trend analysis across their stores, and inspectors have freed up time to work more closely with individual store owners to ensure a consistently excellent customer experience across all outlets. BPM allows inspectors to use iPADs to capture in-store issues and upload pictures in real-time. BPM allowed inspectors to spend more time working with store owners, and real-time analytics will identify patterns with low quality suppliers etc.

Net; Net:

The combination of fast response to issues and consistently effective marketing campaigns has driven revenue for this organization. All of this is enabled by mobile input and visibility. There is a strong trend toward mobile, cloud and social BPM solutions going forward

The above success story has been summarized and made anonymous to get the essence of the success documented quickly. The source of this success story is a technology provider named Appian. 

14 – 15 March, London, UK gartner.com/eu/bpm

People, Politics, Process:  Breaking Down the Barriers to Enterprise Success

For those new to BPM, the Summit will help you to take the first steps, establish the skills required, and identify the right technologies. For those who are more experienced, the Summit will provide visibility into the future, identify the next generation of BPM and help you leverage new approaches such as Social BPM, Pace Layering and Intelligent Business Operations.

Key topics

· Dealing with Politics and Silos

· Organizational Change Management

· BPM and Mobile

· Cloud Impact on BPM

· Intelligent Business Operations

The Summit will help you to advance your BPM projects, improve your own skills and deliver truly transformational BPM to your organization.

Ways to register

Web: gartner.com/eu/bpm Email: emea.registration@gartner.com  Phone: +44 20 8879 2430

Standard Methods:

This company standardized its BPM methodology. In order to gain efficiencies, the business analysis and development was centralized. Development was moved from a waterfall to agile methodologies. While the lead business analyst in headquarters worked with other analysts across regions to gather requirements and specifications, developers started building process definitions and designing forms. Documentation was standardized so as to capture objectives, scope, flows, activities, rules, form elements, form design, and user experience. Process modeling was done in BPMN. Testing took place throughout the process life-cycle with the bulk of it along with user acceptance happening at the end. The methodology allowed project managers to distribute design and development work to offshore teams when needed.

Over time, this company established best practices and templates for their user experience. Templates included the UI, forms layout, and data structures. For example, many forms share the same headers. Applications can share functionality for ad-hoc joiners, ad-hoc reviews, and pends. These reusable templates have greatly reduced development timelines and have improved consistency.

Innovations:

The overarching vision was that greater usability results in greater user efficiency, or in other words, design matters. Bringing together all elements of the process into one user experience would help users do work more efficiently and effectively. Adapting at Runtime – Forms have been created to allow users to modify flows at runtime. Whether through ad-hoc reviews, pends, terminations, dynamically adding fields or requesting documentation, users have lots of flexibility to control work and change work in progress.

Hurdles Overcome:

· Business ownership – It is vital to get the business involved. With business ownership, team members get refined requirements, locked scope, validated investment, and commitment to testing and use. Users more readily adopt solutions as they have had more input on features, functionality and design.

· Talent Development – Five large projects in 18 months required many people to learn on the job. Having a small group of true experts in business analysis and development helped to provide new team members with guidance and best practices as to requirements analysis, documentation, implementation and testing. All personnel also went through training and workshops to learn BPM products and best practices. Developers sat side by side to learn from each other as well as review and test functionality.

· Communication – There needs to be constant, real communication between the stake holders. Any business change project impacts a diverse set of people, roles and personalities, and assumptions need to be checked, re-checked and verified to avoid misunderstandings. There is also a need for a steering committee that has overview of the entire delivery to ensure that the intra-process interfaces and hand-offs are clean and continue to meet the requirements of the business. This organization has weekly project team calls as well as daily interactions through ad-hoc team meetings, calls, and Skype sessions.

Net; Net:

This organization displayed significant discipline in molding emerging learning into communicated and trained methods, guidelines and techniques that paid off handsomely.

The above success story has been summarized and made anonymous to get the essence of the success documented quickly. The source of this success story is a technology provider named HandySoft. 

Track 1: Setting Out on the Right Path for BPM success

Track 2: The Pragmatist’s Guide to Optimizing Business Outcomes with BPM

Track 3: Next Generation BPM

Track 4: “How To” Track – BPM in Practice: Workshops and Roundtables  

London UK            March 14th – 15th

Baltimore MD      April 25th – 27th

Sydney AU            August 20th – 21st

The details will be forthcoming and may vary slightly from location to location

Net; Net:

I look forward to seeing a number of you, so we can discuss your wins and challenges