Business Process Management

An historical resource created by Howard Smith, Gillian Taylor and Peter Fingar

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Making Business Processes Manageable - published in WSJ June 2002

Web Services Journal June 2002

Business Process Management Systems - A New Software Category Powers A New Way of Competing - published in IW May 2002

Making Business Processes Manageable - published in IW May 2002



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Thursday, January 08, 2004
Bruno: It's kind of odd, because my top concern is not technology. Symbol is involved in a very comprehensive business-transformation exercise that touches every part of our business, including the supply chain, the front-end systems, the back-end reporting. A transformation that is that deep and that wide, and that touches every process, provides many opportunities to align processes with technology.

Symbol Technologies CIO John Bruno Reveals Best-Kept Corporate Secret [source CIOToday]

What drives improvements in business process management? Don't look for corporate governance at the top of the list -- it's closer to the bottom. Despite that, the Sarbanes-Oxley Act and its demand for fiscal accountability still has most executives concerned about tracking performance, according to a recent survey. In a survey of 230 members of the Business Process Management (BPM) Forum, 68% consider increasing revenue and optimizing profit to be the driving factors for performance accountability, while 61% consider challenging marketing conditions a driver. Only 22% consider corporate governance. Respondents were allowed to give multiple answers to each question. Despite the low ranking of compliance as a driver, 73% said they're concerned about processes, tools and methodologies used to track performance as a result of Sarbanes-Oxley.

Study: Sarbanes-Oxley 'catalyst' for process management [source SearchCIO]

Tuesday, January 06, 2004
Add AMR Research’s Eric Austvold to the growing list of industry experts advocating creation of a Chief Process Officer (CPO) position to help companies become agile, efficient, process-oriented enterprises. During the ebizQ webinar Extending BPI Beyond the Enterprise, part of the series A Manager's Guide to Enterprise Integration, sponsored by Sterling Commerce, the AMR Research Director showed how organizations could do just that: extend Business Process Improvement outside their corporate boundaries to their customers and trading partners, extend expensive but tough-to-integrate ERP systems, and generally reap the rewards of being process-oriented.

CPOs and Black Belts: Process Improvement Missing Links? [source]

Monday, January 05, 2004
Are you working on a BPM project? Chances are you'll be doing some form of BPM in the next 18 months, according to findings from a recent study by market researcher Meta Group. BPM, or business performance management, is the latest acronymic arrangement in the technology soup. Think of BPM as a kind of medical system that takes the pulse of a patient, in this case a specific area inside a company, and helps plan the treatment or enhance fitness. The term BPM describes methodologies, metrics and processes used to monitor and manage a company's performance across many facets. At least that's how the BPM Forum, a nonprofit organization in Palo Alto with more than 230 members, describes BPM (not to be confused with another 'BPM' in the tech arena, business process management). The BPM Forum released findings from its own survey this month. Both Meta and the BPM Forum point to a growing market. Meta says the market will grow up to 20 percent in 2004, up from $1.1 billion in 2003. Within the next 18 months, 85 percent of firms will be working on a BPM project. Meanwhile, the BPM Forum reported that 95 percent of respondents said they were 'sensitized' to the need for better BPM. "The whole notion of BPM is high on the radar screen of executives," says Jim Bramante, BPM Forum advisory board member and global leader of the financial management practice at IBM Business Consulting Services, which offers BPM services. "The root of all of this is to drive greater visibility."

BPM market poised to take off in new year [source Silicon Valley Biz]

In an effort to comply with new federal legislation governing accounting practices and securities law, businesses are turning to business process management (BPM) software to help with the transition. Because BPM applications shepherd work items through a multistep process where they are identified and tracked as they move through each step with either specified people or applications processing the information, many businesses are relying on these applications to help them comply with the Sarbanes-Oxley Act of 2002 (SOX).

Legislation to Drive BPM Market Growth in 2004 [source DestinationCRM]

BANGALORE: Imagine if you could see a ’working’ blueprint of your new IT system architecture before you spend your money. Or even think of the convenience if you could qualitatively and quantitatively guage the impact a work-flow change would have on the business, well before it is actually implemented. Herein lies what the new concept of process-driven BPM (business process management) is promising and what Infosys Technologies Ltd is looking to take to market. This is part of the company’s gameplan to get into the global consulting game in a big way and also build value into customer deals.

Infosys Now Has Designs On Process-driven Frameworks [source FinancialExpress]

ISLAMABAD: Federal Minister for Information Technology Awais Ahmad Khan Leghari Tuesday called for using IT as a tool in improving the business process management in the public and private sector organizations to increase efficiency and the quality of services. “If Pakistan is going to compete in the global markets, speed, efficiency and quality are vitally important,” he said in a speech to a seminar on Business Process Management organized by Ultimus Pakistan at a local hotel. He maintained that it was very important for the public as well as private sector organizations to seriously consider the use of new technologies. “Indeed, when the Pakistan government, like governments everywhere, talks about ‘E-Government’, the purpose is to digitize, automate, and improve business processes,” he said, hoping the business process management (BPM) would become “a central component of our IT strategy in building an effective e-government”.

IT a must to increase efficiency, quality of public services: Awais Leghari
[source Pakistan Link Headlines]

"According to META Group, Inc. (Nasdaq: METG), the business performance management (BPM) marketplace will grow by 15%-20% in 2004. The BPM market grew to approximately $1.1 billion in 2003. Although this growth represents a 10%-15% increase over the 2002 marketplace, this was less than most BPM vendors had anticipated for the year. A recent META Group study uncovered that, within the next 18 months, 85% of firms will work on a BPM project. 'The anticipation of increased BPM growth in 2003 was primarily due to expectations that companies would use business applications in an effort to comply with regulations for the Sarbanes-Oxley Act (SOX),' said John Van Decker, vice president with META Group's Technology Research Services. 'The business drivers for the BPM market in 2003 were primarily more penetration of planning and budgeting solutions, not SOX compliance-driven sales.'"

Business Performance Management Market Will Grow 15%-20% in 2004, According to META Group; BPM Market Grew to $1.1 Billion in 2003 [source META Group]

Forrester Research, Inc. recognized Identitech as the overall winner in the Breaking the Status Quo technology category at the sixth annual Emerging Technology Showcase held in Scottsdale, Arizona on Dec. 8-10. Over 300 senior-level IT professionals and Forrester analysts participated in the voting for each of the six categories, called "TechnoVistas" by Forrester. Identitech, a leading provider of business process management (BPM) solutions, demonstrated FYI Visual(TM), a revolutionary business activity monitoring solution that communicates real time metrics through an intuitive graphical pattern of symbols that speeds decision making and action. The award was based on quality of demo, level of innovation and best business potential.

Identitech FYI Visual Software Wins Emerging Technology Showcase Award [source PRNewsWire]

Pegasystems Inc. (NASDAQ: PEGA), a leading provider of smart, rules-based business process management (BPM) software, today announced that Blue Cross & Blue Shield of Rhode Island (BCBSRI) has implemented its PegaHEALTH(TM) Member Services application, bringing a higher level of customer service to its 680,000 members. Called BlueLYNCS (Leading Your Next Customer to Satisfaction) by BCBSRI, the solution includes 41 healthcare-specific workflows, CTI screen pops and integration to BCBSRI's legacy IT systems with full update functionality. Deployed at BCBSRI in under six months, the customer contact center solution is part of Pegasystems' integrated suite of healthcare-focused smart BPM solutions that intelligently manage customer and business interactions across the payer enterprise. Pegasystems' solutions for customer service, claims automation, sales and underwriting are installed across 20 percent of the nation's Blue Cross Blue Shield network and at many other innovative healthcare and insurance organizations worldwide. "The PegaHEALTH Member Services application implementation is a tremendous success, and we expect to reduce training time by 20 percent," said David Zink, Blue Cross & Blue Shield of Rhode Island's CIO. "Pegasystems has also allowed us to reduce our average call handling time by approximately 20 percent. The software is easy to use and has helped us improve member care by providing detailed caller history in one application with guided scripts to most efficiently handle the call, and by providing straight through processing to resolve customers' requests. With PegaHEALTH Member Services, we're achieving superior customer satisfaction."

Pegasystems Helps Blue Cross & Blue Shield of Rhode Island Achieve Superior Customer Satisfaction with New Contact Center Solution [source Pegasystems]

Business factors such as profit optimization, better business planning, and improved operational visibility are weighing in as key factors along with corporate governance in driving business performance initiatives, according to a poll released today by the Business Performance Management (BPM) Forum. 70 percent of respondents have also moved beyond financial data to incorporate marketing and customer information in performance assessment, suggesting a more holistic and comprehensive approach. These findings are part of an in-depth poll of the members of the BPM Forum (, a new organization including more than 230 leading business executives and thought leaders launched in July to address the growing challenge of performance management, corporate accountability, and compliance in global enterprises.

BPM Forum Poll Shows Fundamental Business and Operations Issues Weigh in With Compliance as Imperatives for Performance [source MarketWire]

BPM, or business process management, capabilities increase value for businesses by relating low-level integration tools to business processes and allowing organizations to model and monitor business operations, says Forrester Research vice president Mike Gilpin

Middleware Hits Middle Age [source NewsFactor]

Lombardi Software, the provider of the award-winning business process management (BPM) software, TeamWorks(R), and Corticon(tm) Technologies, a leading provider of decision management enterprise software, today announced an alliance that makes powerful business rule management capabilities available as part of the TeamWorks 4 BPM platform. Now, customers seeking to actively manage enterprise-wide, end-to-end processes can easily combine Corticon's business rules engine with the Continuous Process Improvement(tm) (CPI) capabilities in TeamWorks. "Lombardi's 'TeamWorks Everywhere' strategy provides a BPM platform that fits into any environment, is open to external applications and tools, and includes out-of-the box integration with leading technology providers that deliver great value to process improvement initiatives," said Phil Gilbert, executive vice president and chief technology officer of Lombardi Software. "Corticon's Decision Management Platform combines the benefits of a sophisticated Web services-based rules engine with an ease of use that has become a key driver in the development of TeamWorks."

Lombardi Software and Corticon Align to Provide Business Rules Within the TeamWorks BPM Platform [source LombardiSoftware]

According to Gartner, by 2008, 75% of programming code will be generated through Business Process Modeling (BPM) and not written by conventional programmers. Speaking to CXOtoday, Partha Iyengar, research vice president, Gartner India, said, "The 4GL platform today, is still at a ‘flowchart code generation level'. For the BPM concept to evolve, 4GL will have to move probably three or four abstraction levels higher, into a 5GL, in which absolutely no programming expertise will be required.' 4GL is slowly and steadily molding itself into the BPM concept.

Programmer Extinction Era Near; 4GL Evolves [source CXO]

Oracle Corp. is releasing a substantial upgrade to its application server software, as part of a planned refresh of the company's entire product line to support the grid computing model. Grid computing's publicity notwithstanding, the new EAI and BPM features included in the release may be the most significant additions for users and could prompt some customers to upgrade to Oracle's related products, analysts said. "EAI, and especially BPM technology are becoming more critical inside organizations as they move to improve the effectiveness of their core business processes. If a customer is an Oracle shop and pretty much all based on Oracle applications, they have had limited functionality in that area until now," said Ken Vollmer, a research director at Forrester Research.

Oracle adds grid and BPM functions to app server [source IDG]

Income Management is in the business of making money for its clients, but under an important set of conditions. Since it's the client's money, the client gets to decide what kind of risks and strategies are appropriate -- for example, how deep to get into certain companies, or designating acceptable ratings on bonds. Tony Plasil, STW's CIO, explains the situation. 'We have over 200 unique rules that clients have requested,' he says. 'The guidelines have to be adhered to or you may have a situation where you find out you violated guidelines and have to back out of a trade.' Backing out of a trade means money out of STW's pocket and, more importantly, a dissatisfied customer. That's why, when Plasil came aboard in 2000, one of his most pressing mandates was to address the issue of guideline compliance. Since Plasil couldn't find any packaged application to address this need, he decided that STW had to pursue another avenue. 'I was looking for a rules engine to process rules rather than code,' he says. That's what STW found in an offering from a company called Corticon, which plays more generally in the business process management (BPM) space. STW bought Corticon's rules engine and went live in November 2001."

Following the Customer's Rules [source Line56]

Beefing up BPM capability can improve your organisation’s ability to compete on cost, quality, speed and service. For most of the past 40 years, Transfield Services business improvement manager Wil Carey has been telling managers and management teams that they need to get back to the basics. And when it comes to business process management (BPM), Carey says, nothing is more basic than empowering the organisation’s business unit managers, and helping them recognise that everything the organisation does is a process and hence can be described in a procedure. “The simple [fact is] that everything we do is a process,” Carey says. “Most people don’t think of it that way. Even when it’s explained to them they have some difficulties comprehending it, but everything that we do is a systematic series of activities that when done in a certain way generate a certain, specific result. When you come to understand that, you can build a system that can help managers and leaders improve on what I call the core competencies.”

Do Process [source CIO]

Action Technologies, a software firm specializing in business process management (BPM), has expanded its ActionWorks product to facilitate all the different ways that people work together, including processes, projects, collaborations and ad hoc interactions. The ActionWorks suite “provides the tools that reduce the time and cost of white-collar business processes by 40-60% -- and generate typical returns of more than 300% -- by managing the flow of decisions, information and accountability,” Action Technologies says. “Unfortunately, most BPM packages are designed to facilitate the structured and repetitive work sequences found on the factory floor, or in tasks such as insurance claims processing,” the vendor continues. “The organization of this work is recurrent, stable and driven by predetermined “command-and-control” rules that allow simple automation of standard processes. Knowledge work, on the other hand, is filled with uncertainty, inventiveness and risk. ActionWorks is the only BPM application that facilitates all the different ways that people work together,” the company asserts.

Action Tech In Action: Enhancing BPM Ware [source ebizq]

Friday, December 12, 2003
Everyone wants Web services standards. CEOs think the technology will create new opportunities. CFOs believe it will save millions. Vendors see a pot of gold at the end of the Web services rainbow. And CIOs know that linking to customers and partners over the Internet will revolutionise both business and IT. So what’s the hold-up? The usual suspects: Politics. Ego. Suspicion. Fear. Greed. It's already a given: Your company is going to waste money on Web services.

The Battle for Web Services [source CIO]

Monday, December 08, 2003
For the first time, software vendors are beginning to find effective ways of automating BPM. It is a problem that has attracted some of the brightest minds in the industry, and the first supplier to establish leadership in this emerging global market stands to benefit from tens or hundreds of billions of dollars' worth of pent-up demand. Howard Smith and Peter Fingar, authors of Business Process Management: The Third Wave, position BPM as a revolutionary movement on a par with the introduction of database management 30 years ago. Just in case this fails to stir up controversy, their next book will be entitled IT Doesn't Matter: Business Processes Do.

Raising The Standard [source CBR]

Friday, November 07, 2003
Businesses and their IS organizations need to discover new ways of working to achieve the flexibility required today. That was the message of Gartner Research Fellow Simon Hayward when he spoke on Thursday at Gartner Symposium/ITxpo 2003 in Cannes. With business process fusion, the connection between data and processing logic must be severed. Data must be self-describing so that it is meaningful to applications created independently of the data model. And there should no longer be the arbitrary boundaries between distinct models for different applications.

Integrating Processes a Key to Business Flexibility [source Gartner]

Thursday, October 30, 2003
Many companies are moving away from Excel and embracing more flexible, Web-based planning tools to handle business performance, planning and reporting, according to a recent survey. Meta Group says 85 percent of respondents to its recent business performance management (BPM) survey indicated that they will have a BPM solution underway within the next 18 months. Just 15 percent indicated they had no plans for BPM. Meta Group defines BPM is an integrated management approach that includes Web-based analytical applications (to gather and analyze data), business plans to achieve desired metrics and the necessary reporting and forecasting to ensure performance goals. Before BPM tools came along, many of these functions were handled with simple spreadsheet software like Microsoft's Excel. Meta Group Vice President John Van Decker says that the emergence of new tools is helping drive interest in BPM. "Clearly the Web-based tools are enabling organizations to get more folks involved in business performance process," Van Decker says. "Historically, planning and reporting has been an Excel-based process. Companies are trying to get away from that."

BPM May Push Excel Aside [source DarwinMag]

Ninety-five percent of equity trades are automated. Yet, the remaining five percent cost securities and brokerage firms the most to process. However, advances in automated exception management are creating dramatic cost savings and process efficiency improvements for securities and brokerage firms. ADP Brokerage Services Group, a division of Automatic Data Processing, Inc. (NYSE:ADP) and Staffware, a global leader in Business Process Management (BPM) software will host a free one-hour webcast on the power of business process in securities and brokerage services. Participants will hear from a leading analyst about how BPM can help reduce costs and improve service in the securities and brokerage industry.

Webcast on Power of Business Process in Securities and Brokerage [source Businesswire]

Action Technologies, a provider of business process management (BPM) software, says the initial deployment of its ActionWorks suite for the Shelby County Commission “has already generated significant benefits” for the Memphis-area regional government. Shelby, the largest county in Tennessee, purchased ActionWorks through system integrator CIMS Inc., which is providing analysis, development, hardware, software, and user training. Like many local governments, Shelby County found that its paper-intensive system of managing local affairs made it difficult for commissioners and the public to track items such as zoning, contracts, resolutions, and ordinances. The result was an inefficient and slow process that frustrated county employees and citizens. The commission wanted to better serve its constituents and selected CIMS Inc. to provide ActionWorks business process management software, combined with OnBase document management software, to enable commissioners and county employees to track items in process and shorten the time required to address important issues, Action Tech explains.

ActionTech's BPM solution for Mephis-Area Gov't [source]

Monday, October 27, 2003
During the last 20 years or so, strategies for using IT usually consisted of making multi-million dollar investments in whole new collections of hardware and software. Companies were engaged in the equivalent of an IT arms race. Massive new systems were built from scratch or from extensive and expensive software packages. These kinds of strategies have run their course. They are no longer viable approaches to meet business needs. The time is ripe for a new strategy whose aim is to combine people and computers into systems where the strengths of each are brought to bear. This can be summed up as, "Automate the rote and repetitious work, free up people to do the creative stuff." So how do you get started? Think of a new, more cost efficient and more responsive way to perform an existing business operation or think of a brand new business procedure that is needed to support a new market opportunity. This is called business process re-engineering (BPR) or business process management (BPM). This isn't rocket science. Ask the people who do the work now. They already know ways to do their jobs better.

Read Darwin -Toward A New Technology Strategy - USING IT [source Darwin Magazine]

Commerce One Conductor gives enterprise customers a flexible platform on which to build various software tools. Its architecture makes many applications viewable through a single graphical user interface (GUI), paring the time and cost of writing and using composite applications, as compared to employing myriad business process management (BPM), enterprise application integration (EAI), portals, identity management and various design tools. Users of the platform insist Conductor differs from other EAI keystones because vendors of those platforms only supply one or two of the facets of a management platform, as opposed to a full suite of EAI, BPM and portal functionality. Because the BPM, EAI and portal facets of the application lifecycle are bundled as one product, it is estimated that Conductor can cut the cost and time of initial process development and integration efforts in half. IDC recently conducted a total-cost-of-ownership analysis, finding that Conductor does indeed cut out some of the middlemen in the application creation lifecycle.

Commerce One's Conductor Rides New Rails [source]

Sales of software used to manage everything from procurement to customer service to financial compliance -- known as business process management, or BPM, software -- are expected to hit $6.3 billion in 2005, according to industry estimates, up from $2.5 billion two years ago. And customers are increasingly looking to BPM vendors for tools that find new ways to improve operational efficiency and automate and organize the everyday protocols crucial to business.

Analysts bullish on BPM software [source Baltimore Business Journal]

Delphi Group, a global business advisor on business and IT, has published a Market Milestone Report on Business Process Management (BPM) which evaluates Staffware, a global leader in BPM software, and provides an overview of the market. The report, suggesting that BPM is one of the fastest growing categories in the software world, indicates a $550 million market for BPM in 2003, with growth rates of between 15 and 30 percent over the next three years. Delphi's report states, "the real value of BPM is the ability to define and execute business processes independent of applications and infrastructure." BPM is also described as the final great boom of the software industry, and the last frontier for generating value from IT infrastructure. The report was drafted following interviews with 500 organisations. Enterprise-wide process redesign was seen as the number one driver for BPM deployments. 46 percent of respondents viewed BPM in this way, more than four times as many as viewed it as an application integration project.

BPM: 'The Final Great Boom of the Software Industry' [source Businesswire]

Metastorm, a provider of Business Process Management (BPM) software for automating, managing, and controlling processes today announced the successful conclusion of its third annual North American BPM Forum & User Conference. The event took place on October 9th and 10th in Baltimore, Maryland and focused on providing thought- provoking presentations on market trends, adoption statistics, and an impartial look at BPM. Metastorm's president and CEO, Robert Farrell, kicked off the conference by providing attendees with a company performance update, a look at key market trends, and an insightful synopsis of real-life BPM successes and the associated impact on business operations results. Additional keynote speakers included Jim Sinur, Vice President, Gartner, Inc. and author of the Gartner BPM Magic Quadrant report and Howard Smith, CTO - Europe, CSC, co-chair of the and author of BPM: The Third Wave.

Metastorm Completes BPM Forum & User Conference with Record Attendance [source Yahoo Biz]

With Gentran Integration Suite, Michael Foods has the flexibility to incorporate existing systems and technology with new integration standards including Web Services, ebXML, Business Process Modeling Language (BPML), and Internet security protocols. In addition, Gentran Integration Suite is designed to support a wide range of application and technology adapters, including popular packages such as SAP, PeopleSoft, Seibel, MQSeries, Oracle AQ and Java Messaging Services.

Sterling Commerce Dishes Up Gentran Integration Suite to Michael Foods; Sterling Commerce Helps Meet Retail Business Integration Requirements [source Businesswire]

Intalio, a Business Process Management company, has expanded into Europe. Bringing its Intalio|n Business Process Management System (BPMS) to the European market, Intalio has opened offices in Brussels and London. The Aberdeen Group forecasts that Business Process Management (BPM) spending in Europe will reach $850 million in 2003 and will top $1.67 billion in 2005. After North America, Europe is the most significant region for BPM spending, according to Aberdeen. Moreover, says Aberdeen, fewer suppliers are targeting Europe, making it very lucrative for those actively pursuing in the region. Intalio says it “has already signed several enterprise customers in Europe, as it builds on the momentum from its pioneering efforts in business process management (BPM) standards and its soon-to-be-released version 2.5 of Intalio|n³. Client success and aggressive plans to leverage the potential has led Intalio to form a series of partnerships with multiple BPM-savvy system integrators in Belgium, Finland, France, Germany, Switzerland, and the United Kingdom. Details of these new customers and partners will be announced over the next few months.

Intalio into Europe [source]

Business process modeling software developer IDS Scheer Inc has announced new software to help small and mid-size businesses model their business processes. Separately, Intalio Inc. on Wednesday announced the latest iteration of its BPMS (business process management system) software. Intalio, of San Mateo, Calif., also has a relationship with IDS Scheer; the latter company's Aris 6.0 process modeling environment is built into Intalio's software to provide executable process models.

IDS Scheer, Intalio Unveil BPM Software [source eWeek]

Intalio announced Intalio|n³ 2.5, a new version of the company’s Business Process Management System (BPMS). Intalio|n³ helps Global 2000 companies shift IT resources from operations to innovation, reduce the total cost of ownership of mission-critical process assets, and extend the best-practice processes engrained in packaged applications. Highlighting the new release of Intalio|n³ are the following key enhancements:
Page Designer, a WYSIWYG editor for the development of rich, Web-based end-user interfaces; Integration of Systinet’s Web services platform; Integration of Corticon’s business rule engine (BRE); New and highly customizable user interface to enhance the productivity of business analysts.

Intalio extends BPMS with Page Designer, Featuring 100% Code Coverage [source Intalio and Businesswire]

Business Process Management (BPM) -- the ability to define and execute business functions independent of applications or infrastructure -- may sound like a stuffy concept, but a few small companies are steadfastly clinging to it for success in a time when controlling company workflow is seen as a way of paring total-cost-of-ownership. Intalio and Oak Grove Systems are two of a handful of standalone software companies that make custom engines for executing transactions with packaged applications, databases, and heritage systems, each hoping to chomp a bit out of what market research firm Delphi Group recently claimed is a $550 million market when the book closes on 2003, with growth rates of between 15 and 30 percent over the next few years.

Standalone Vendors Look to Plot BPM Course [source]

For the first time, software vendors are beginning to find effective ways of automating BPM. It is a problem that has attracted some of the brightest minds in the industry, and the first supplier to establish leadership in this emerging global market stands to benefit from tens or hundreds of billions of dollars' worth of pent-up demand. Howard Smith and Peter Fingar, authors of Business Process Management: The Third Wave, position BPM as a revolutionary movement on a par with the introduction of database management 30 years ago. Just in case this fails to stir up controversy, their next book will be entitled IT Doesn't Matter: Business Processes Do.

Raising The Standard [source Computer Business Review]

Wednesday, September 10, 2003
New software enables business managers to fine-tune important processes virtually on the fly, with only minimal involvement by the IT department. Two years ago, LexisNexis realized that its ability to serve new Web-based customers was severely strained. Thousands of small and midsize law firms represented a huge business opportunity for the company's legal-information services, but they often had to wait 48 hours to have their Web accounts activated after signing up. For smaller firms seeking to buy documents in small quantities, often to apply to pending cases, such a delay was intolerable. Clearly, LexisNexis needed to revamp its customer sign-up and order-fulfillment processes, which were designed for large law firms and the ordering of hardcover legal tomes. But instead of spending millions on a massive new enterprise resource planning (ERP) system, LexisNexis chose a somewhat unorthodox and unproven route: by reworking some key workflows to require fewer manual tasks and installing a new kind of software (from Intalio Inc.) that choreographs the activities of several existing back-office systems, it was able to get new Web accounts running in a matter of minutes.

Re-reengineering [source CFO Magazine]

Thursday, September 04, 2003
Lombardi Software, the developer of TeamWorks(R), award-winning business process management (BPM) software, will be featured at The Brainstorm Group's Business Integration & Web Services Conference to be held at the Hyatt Regency Burlingame, Sept. 15-Lombardi's Executive Vice President (EVP) and Chief Technology Officer (CTO), Phil Gilbert, will join industry experts to explore best practices for business and IT analysts performing BPM across the enterprise and with supply and distribution chain partners. Now in its fifth year, the Business Integration & Web Services Conference Series is the leading forum specifically designed to provide business and information technology leaders with actionable advice, invaluable networking opportunities and practical solutions to the most pressing business integration challenges.

Lombardi Software Executive to Be Featured Speaker on Brainstorm Group's Business Process Management Best Practices Panel [source BusinessWire]

Wednesday, September 03, 2003
Now that many plumbing issues have been sorted out, it's time to bring business process integration, transaction support and systems management into the Web services realm, according to one IBM executive. Toward that end, IBM is building BPEL (Business Process Execution Language) support--as well as WS-Security support--into its WebSphere application server, Tivoli systems management and other IBM products, said Bob Sutor, director of WebSphere Infrastructure Software for IBM Software. IBM already supports SOAP, WSDL and UDDI in most of its middleware software. BPEL is an emerging specification that would give programmers a way to formally describe processes underlying business applications so that they can be exposed and linked to processes in other applications. IBM and Microsoft submitted the spec to the Organization for the Advancement of Structured Information Standards (OASIS) for approval. For a while it appeared that BPEL was on a collision course with another specification effort backed by Oracle and others and winding its way through the World Wide Web Consortium (W3C) but those two efforts now appear to be converging.

IBM Exec Touts Need For BPEL Support, SOAs [source CRN]

As Hewlett-Packard Co. submitted a framework for managing Web services, Sun, HP subsidiary Arjuna Technologies Ltd. and others put forward a specification for Web services that need to communicate and work together. “It defines how resources are to be managed, what their properties are, how that information is to be retrieved and the relationship between the objects in the model,” said Joe McGonnell, director of HP’s Web Services Management Organization. While HP submitted its standard to OASIS, its subsidiary Arjuna, along with Fujitsu, Iona, Oracle and Sun, is promoting a framework for what it calls context in dealing with Web services that interact with one another. WS-CAF is a collection of three specifications: Web Service Context (WS-CTX), Web Service Coordination Framework (WS-CF) and Web Service Transaction Management (WS-TXM). WS-CTX helps all Web services participating in an activity exchange information about a common outcome. WS-CF manages context growth and life cycle, and notifies the various Web services of outcome messages to Web services participating in a particular transaction. WS-TXM helps servers negotiate outcomes and make a common decision about how to behave, especially in the case of failure. Its all part of defining the elements of executable processes bottom up from Web services, as opposed to top down as in BPML. It helps companies with no BPM technology get into the BPM space, through extension of existing technologies.

HP Sends Management Framework to OASIS [source SD Times]

Sun Microsystems Inc. and several partners published Monday a web services specification for coordinating electronic transactions, prompting some analysts to question the need to develop the technology outside of similar efforts already underway. The Web Services Composite Application Framework, or WS-CAF, overlaps with WS-Coordination and WS-Transactions specifications under development by Sun rivals Microsoft Corp. and IBM. Arguably, the new specs have a different focus in the area of electronic transactions, but there's no technological reason for a separate effort, analysts said.

Sun, Partners Publish New Web Services Spec [source CRN]

Tuesday, September 02, 2003
Process thinking is back, and CSC World (corporate magazine) recently sat down with two of the leaders in this resurgence: Michael Hammer and CSC's own Howard Smith. Hammer is one of the originators of business process redesign, and he brings long experience and new thinking to the subject in his latest book, The Agenda. Smith's book, Business Process Management: The Third Wave, looks at the way information technology supports — or, more often, constrains — business processes and shows how to end the business-IT divide. Both of them want business to be in charge of business processes, but they come at the problem from slightly different perspectives. We thought these two would have a lively and illuminating conversation, and we weren't disappointed.

Michael Hammer and Howard Smith on Process Thinking [source CSC]

Monday, September 01, 2003
In his book The Tipping Point, Malcolm Gladwell searches for catalysts that precipitate a "tipping point" — that moment in time when the boiling point is reached. This concept holds that small changes will have little or no effect on a system until a critical mass is reached. Then one final small change "tips" the system and a large effect is observed. It's that one dramatic moment when everything changes all at once, the unexpected becomes expected and radical change moves from possibility to certainty. We are rapidly reaching that point in IT. The current focus on Web services and service oriented architectures (SOAs) misses a much bigger story: We are now on the threshold of the next wave of computing after the Internet — the "information technology-savvy" organization. This type of organization is one whose employees are willing and able to take responsibility for computerizing their part of the business, ideally within the context of an enterprise platform that facilitates re-use and sharing. Yes, it's called BPM!

Are You Ready for the IT-Savvy Company? [source Darwin Magazine]

Showing that it has been plugging away since the high-profile exit of Microsoft in March, the World Wide Web Consortium's (W3C) Web Services Choreography Working Group published the first public working draft of Web Services Choreography Requirements 1.0 Tuesday. When Microsoft chose to throw its support behind the OASIS Web Services Business Process Execution Language (BPEL) Technical Committee, many industry watchers saw evidence of a growing rift -- not just between heavy-weights like Microsoft and Sun, but between the OASIS and W3C standards bodies themselves. But a meeting between the BPEL Technical Committee and WS Choreography Working Group in May seemed to signal that the two organizations were ready to put that potential trouble behind them. The working group's draft Tuesday, may be a further sign, as it identifies BPEL as a component among the Choreography programming languages in the document. Choreography is currently one of the most important issues facing Web services, according to W3C.

W3C Publishes WS Choreography Requirements Draft [source InternetNews]

BPMN will provide businesses with the capability of understanding their internal business procedures in a graphical notation and will give organizations the ability to communicate these procedures in a standard manner," said Stephen White, chair of the BPMN Working Group. "BPMN follows the tradition of flowcharting and swimlane notations for readability, yet still provides the mapping to the executable constructs as defined in BPEL4WS. By doing so, BPMN fills a technical gap between the format of the initial design of business processes and the format of the languages that will execute these business processes. This creates an environment where business people will be more involved in developing, managing, and monitoring IT-intensive business processes." "Semantic differences between leading process modeling tools and arbitrary differences in visual notation have hindered the take up of process management in the marketplace," says Howard Smith, co-chair of and CTO for Computer Sciences Corporation Europe. "Process and performance management is the majority of all work. The BPMN proposal points toward a time when business people will readily exchange processes as easily as they do word processing documents and spreadsheets today." Releases Working Draft of BPM Notation 1.0 [source Businesswire]

IBM and Intalio Inc. each are readying product upgrades designed to make it easier to put business process modeling and management tools into the hands of less experienced users. IBM, of Armonk, N.Y., this fall will roll out software updates that more tightly integrate the Modeler and Monitor tool components of its WebSphere Business Integration suite. This will enable some of the same common data sets used to create and monitor processes to be reused; it will also let end users jump between development and process-management environments. A business analyst using the Modeler upgrade can set down key attributes to run "what-if" scenarios and then determine what to monitor. To aid business-process monitoring, IBM is using model-driven development technology from its Rational Software Corp. acquisition to extend its process dashboard. With a dashboard that incorporates business-process integration across the range of activities from modeling to management to monitoring, users can apply analytics to more intelligently build future integrations, officials said. Separately, Intalio looks to solve user interface, standards implementation and data-mapping issues with Version 2.5 of its Intalio/n3 business-process management platform, code-named Neo. The Director and Designer modules in Neo will provide a simplified user interface, said Intalio officials, in San Mateo, Calif. Director will be enhanced with a new library of about 35 to 40 so-called Widgets that aggregate the building blocks of a user interface, making it easier for users to implement form elements and data tables. Designer's user interface will get a Windows XP look and feel. On the process-monitoring side, Intalio has added an Audit Trail Interface that connects its process server to business intelligence tools. Intalio also is adding a user interface for real-time monitoring that includes about 25 pre-built charts. "We've been looking for [Intalio's Designer tool] to be a bit more user-friendly," said Terry Williams, senior program manager at LexisNexis, a division of Reed Elsevier plc. The Dayton, Ohio, company uses n3 to manage business processes involving order taking, verification and fulfillment. "We knew over a period of time it would become more intuitive," said Williams.

Upgrades extend BPM to new users [source eWEEK]

Pegasystems Inc., a leading provider of rules-based, smart business process management software (BPM), announced the results of a white paper from Strategic Focus, which conclude that using PegaRULES Process Commander will help accelerate Java development when building, deploying, testing and maintaining applications. Strategic Focus ( is a Milpitas, California-based software evaluation and strategy consulting firm. Strategic Focus, experts in evaluating development tools and software products, recently conducted an independent and objective comparison of the developer productivity of building and changing a business process application with Process Commander and a typical Java IDE coding development approach(b). According to the research, it takes 38 percent less time to build, deploy and test a Java-based BPM application with Process Commander and 58 percent less time to maintain the application once it is built, suggesting significant productivity increases. When evaluating the purchase of technology to build BPM applications, increased agility is one of the most critical factors to consider. Strategic Focus identified several features that support the use of Process Commander to increase productivity. These features include: rule and workflow-based development process built on an easy and extensible framework, personalized process flow, a reusable rule base and a rules resolution and inference engine.

PegaRULES Process Commander Accelerates BPM Application Development [source Businesswire]

No less than 85 percent of companies will have business performance measurement initiatives underway by the end of 2004, according to a new report from research group META. Specifically, 76 percent of the companies surveyed by META said they were involved in BPM for better decision-making, while 66 percent cited the goal of more efficient reporting and planning. Fifty-eight percent claimed that BPM would lead to better resource allocation. The high number of BPM participants isn't necessarily surprising, because BPM (which META breaks out into planning, reporting, consolidation, scorecarding, and modeling) has been a hot topic for years. What's new is the proliferation of e-business tools that purport to enable BPM, including tools from ROI specialists as well as tools from enterprise applications providers themselves. The plethora of BPM tools (including tools that support BPM from within enterprise resource planning, business intelligence, and other application areas) has led to the adoption of point solutions by many companies, stated the META report. However, given that "Excel spreadsheets are the most commonly used tool for performing BPM activity," the mere adoption of e-business tools is a progressive step. Traditionally, performance measurement has been the purview of consultancies. Regardless of who's measuring, there are a lot of complexities to be navigated. In this regard, META notes that business plans designed to achieve metrics, and reporting/forecasting to measure performance, are just as important as the measuring technology itself.

BPM getting bigger [source Line56]

Metastorm, a provider of Business Process Management (BPM) software for automating, managing, and controlling processes, is shipping e-Work Version 6 -- its BPM software platform for large-scale enterprise process management. Metastorm says e-Work Version 6 “enables organizations to more effectively execute and improve business processes, allowing them to maximize the return on investment from their existing software applications, deliver the framework they need to leverage Web services and ultimately gain market advantage.” “The capabilities of e-Work Version 6 separate Metastorm's product from other BPM products on the market,” the vendor asserts. “Version 6 maintains its proven reputation of supporting the most complex requirements with human-focused tools that are easy to use, code-free and have minimal overhead. e-Work Version 6 provides enhancements that further support the creation, deployment, and maintenance of extremely complex, mission-critical business processes across the enterprise.”

Metastorm Out With Suped-Up BPM Offering: e-Work Version 6 [source]

Software for automating financial controls required by the new federal regulations mandated by the Sarbanes-Oxley Act of 2002 is the goal of a new Supervisory Control Application (SCA) developed by Fuego Inc., a Dallas-based BPM software vendor, and Deloitte & Touche LLP based in suburban Plano, Texas. Being marketed to retail businesses facing stricter regulation under Sarbanes-Oxley, SCA automates the compliance process but allows for human intervention where necessary, explained Scott Chamberlain, Fuego's CFO. It can help to ensure compliance in areas such as manufacturers' rebates, known in the trade as ''vendor allowances'' to retail operations, and help to provide documentation in case of audit, he explained.

BPM-based app automates Sarbanes-Oxley compliance [source]

The inability of organisations to link corporate strategy to actual performance has given rise to a new category of business intelligence (BI) software dubbed 'business performance management' (BPM). BPM promises to deliver strategic cross-functional alignment across an enterprise's operational boundaries – in other words setting benchmarks on performance levels to determine where you stand now, against where you want to be. BPM is now seen as an evolutionary successor to BI and a bevy of vendors are (re) positioning their tools and applications under the BPM banner. Much of the market confusion surrounding performance management is caused by the terminology being bandied around. "There's an alphabet soup of acronyms; everyone and their grandmother is claiming to do BPM," says Roman Bukary, director of product marketing at SAP. BPM (business), CPM (corporate), EPM (enterprise) and SEM (strategic enterprise) are a few of the TLAs competing for mindshare, around which a raft of traditional BI suppliers, BPM specialists and mainstream ERP providers are aggressively pushing their own flavours of performance management. So what exactly is BPM? It's our view that you cannot do true BPM (performance management) without BPM (end to end process management)!

Performance Matters [source CBR Online]

Fuego, helping corporations orchestrate, manage, monitor and optimize their business processes with agile business process management system (BPMS) software, announced the results of a performance evaluation assessment conducted on its Orchestration Engine(TM) by Doculabs, a technology consulting firm that helps organizations reduce the risk associated with technology decisions. Fuego commissioned Doculabs to conduct an intensive and comprehensive evaluation of its system based on real-world customer criteria.

Doculabs Benchmarking Proves Flawless Performance Of Fuego Business Process Management System [source PR Newswire]

Metastorm, a leading provider of Business Process Management (BPM) software for automating, managing and controlling processes, announced that Robert J. Farrell, president and chief executive officer, will give an overview of emerging trends in the BPM market, highlight Metastorm's success in the enterprise software market and answer questions from attendees about the company. Recently named one of four BPM leaders in the prestigious Gartner Magic Quadrant, Metastorm's total revenue for the first half of 2003 increased more than 23 percent over the same period last year. The company expects total year-over-year revenue growth to be at least 50 percent.

Metastorm CEO Robert Farrell to Speak at SG Cowen's 31st Annual Fall Technology Conference [source Yahoo]

Ultimus, the leading provider of complete workflow automation and business process management (BPM) solutions, today announced that it has appointed Jeff Smith to the position of Chief Process Officer (CPO). In his new role at Ultimus, Smith will be the first CPO from a BPM vendor who will be available to consult with customers as he accelerates his company's own use of BPM. Smith will work with company executives and employees to identify and automate key business processes using the company's Ultimus Workflow Suite. Today, Ultimus helps more than one thousand customers worldwide leverage BPM technology to increase profitability through increased efficiency, while at the same time it applies the same practices internally. Chief Process Officer (CPO) is a relatively new position that is assuming important responsibilities in highly competitive companies. Organizations are realizing that the productivity gains they can see through more traditional efforts cannot match the gains they can make through the automation of internal and external processes that are possible through BPM. An increasing number of companies understand that these productivity gains are so compelling they merit a "C-level" executive to lead the ongoing effort. While some companies have announced CPO appointments, Ultimus is the first BPM vendor to create the position to expand and improve its own processes and serve as a model for its customers.

Ultimus Announces an Industry First by Appointing a Chief Process Officer [source BusinessWire]

The latest process management tools purport to put business users more in control of the development and implementation of technology based business tools, a dramatic shift away from today's reliance on full-time software programmers. This panel discussion will elaborate on the extent to which business modeling, and its ability to evolve into applications that deploy more rapidly and with fewer quality issues, has advanced.

Business Process Management - As easy as drag and drop [source BusinessWire]

The top reason for implementing a business performance management (BPM) solution is to improve decision making in the organization, according to Business Performance Management, a new report released today by META Group, Inc. (Nasdaq: METG). Gaining efficiency in the financial planning/reporting process and enhancing allocation of company resources rounded out the top three reasons most cited by respondents. "The increased interest in BPM is primarily due to the rapidly changing economy and new public accounting regulations intended to provide greater transparency and visibility. These regulations have put tremendous pressure on organizations to provide better visibility and accountability in enterprise financial results," says John Van Decker, META Group vice president, Technology Research Services. "BPM initiatives typically begin with a desire to move from Excel in an attempt to support a more centralized, dynamic, and active planning process within an organization. They often expand to cover reporting and metrics management and, when applicable, financial consolidations."

85% of Organizations to Have BPM Initiatives Underway by End of 2004, Says META Group; New Report Based on BPM Survey Examines Impact of Sarbanes-Oxley on IT Investments [source BusinessWire]

Lombardi Software announced today the release of TeamWorks 4, the latest version of its business process management software. The company says its performance tracking, reporting and improvement capabilities, now available out-of-the-box, will enable enterprises to move beyond process automation and into active process management. According to Lombardi, TeamWorks 4 continuously monitors for critical business events, collects data and transforms that information into a meaningful context, enabling senior executives and managers to make informed, real-time decisions that drive process efficiencies and operational responsiveness. "Business process management wins the 'triple crown' of saving money, saving time and adding value," said Jim Sinur, Gartner, Inc. vice president. "Continuing product innovations will drive even more benefits, while enabling BPM to drive the evolution of the real-time enterprise."

Lombardi Software Releases TeamWorks 4 For Business Process Management [source]

"Our definition centres around the need to be process-enabled," says Ron Brown, technical director of CSC's UK systems integration practice. "Companies that take on a process-centric view of life; using the new business performance management [BPM] and process tools, you can now draw from a blank palette. But what you need to be able to change, and fast, are the business processes, which have nothing to do with the applications, servers, etcetera. It's about grabbing hold of the levers of process. If you can grab those, then you get much closer to the turning circle the business wants, rather than having the turning circle of a supertanker." This may not sound especially dramatic. Many organisations, and their IT departments, would argue that they already focus on business processes. But that is very different from being business process-centric.

Fail at your peril [source CBR Online]

MindBox won the Trend Setting Product of 2003 award by virtue of the next-generation capabilities that its ARTOptimize product has brought to the category of Business Process Management (BPM). Until now, BPM software has automated only the repetitive and administrative processes in today's enterprises; ARTOptimize is leading the next wave of innovation by automating complex creative processes -- processes that have in the past required a human being to complete. Using a combination of rules and MindBox's sophisticated inferencing engine to emulate the human decision processes, ARTOptimize can, for example, evaluate a loan request for a bank and, instead of just accepting or rejecting the borrower based on simple ratios and policies, the software can design and structure a completely different loan solution -- for example, suggest closing out the car loan and lumping that debt into a larger first mortgage. ARTOptimize works both on-line and off-line (website, interactive kiosk, call center, field agent's laptop, etc.), so that creative processes can be centrally managed and decisions applied consistently.

ARTOptimize Software Chosen by KMWorld Editorial Staff as Most Influential Product in Business Process Management Category [source BusinessWire]

There is a transformation underway. Vendors like FileNet, Staffware and Metastorm are now championing a new category of software they are calling business process management (BPM). "Imaging management is seeing only single digit growth," says Roberts. "Document management and content management probably 20%, and BPM is much more explosive – like 50% growth." But how does this BPM category differ from ECM? BPM provides the ability to model, integrate, execute, manage and optimise all processes, crossing any application, company boundary, or human interaction in real-time. BPM resides on a layer above enterprise software packages to co-ordinate and manage business relationships both inside and outside company walls. It is much more people-focused than previous approaches, and places less emphasis on the technology that integrates applications and data, and more on the ability to devise and implement better ways of managing business processes. Its key components are the ability to model business processes, execute them, and finally to optimise them.

Filing On All Cylinders [source CBR Online]

Staffware, a global leader in Business Process Management (BPM) software, has signed a partnership with Corticon, a leading provider of decision management enterprise software. The partnership combines best of breed business process management and business rules engine technologies. It simplifies the design of complex decision-making process steps that might otherwise require elaborate 'coding' and/or human intervention, such as in Financial Services, Telecommunications and the Public Sector. The combined offering allows such processes to be designed more rapidly and be more fully automated than previously possible. This in turn means process automation solutions can now be deployed faster and changed more rapidly. Non-technical business users are able to independently change the underlying business rules of applications already deployed, delivering these higher levels of flexibility.

Staffware and Corticon Redefine the Rules of Business Process Management [source BusinessWire]

Ben Gaucherin, CTO of Sapient, believes BPM (business process management) platforms are critical to a company's architecture. This is where you'll see how your company is performing. Gaucherin might be right in thinking we are in the midst of a business process revolution. Take a look at what's happening with the big application vendors. Oracle and ERP vendors in general own many of these critical processes, so they have a legitimate claim on the BPM platform of the future. They are trying to make their applications more flexible. Witness SAP's NetWeaver and xApps . Gaucherin, however, sees other players and other platforms, such as Microsoft BizTalk, IBM WebSphere MQ Series Workflow, BEA WebLogic Integration, and Tibco's ActiveEnterprise suite -- which come in at a higher level of the stack -- as serious contenders. The economy, competition, and even compliance issues are all setting the course for IT and the way they power the company; the trick is not capsizing.

Picking a process platform [source Infoworld]

Visio provides broad capabilities for graphing, mapping, and charting complex ideas. For example, SQL Server developers use Visio to diagram database models. Employees in technical fields use Visio because it provides a lower-cost alternative to high-end engineering tools such as CAD. In addition, many businesses use Visio as a business process management (BPM) tool. Visio's visual presentation helps decision makers analyze workflow and see how to streamline processes.

Microsoft Announces Visio 2003 [source SQLMag]

This report will analyse the benefits and dangers of moving intelligence into the network and away from the application nodes, and review the major technologies involved and solutions provided. To be successful in the current economic climate businesses have to have a more flexible business model, which will enable them to outsource business processes, divest themselves of product lines, integrate partner products, support mergers, take advantage of new technologies and opportunities etc. All of this translates into requirements on IT to connect multiple applications within the enterprise and across enterprises in a flexible and robust way. This requires more than just a simple messaging system; it requires intelligence within the network to produce complex business process flows and to ensure changes in one area do not impact existing applications.

Intelligence in the Messaging Layer [source ITDirector]

Metastorm, a Columbia company developing software to automate many of the day-to-day processes instrumental in running a business, said Thursday it had begun selling the newest version of its flagship product. E-Work Version 6 is a software platform designed to perform functions as varied as managing procurement or coordinating human resources. Broadly, Metastorm's software targets an organization's human resources, customer service, finance and operations functions. The 7-year-old company is focusing on the financial services, manufacturing and government sectors, among others. Analysts estimate the "business process management," or BPM, market could hit $6.3 billion by 2005.

Metastorm gathering force with new software [source Washington Business Journal]

Friday, April 18, 2003
A new report suggests that an emerging Web services market focused on new business-process technologies could make the current market for application-integration software obsolete. Emerging service-oriented process software is founded on the notion that data can be integrated in the context of a particular business process. For example, rather than simply moving data between two points, an application designed around a specific process could draw data from several sources through a multistep workflow, such as handling a new insurance claim. "When you're putting together a process, in effect you're integrating," said Ronald Schmelzer, the author of the report. This alternative approach to application integration could mean trouble for companies focused solely on enterprise application integration (EAI). Traditional application-integration middleware takes information from one application source and transports that data to another application. EAI companies "are going to have to think about where the value proposition is," said Schmelzer. "If you're just trying to connect things together as an afterthought, you're never going to win."

Report: Trouble for integration tools [source]

Thursday, April 17, 2003
BEA Systems, IBM, and Microsoft on Wednesday submitted a major standard proposal for Web services to OASIS, snubbing similar work underway at the Worldwide Web Consortium. The trio, all major players in the development of Web services standards, submitted a specification for Business Process Execution Language, or BPEL, which was co-authored by SAP and Siebel Systems. Twenty other businesses have signed on as co-submitters, and OASIS has started the process of forming a technical committee to develop the spec, Microsoft and IBM officials said. Indeed, what's unclear is the effect the submission will have on similar work underway by the W3C. With BPEL, OASIS (Organization for the Advancement of Structured Information Standards) will have work underway in all three major areas of Web services development. W3C officials could not say whether their work would overlap or complement OASIS' effort, because they had not seen the charter that would govern the work of the latter group's technical committee. However, all the BPEL authors are members of the W3C. The standards body couldn't understand why OASIS was chosen. "I would be hard pressed to give a reason why organizations dedicated to getting Web services out the door don't commit to an open way to do their work, having proposals reviewed, having specifications reviewed, and having ways to deal with interoperability requirements," W3C spokeswoman Janet Daly said. Officials with IBM and Microsoft said OASIS was chosen because the organization is more focused on technical issues related to automating business processes, where the W3C was more directed at lower-level infrastructure technology related to Web services, such as SOAP. However, vendors tend to have different perceptions of the W3C and OASIS, Schmelzer said. The former is seen as having rigorous processes and standards for creating and releasing specifications. The latter is perceived as more lax and less controlled about what's released.

IBM, Microsoft, BEA Snub W3C, Submit Web Services Spec To Oasis [source TechWeb]

Microsoft, IBM, and BEA Systems plan to submit their Web services choreography and business process specification, initially proposed in August 2002, to a standards body later this week. According to a source familiar with the announcement, SAP and Siebel are joining the original developers of BPEL4WS, IBM, Microsoft, and BEA, in the submission. Co-submitters of the technical committee charter include the following: Accenture, Akazi, CGEY, Collaxa, CommerceQuest, EDS, Vignette, FiveSight, Handysoft, HP, i2, JDEdwards, NEC, Novell, OpenStorm, SeeBeyond, SourceCode, TeamPlate, Tibco, Unisys, Ultimus, and WebV2, according to the source.

OASIS to get BPEL4WS jurisdiction [source InfoWorld]

IBM, Microsoft and BEA Systems plan to submit a high-profile Web services proposal to the OASIS standards body, company executives say, despite an ongoing effort by the World Wide Web Consortium (W3C) to sort through similar ones. Led by the three powerhouse companies, about 20 businesses will propose the creation of a technical committee within the Organization for the Advancement of Structured Information Standards (OASIS) to standardize the Business Process Execution Language for Web Services (BPEL), which is used to automate complex business processes. The companies, which include SAP and Siebel Systems, planned to make the submission to OASIS as early as Tuesday, according to the IBM executive. An official announcement from OASIS is expected in about a week. Executives at IBM, Microsoft and BEA said that any products based on BPEL can be sold without any royalties to the authors of the specification. IBM and Microsoft intend to implement the BPEL standard within their respective products this year, company executives said. The group of companies, which originally authored BPEL, also plans to publish an update to the BPEL specification when it is submitted to OASIS.

Web Services face a split [source]

As enterprises apply Service-oriented architecture principles to business process management and automation, they will find that such "Service-Oriented Process" solutions will supplant the need for today's integration solutions, concludes a report published today by ZapThink, LLC, an analyst firm focused on XML, Web Services, and Service-oriented architectures. The report concludes that Service-oriented process tools enable business users to assemble business-oriented Web Services into business processes that are themselves exposed as Web Services.

Web Services-based Process to Displace Integration Solutions; Implementing Service-Oriented Process Key to Meeting Business Agility Requirements [source ZapThink]

Thursday, April 10, 2003
In one corner is the Business Process Execution Language for Web Services (BPEL4WS, but most often pronounced "bee-pell"). BPEL4WS is a business process and choreography API that was co-authored by IBM, Microsoft and BEA. Although it is completely proprietary and hasn't even been submitted to a standards-setting body, all three companies already have plans to support the specification in their solutions as though it were a standard. At the very least, IBM and Microsoft will be able to continue focusing on picking off each other's customers as well as BEA's. Unfortunately, while the three companies steam forward on BPEL4WS, the rest of the world is standing in the other corner with a competing specification--the Web Services Choreography Interface (WSCI, pronounced "whiskey). Unlike BPEL4WS, WSCI has taken the first step towards standardization through a submission to the World Wide Web Consortium (W3C) by (which also developed an alternative to BPEL4WS called BPML), Commerce One, Fujitsu Limited, Intalio, IONA, Oracle Corporation, SAP AG, SeeBeyond Technology Corporation, Sun Microsystems, and strange as it may seem, BPEL4WS co-author BEA. This industry chasm over the handling of choreography and transactions in service oriented architectures (SOA), and the costs that could be associated with it, are not to be underestimated. Nor is BEA's duplicitous hedging by appearing as a proponent of both. Forget for a moment the problem of interoperation, or lack thereof, should the industry not agree on a common language for this very critical part of any mission critical application. Let's suppose that BPEL4WS becomes the de facto standard, by virtue of BEA's, Microsoft's, and IBM's support for BPEL4WS in their application servers (which happen to be the application server market's three leading products). The three intellectual property owners would be in the driver's seat not only when it comes to Web services, but for a portion of the Web itself.

Web services in serious jeopardy [source ZDNet]

To business people, it seems that technology is always getting more complex. Technical people feel the same way. Over the last five years, delivering business applications has become much more complex, with layer upon layer of new infrastructure requirements and new features. While this has been good for IT industry players that sell new products for new layers in the "technology stack," it isn't necessarily so good for companies that use them as business tools. When complexity mounts and eventually becomes unmanageable, it's time for action. As Walt Disney once said, objecting to a proposed sequel to his "Three Little Pigs" cartoon, "You can't top pigs with pigs." In the world of business, stacking a thousand doghouses, one atop the other, to build a skyscraper is a great proposition for doghouse vendors, but not for future occupants. Skyscrapers need an architecture of their own - their own paradigm, not a sequel to the doghouse paradigm.

Don't Bridge the Business-IT Divide: Obliterate it! [source and]

Collaborative and transactional business processes don't have a chance if they're not coordinated. In his landmark book, Process Innovation, Thomas Davenport defined a process as follows: Simply a structured, measured set of activities designed to produce a specified output for a particular customer or market. It implies a strong emphasis upon how work is done within an enterprise, in contrast to a product focus's emphasis on what. A process is thus a specific ordering of work activities across time and place, with a beginning, an end, and clearly identified inputs and outputs: a structure for action. This definition, although helpful, hardly begins to explain the true nature of collaborative and transactional business processes. At the very least, the word "coordination" is missing.

Coordination, Coordination, Coordination [source DarwinMagazine]

Tuesday, April 08, 2003
Combining Business Process Management with Composite Application (CA) development can reap rewards for companies now and down the road. It enables them to preserve existing technology investments, provides more agile technology infrastructures, and better supports short-term customer service and long-term business goals. Tom Dwyer, who oversees The Aberdeen Group’s middleware and integration technology group, sees it all fitting together through the "ability to deliver composite application through an easy-to-use intuitive interface - and bringing in content and data, responding to alerts, or easily talking to front-office and relationship marketing systems." He went on to describe industry initiatives to define both processes and business elements. "We're foreseeing the evolution and starting to see the work toward a unified modeling language, so that when you define elements in one company, it's easily understood by another company and you're seeing agreement over the appropriate standards that are underlying the business process model."

Synthesizing The Synergies: BPM And Composite Application Development [source]

As enterprise business processes become more automated, and more interconnected, one piece of technology refuses to go away: the human being. As a result, workflow systems, which handle processes involving human input, have begun to play a larger role in the world of BPM (business process management). Workflow engines, originally used for document-and people-intensive tasks such as processing insurance claims, are now moving into the mainstream, getting incorporated into most major BPM offerings, which must increasingly handle processes involving both computers and people. Unlike straight-through, machine-to-machine processes, things tend to take more time when humans are involved, especially if judgment is required to deal with exceptions in a highly repetitive process. So-called "long-running processes" such as credit approval, new product development, clinical drug trials, and telco provisioning involve many starts, stops, and detours that traditional workflow systems are designed to handle.

Workflow meets BPM [source Infoworld]

Identitech, Inc. announced FYI Visual(TM), an extension to the FYI® suite of business automation and content management solutions, that moves Identitech into the Business Process Management market. FYI Visual is a breakthrough, patented technology that goes beyond traditional charts, graphs, gauges and reports to provide powerful, actionable, real-time displays of business metrics. FYI Visual extends Identitech's solutions for workflow, content management, records management and forms to provide a single, integrated solution for Business Process Management. FYI Visual is also sold stand-alone to provide an actionable and visual interface for any enterprise system.

Identitech Revolutionizes Business Process Management with FYI Visual(TM) [source Identitech]

Monday, April 07, 2003
Business Process Management Systems enable business people to create and change processes with little if any dependence on IT departments, and enable IT managers to cut operational costs. What's more, BPMS helps bridge the business-IT gap. How it does all that was illustrated in the ebizQ webinar, "The Operational Benefits of BPM," part of our webinar series "BPM and the Real Time Enterprise", sponsored by CommerceQuest. In essence, BPMS puts the business process horse before the IT cart, explains Peter Fingar, executive partner of digital strategy firm the Greystone Group. Fingar, who pens a monthly column for ebizQ along with Howard Smith and co-authored Business Process Management - The Third Wave with Smith, says companies today spend 30 percent of their IT budgets on integration, in such forms as EAI and B2Bi. They do it, he says, to build end-to-end business processes. So if business process is the object of integration, asks Fingar, why not put it, and not the application, at the heart of business automation? And that, he adds, is precisely what BPMS does.

BPM Systems: The Great Enablers [source]

Behind every company's brand - the facade it promotes to customers - increasingly stands an extended enterprise, a dynamic value chain of suppliers and business partners interconnected over the Internet. This change is once again focusing CEO attention on business process management (BPM), but with a difference from the workflow and reengineering efforts of the 1990s. Integration has replaced automation as the critical objective of process improvement. Where workflow once tried to stamp out inefficiency by automating isolated functional bottlenecks, BPM software aims to interconnect the myriad islands of process automation created by that earlier effort and to integrate them with the processes of trading partners. E-business inherently means end-to-end processes that cross functional boundaries spanning the extended enterprise.

Three Promises of BPM: Agility, Flexibility, Visibility [source TransformMag]

Here's how and why four companies are placing big bets on business process management. Like a car that runs smoothly instead of stalling at every traffic light, a business that makes good use of business process management (BPM) strategies and technologies can eliminate delays, bottlenecks and errors. Although BPM is very new, pioneers are proving its value.

Well-Oiled Machines: BPM Projects Point to Success [source TransformMag]

Business process management solutions offer obvious payoffs. The challenge is selecting the right solution for your application. Doculabs describes typical applications for BPM and the capabilities and vendors that best fit each scenario. In the current economic environment, organizations are struggling to radically improve efficiency and leverage existing investments in systems while remaining responsive to their customers. At the same time, businesses require systems that are more automated, involve less human intervention and can gather data from multiple systems to provide customers with the products or services they need. These frequently conflicting imperatives are driving demand for business process management (BPM) solutions, especially in process-intensive industries such as financial services, insurance, healthcare and manufacturing. BPM is a framework of applications that maintain complete control over a process. These solutions automatically manage processes, allow manual intervention, extract customer information from a database, add new customer transaction information, generate transactions in multiple related systems and support straight-though processing without human invention when needed (for example, in trade and settlement processing).

BPM: When Speed Counts [source TransformMag]

But as a dazzling array of vendor-driven standards continues to emerge, a fresh set of machinations are proving that the battle for control of Web services standards remains alive and well between two camps: IBM and Microsoft on one side, Sun and to some extent Oracle on the other. The issue reared its head most recently when IBM and Microsoft had declined to participate in the newly formed W3C Web Services Choreography Working Group. But then two Microsoft officials showed up at the initial meeting on March 13 at Oracle headquarters in Redwood Shores, Calif. According to Steven VanRoekel, director of Web services at Microsoft in Redmond, Wash. , the two officials attended the meeting to determine the scope of the group's work pertaining to contract language, which is intended to establish communications between end points. But Microsoft discontinued participation after finding out the group's work on contract language did not coincide with its own, VanRoekel said.

Web services paths remain divided [source Infoworld]

Imagine a world where people speak a language that brilliantly describes the molecular structure of a large object, but can't tell you what the object is - or that it's about to fall on you. You've just glimpsed the arcane world of business process applications. Fortunately, an emerging Business Process Management Language (BPML) standard is beginning to change all that. BPML is being designed as an easy-to-use, declarative language that describes processes in ways that executives can understand and also provides the detail for developers to execute them.

Business Process Management Language (BPML): Automating Business Relationships [source SterlingCommerce and EAIJournal]

In 1931, statistician Walter Shewhart developed a framework for "continuous improvement." What became known as the Shewhart Cycle outlined four key steps for improving processes: Plan-Do-Check-Act. A plan is developed to improve a process; the plan is implemented; the results are tested; adjustments are made; and the cycle begins again. One of Shewhart's most famous students, W. Edwards Deming, took this concept, along with others, to Japan. The manufacturing world has never been the same. The Deming revolution--built around concepts like continuous improvement and just-in-time (JIT) inventory--had a universal impact on global manufacturing. Today, there is a new form of enterprise software that has the ability to do for white-collar business processes what Deming did for manufacturing. Delphi Group believes that business process management (BPM) is "quickly emerging as the moniker for the next killer app in enterprise software." Believe it or not, this may actually undersell the potential impact of BPM. BPM will not just change the software industry--it will change industry in general. Just like Deming.

Pay attention to BPM [source]

The Port of San Diego now relies on business performance management (BPM) processes and technology (courtesy of Comshare) to strengthen its decision-making capabilities and to make those decisions, and the budget derived from them, more visible to the public. It is not alone. Federal, state, and local governments gravitate toward BPM processes and applications thanks to a surge of regulatory and fiscal pressure. As with most types of technology adoption, governmental entities generally lag behind their corporate counterparts—about two to four years, in the case of BPM investment. But that gap is narrowing as governments, spurred on by regulations, declining tax revenue, and a public that demands ever-increasing levels of visibility and accountability, drives governments into a deeper analysis of their financial data and the factors that influence it.

Government Hammers BPM [source InternetWorld]

Citing ingredients necessary for BPM (business process management), an official at Addison, Texas-based BPM vendor Fuego offered attendees at the InfoWorld CTO Forum conference on Tuesday a glimpse of organizations that have shortened the gap between business processes and execution. Fuego CEO Mark Theilken stressed that a BPM implementation must be technology- and application-independent as well as not rely on a single individual for its operation. Theilken added that systems must be designed to represent activities in a single process model. "It's not just Web services you have to integrate, it's also desktop services from [Microsoft] Excel and Windows [plus] integrate mainframe services, and you have to turn Web applications into Web services to integrate that as well," said Theilken.

CTO Forum: Fuego illuminates crucial BPM ingredients [source Infoworld]

In tough economic times, many companies are cutting costs by making internal operations more efficient. At the same time, some of these enterprises are laying the groundwork for carrying efficiencies to activities with customers and suppliers. In attacking wasted time and unnecessary effort on the part of employees, many companies are turning to business process management (BPM) software. These systems consist of a modeling environment capable of building, deploying, and managing business processes, including the flow of forms and documents among people responsible for completing the activities. In addition, the systems contain business logic that ensures tasks are completed before starting the next step.

Companies Tap BPM Software To Automate, Orchestrate Processes [source InternetWeek]

Business software company SAP is strengthening the workflow capabilities of its middleware as it launches NetWeaver to wrest back control of enterprise application integration within the SAP world. For a long time, however, one of the problems it faced was the "big hole" in the process layer - the middleware for integration. Exchange Infrastructure is aimed at plugging this hole. It is less than a year old, but SAP plans to eventually "move the Exchange Infrastructure towards what everything a middleware product will do", said Dale. Instead of sending in armies of programmers, enterprises can define a business process, and the services can be combined to form xApps that snap on to an existing IT environment. Compared to the seven or eight key applications currently offered by SAP, for example, in the areas of human resource management or financials, there will be hundreds of xApps, said Dale.

Integrating the SAP world [source ComputerWorld]

Thursday, March 13, 2003
A World Wide Web Consortium committee began meetings on Thursday to sort out an array of confusing, yet critical, Web services standards. Critics have charged that Microsoft and IBM are reluctant to work with the existing WS-Choreography working group due to the W3C's strict royalty and patent policy. Under W3C guidelines, published specifications cannot include patented technology or demand royalties for usage. Ross-Talbot said that if vendors push standards linked to their proprietary products, "partners would be required to license stuff, and they should not need to. That's why it's absolutely vital to be royalty-free," he said. "Personally I think (IBM and Microsoft are) shooting themselves in the foot."

W3C seeks standards accord [source BusinessWeek]

Wednesday, March 05, 2003
For decades, businesses have organized their automation endeavors around the very unnatural and unbusinesslike concept of the "software application." Applications automate business functions such as accounts payable, order processing, inventory control, human resources, and so on. But today's business applications are often described as stovepipes because they are separated by function, time and the data they manage.

Tearing Down 20th Century Stovepipes With 21st Century BPM [source]

Saturday, March 01, 2003
The Business Process Management Initiative ( today announced the election results for its 2003 board of directors. Re-elected to a second term were Ismael Ghalimi of Intalio, Howard Smith of Computer Sciences Corporation, Jeanne Baker of Sterling Commerce, and J. Matthew Pryor of Versata. Newly elected directors include Sinisa Zimek of SAP, Georg Simon of IDS Scheer, and Stephen White of SeeBeyond. The election process was completed at the organization's Annual General Meeting in Costa Mesa, California. Board members will provide both business and technical leadership as the organization continues its work providing open, royalty-free standards for the management of business processes. announces new board of directors [source]

Thursday, February 27, 2003
Companies today looking for the next wave of IT to squeeze more productivity out of their operations are increasingly turning to BPM software to streamline operations by knitting together business procedures. Their goal is to create a platform that weaves together processes running in different silos of technology, including ERP (enterprise resource planning), customer relationship management and other enterprise software. To the extent that an IT department can do that without having to rewrite major pieces of code, they make processes more efficient, improve profit margins and improve the timeliness of bringing products to market. "The holy grail that everyone has been looking for the past 15 years is to model the business process using some tool and have the underlying implementation product automatically configure to align with that. If we could ever get there, that would be a major, major breakthrough," said Thomas Gulledge, professor of enterprise engineering at George Mason University and president of Enterprise Integration Inc., both in Fairfax, Va. According to Gartner, 55 percent of clients polled said using a BPM engine helped them to automate administrative tasks and reduce costs of transactions or a business event. In the same study, 70 percent said BPM improved coordination across departments or geographies, 70 percent said fewer people were needed to perform business tasks, and 85 percent said they reduced the steps in certain processes. Some 85 percent said they experienced quality improvement, fewer errors, higher productivity per person and a reduction in time to market.

Models Link Processes [source eWeek]

Tuesday, February 25, 2003
This is a column about business processes and their management, the intricate, dynamic, ever-changing manifestations of the economic activity of companies. Today, companies are looking for secrets, skills and tools that will enable them to create and mesh together business processes that are so outstanding that customers will pay to use them, time and time again. Katy Ring of Ovum research explains the essence of business processes: "Whatever your organizational structure, be it in manufacturing, services or retail, your operation is underpinned by processes—the fundamental ways of doing things that are either efficient and appropriate, or, more often, outdated and arthritic."

The Humble Yet Mighty Business Process [source Darwin Magazine]

Although the complexity of the recent technology announcements is overbearing, one of the biggest fundamental changes that is needed but has not yet been discussed is the organizational impact of managing software processes that can be dynamically configured to meet changing business needs. This concept has been introduced in previous AMR articles on the topic of the Chief Process Improvement Officer (CPIO). Today, business processes embedded in software are set in concrete. Many companies have described the endeavor to change processes as analogous to an act of Congress, requiring a cross-functional team of business and technical professionals to enact.But software processes will have the ability to change both dynamically and by business professionals without as much hassle. Changes that will be possible include adding additional participants to an already running process, modifying rules that govern the process, and modifying the process flow itself.

Preparing To Become A Process-Oriented Enterprise [source ebizq and AMR Research]

There's no question that EAI vendors have moved beyond simple integration. Looking back, it's easy to see the stages that many products have gone through: first was the need for transactions-being able to securely exchange data among multiple systems. Most (if not all) have progressed to adding business process management capabilities to enable business-driven change of integration applications. Then business activity monitoring capabilities became important to provide users or business managers with real-time insight into their business processes. So what's next? Of course, there are always new standards, integration sources, and acronyms to keep up with, but where's the center of the gravity heading?

Back To The Future: Development In Focus [source]

Tuesday, February 18, 2003
Ask anyone who deals with reengineering the way a company does business, and they can tell you horror stories about getting software to adapt to changing business processes. Currently, enterprise application integration (EAI) and middleware providers offer some form of workflow or business process management (BPM). But it's typically a task that requires the programming equivalent of extreme mountain climbing skills, especially in situations with applications from several vendors and multiple, independent processes that must be coordinated. Intalio, a nearly four-year-old company specializing in BPM, may have cracked the code for ridding BPM of its rough edges and steep costs. The company's Intalio n³ 2.0 software can reduce the development cost of designing and implementing business processes by up to 75 percent, according to Ismael Ghalimi, Intalio co-founder and chief strategy officer.

A revolution in business process management? [source ZDNet TechUpdate]

Monday, February 17, 2003
Sterling Commerce, leading provider of business integration solutions, released a new white paper aimed at helping organisations understand the complexities of business process management (BPM), and business process integration (BPI). BPM and integration play a key role in providing business and IT managers with the ability to gain greater control over their processes and predictability in managing them. The white paper, entitled ‘BPM and Integration: Enabling organisations to gain control of their businesses’ is available now at: Sterling Commerce commissioned analyst house, Datamonitor plc, to conduct market research into the burgeoning European BPM and Integration market, in a bid for greater understanding of the challenges, business goals, market factors, and perceived benefits driving the growth and uptake of integration solutions across a range of vertical sectors.

Analyst Datamonitor predicts enterprise integration and BPM is key to future business success [source]

Friday, February 14, 2003
Popkin Software a leading developer of enterprise modeling tools, and Intalio, Inc., the business process management company, today announced a strategic partnership to offer a complete solution for modeling, execution and management of end-to-end transactional business processes throughout the enterprise. The joint solution integrates Intalio's n|3 Business Process Management System (BPMS) with Popkin's System Architect® tool set. The interchange technology for the solution is based on the Business Process Modeling Language (BPML) recently released by Organizations are assured of an end-to-end, standards-based, enterprise-scale process management solution that helps them move one step closer to aligning their technology to their business strategies.

Popkin Software and Intalio Partner to Develop Comprehensive Business Process Management Solution [source PRNewsWire]

Wednesday, February 12, 2003
SAP AG and HandySoft Corp. are extending their respective business process management offerings with capabilities that make it easier for enterprises to model and automate frequently used business and technology processes.

New Tools Aid Process Modeling [source eWeek]

Microsoft is also looking to boost the application modeling capabilities in Visual Studio.Net. Software tools companies are looking to fill out their development suites with modeling and design tools in order to appeal to larger companies that have more complex development projects. Whidbey will introduce a Web services-based business-process modeling tool, code-named Whitehorse, according to Microsoft. Application designers will be able to model a business process with the Whitehorse tool and more quickly build applications that involve a multi-step business process. Analysts say business process workflow software, also called choreography or orchestration software, is one of the most important initiatives in Web services standards this year. The start of "Office Process"? ...

Microsoft rebuilds .Net tools [source]

Tuesday, February 11, 2003
Intalio, founded in July 1999, is set to go public with a trio of BPMS (business process management system) products that leverage customers' best-of-breed applications while enabling a process-managed enterprise. Co-founder and Chief Strategy Officer Ismael Ghalimi met with InfoWorld Executive News Editor Mark Jones to explain how the Intalio|n3 BPMS integrates into a company's back-end applications and discuss the delicate subject of his co-opetition with SAP.

Interview: Intalio enables a process-managed enterprise [source Infoworld]

Thursday, February 06, 2003
Recognizing that every integration project requires development, and every development project requires integration, BEA eWorld speakers will highlight a model for looking at the two as one, and will outline a coordinated solution. This clever positioning of BPM as an extrapolation of application development and EAI is a significant step towards acknowledging the existence of the market for BPMS.

BEA discusses new model for application integration and development [source]

Business processes exist in every corporate activity,from buying and selling, to delivering products and services, to interacting with customers and partners. Processes often help define a company's competitive advantage and provide an opportunity to achieve strategic gains. What better way to hone a competitive edge than by converting inefficient, manual activities into streamlined, structured processes that can be automated and closely monitored to support business innovation?

Business-Process Innovation [source OptimizeMag]

Tuesday, February 04, 2003
In a research note dated December 5, 1997, the Gartner Group identified "Nine Reasons Why IS Organizations Do Not Do BPM." At the time, "BPM" referred to business process modeling rather than business process management. All that has changed. Today, process modeling tool vendors are forming alliances with companies that supply platforms for Business Process Management.

BPM's Third Wave: From Modeling to Management [source and]

Sunday, February 02, 2003
What prompted Siebel Systems Inc. to run an ad in today's Wall Street Journal with big bold letters stating "CRM Reinvented"? The answer: Siebel's joint agreement with IBM Corp. to integrate into IBM's WebSphere application server. The agreement, which expands on IBM's and Siebel's three-year relationship, provides an open standard for connecting and integrating applications and "will blur the lines between a custom developed solution and a blended solution," says Jeff Scheel, vice president and general manager of alliances at Siebel. Siebel aims to address the needs of large enterprises' heterogeneous environments by standardizing on IBM's WebSphere, which is an open standards platform using J2EE. According to Gartner Inc., Scheel says, the total market for applications in CRM is $25 billion worldwide, but $21 billion is spent on custom developed software. "The packaged application share of that market is small. By going to native application server providers customers will be in a better position to seamlessly mix our software with proprietary applications they built on WebSphere and niche applications that might be beneficial to their industry," Scheel says.

Siebel Integrates to IBM's WebSphere [source DestinationCRM]

SAP AG announced the launch of the next evolutionary step of its integration and application platform designed to provide extensibility across heterogeneous IT landscapes. SAP NetWeaver enables organizations to integrate people, information, and business processes across technologies and organizations. Additionally, SAP takes the technology high ground by designing SAP NetWeaver to be fully interoperable with Microsoft .NET and IBM WebSphere (J2EE), providing customers with flexibility to manage heterogeneous infrastructures, minimizing complexity, and reducing total cost of ownership. With NetWeaver, SAP introduces two enhanced capabilities -- composite application framework and master data management -- that extend the technology stack beyond the initial capabilities of mySAP Technology. The new composite application framework built into SAP NetWeaver enables SAP and its partners to create new applications targeting cross-functional business processes through tools, frameworks, rules, and methodologies. These include, for instance, an object access layer that allows customers to abstract from the underlying heterogeneity and to create a unified development and deployment environment.

SAP Announces Integration And Application Platform, SAP NetWeaver [source TMCnet]

By the first half of this year IBM Corp. will aggressively extend the Java Enterprise Edition 2.0-based architecture of WebSphere to a services-based architecture that allows developers to build applications with integrated workflow, business rules, and network-based transaction capabilities. Although IBM does not plan to de-emphasize J2EE in any way, company officials on Monday said they believe that J2EE-based technologies alone are not sufficient to accommodate the emerging on-demand computing environment that is central to many of its strategies going forward. Hebner said the applications built using the new architecture will inherently be able to integrate business processes across an organization dynamically so users can treat them as individual business services. This is something that cannot be accomplished using just J2EE and Web services technologies.

IBM eyes services-based role for J2EE [source ComputerWorld]

Monday, January 27, 2003
Just when enterprises thought they could finally get all their different technologies to dance to the same tune with Web services, the performers have started squabbling. Where does that leave business? Most chief information officers just want to get on with integrating their systems. Of course, they want to pay as little as possible for the Web services that will do this, especially in this economy; and so they're not likely to cheer for the royalty lobby at W3C. They want to leverage their current technological assets, and are loath to spend large sums on risky new ones. In the meantime, their shoelaces are tied, and they can't dance much even if they want to. What business wants is to get on with the prospect of getting all the various systems working together, and the longer they think about it, the more complex and intricate the prospects of integration become. And the last thing they want is to be stalled by squabbling tech companies whose conflicting choreography technologies threaten to break all the dancing couples apart and turn the whole thing into a huge mess.

Web services designers out of step [source The Globe and Mail]

Tuesday, January 21, 2003
While the vision of business process management or BPM is not new, existing theories and systems have not been able to cope with the reality of business processes - until now. Analysts report that BPM may provide the greatest return on investment of any software category on the market today. BPM gives companies the ability to cut operational costs at a time when the economic downturn makes it increasingly difficult to boost revenues. BPM is not just another form of automation, a new killer-app or a fashionable new management theory. It's all about discovering what your company does by explicitly defining and digitizing its business processes, and then managing the lifecycle of improvement and optimization in a way that translates directly to live operations.

BPM’s Third Wave: Build To Adapt, Not Just To Last [source and]

Monday, January 20, 2003
Disagreement over intellectual property issues could derail efforts to create new Web services standards. The World Wide Web Consortium (W3C) this week established a working group to define and establish rules for Web services choreography, which seeks to map out how Web services interact to form business transactions. Web services is an increasingly popular way to build and link business software. The W3C hopes that by establishing a standardized language for choreography, businesses will be able to more quickly build complex applications that involve interlinking several Web services. Without a common language for choreography, the world of Web services risks balkanization, the W3C warns.

Dancing around Web Services [source]

Wednesday, January 15, 2003
Intalio Inc. and Fuego Inc. are leveraging XML in forthcoming upgrades to their respective BPM software that ease not only the creation of business process models but also the execution of those models.

Intalio, Fuego Tap XML to Extend Business Processes [source eWeek]

Start-up Intalio will next week debut new software to help automate business processes, entering a market segment that is poised for growth, according to analysts. The company, one of a handful of business process management (BPM) software specialists, has developed software to model and build programs to automate complex processes such as product manufacturing and acquisition of raw materials. BPM software includes tools to model and build systems and to link these to existing databases and other business applications.

Start-up greases wheels of business [source CNET]

Thursday, January 09, 2003
Microsoft is not the only company to have figured out the importance of process-focused integration; there is a whole raft of smaller specialist infrastructure providers now working to build out comprehensive "business process management" suites to unify people, business processes and business information. But Microsoft going further than most others can take itself a step closer to the proposition of packaged application suppliers. The packaged application suppliers are at it, too. Siebel (with its much-publicised Universal Application Network or UAN) and SAP (likewise, with its Exchange Infrastructure and xApps) are high-profile examples of application players making moves to ensure that they have a stake in this cross-entity, interoperable, process-driven future. There is no doubt that these companies understand the potential threat from business process management technology suites.

Project Jupiter [source ComputerWorld]

During the economic downturn that began with the new millennium, many CEOs found they did not have adequate knowledge of and control over key business processes to respond quickly enough to fast-changing conditions in a focused, intelligent manner. The events of Sept. 11, which instantly changed business conditions in many markets and left companies and government agencies scrambling to respond, reinforced this lesson. To improve their business process agility, many Global 2000 organizations are looking to deploy business performance management (BPM) principles and solutions (both suite-based and those assembled in-house from best-of-breed BPM tools) to enable a closed-loop measurement and planning process for core business processes.

BPM: Plan globally, act locally [source ZDNet Tech Update]

Wednesday, January 08, 2003
With companies focused on being more efficient and leveraging existing systems, business-process management is a top priority. While it isn't new, the definition of "process" continues to broaden. A process is any business function or set of functions that includes the interaction of large numbers of distributed people and disparate systems, where management, coordination, and automation of tasks and decision-making would provide a business benefit. The value of managing business processes has given rise to a market for BPM technology products. These provide frameworks that can be used to develop multiple applications that manage or simply participate in business processes.

Blurring The Boundaries [Blurring the boundaries]

Wednesday, January 01, 2003
Credit Giant TransUnion's nascent mortgage and personal loan business is growing fast, and Executive Vice President and CIO Len Lombardo will not let technology slow it down. "We don't want any software package putting restrictions or dictating how our business can act," says Chicago-based Lombardo. "Our product guys are very creative, and there's so much competition out there. We've got to be able to react." Lombardo's need for speed and flexibility rings true in nearly any business. Ideally, companies should be able to quickly automate their business processes while also being nimble enough to optimize those processes over time. In practice, companies often find themselves bound to the business rules hard-wired into their enterprise applications because modifying the software is so difficult. Business process management (BPM) software seeks to turn the tables.

Process Power - The latest process management tools put business users in control [source CIO Magazine]

Tuesday, December 31, 2002
Once you've gotten past the first stage, what's next? We all know that EAI and integration tools started out by focusing on connectivity-getting application A to talk to application B, or getting data from system A into system B. As integration vendors have begun rejuvenating their product lines over the past few years and extending them into business process modeling, business activity monitoring, and other areas, some businesses are wondering what the benefits really are of these new capabilities. Are they bells and whistles or a core part of future systems?

Integration Matures With Business Activity Monitoring [source ebizq]

It's no mystery that businesses need to react to changing market conditions faster than ever. But how do you improve your current business operations while adapting to constantly changing market and customer needs? One of the keys to this effort is gaining an understanding of your organization's business processes, which can define how effectively the company is managed. To address these needs, a new generation of tools is emerging to give executives visibility into business processes, providing essential information for understanding--and improving--their operations. These tools are critical for businesses in a variety of industries--from manufacturing companies to financial services organizations to government agencies. For example, a mortgage lender with a goal to reduce approval cycle time by 30 percent could track progress and identify potential roadblocks to achieving the goal. By analyzing various metrics of its business processes, the organization could evaluate types of loans processed, processing time for each, customer response time, productivity per employee, and also take corrective action to realign any areas of the process.

Process Visibility: The Key to Optimizing Business Operations [source Filenet and ebizq]

Friday, December 27, 2002
A raft of business process management upgrades from IDS Scheer AG, Intalio Inc. and IBM should aid corporations looking to map and integrate business processes at the department level. IDS Scheer, of Saarbrücken, Germany, and Intalio, of San Mateo, Calif., next month will announce new versions of their respective BPM software suites. Separately, IBM last week announced the commercialization of BPM capabilities it gained with its acquisition of Holosofx Inc. in September. The Armonk, N.Y., company next year will add those capabilities to its WebSphere integration offerings.

BPM apps take on integration for departments [source eWeek]

ILOG and Versata have aligned to further an existing partnership designed to more tightly tie executive dashboards to process engines. To that end, the companies announced the second phase of a partnership designed to create customized end-to-end BPM (business process management) solutions that enterprises need to power real-time executive dashboards for monitoring and responding to changing business conditions.

ILOG, Versata team to customize BPM [source InfoWorld]

Tuesday, December 24, 2002
A raft of business process management upgrades from IDS Scheer AG, Intalio Inc. and IBM should aid corporations looking to map and integrate business processes at the department level. BPM software in the ideal state lets users model business processes with graphical tools, map improved processes and integrate those new processes across existing enterprise applications. But few tools live up to that promise in every situation. By modeling and mapping at the department level, enterprises can move the process closer to the end users who are most familiar with the processes.

BPM Apps Take on Integration for Departments [source eWeek]

Friday, December 20, 2002
This author claims that current BPM models have a weakness: "Often they do not bridge the gap between structured and unstructured environments. Collaborative BPM combines the worlds of c-commerce and BPM to provide a more expansive model of process logic." Well, that might be true of some BPM, but not all. If he wants
to define collaborative BPM, I suggest he look at the Pi-Calculus adaptive processes of BPML.

Business process logic - half empy or half full? [source EAIJournal]

Thursday, December 19, 2002
For the past fifty years, computers have been seen as "data machines." But the demands of the new business process management are taking IT in another direction. Business processes of all shapes and sizes are the focus of management attention today—management wants to overcome the great "business-IT divide" and gain control over business processes.

The Next Fifty Years [Darwin Magazine]

Monday, December 16, 2002
The congestion in the market for standards shows that, despite the splash made by Microsoft and IBM, there is still considerable resistance from competing organizations. The Business Process Management Initiative ( touts BPML, with backing from BEA Systems (who also support BPEL4WS), Sun Microsystems, and SAP, among others. The Workflow Management Coalition (WfMC) offers XPDL. Even the United Nations is involved, standing behind BPSS, which is part of the larger Electronic Business XML (ebXML) initiative run by OASIS.

A fight to the finish for Business Process standards [source Web Services Journal]

Wednesday, December 11, 2002
To provide true business benefits, a portal must enable business users to define processes and information flow between applications. A portal should also give business users the capability to report on specific events that they define. From an architectural standpoint, portals need to provide an integration layer that performs translation, transformation, single sign-on and business process management (BPM) to connect disparate systems, thus moving away from point-to-point connectivity. Process integration enables portals to provide portlets that are architected with a clear separation of the presentation layer from application connectivity, making portlets flexible instead of brittle.

Integrating Enterprise Portals with BPM [source Oracle and]

Sunday, December 08, 2002
Business Process Management defines, enables, and manages the exchange of enterprise information through the semantics of a business process view that involves employees, customers, partners, applications and databases. It has to be capable of modeling a process, brokering that process, delivering it with straight through processing (STP), and then managing it, all within a single environment. Aberdeen's BPM practice focuses on the technologies developed and marketed to model, build, execute and manage business processes across multiple applications and business boundaries. The BPM software layer unifies people, business rules, and information into a single, flexible, end-to-end platform. As a technology, BPM is really a natural convergence of EAI and B2B technologies. It's really a business oriented integration framework that knits IT operations and business strategy together.

Darcy Fowkes on Aberdeen's Business Process Management practice [source Aberdeen]

Wednesday, December 04, 2002
Standards bodies and software vendors are putting the final touches on a number of Web-services specifications that could revolutionize the way companies collaborate. The standards are related to XML, a language used by businesses to model enterprise data that's become an instrumental part of Web services. While the technology that underlies each of the new specs marks up data similarly to XML, its capabilities go far beyond that of XML's. "This is something weird and different," says Howard Smith, chief technology officer at Computer Sciences Corp. Europe. "It's not Web services, it's not the reinvention of workflow, it's not process-management workflow, it's new. It unifies those things. It's like taking the best of every other paradigm and building a nice new model." BPML, the Business Process Markup Language, is published by the Business Process Management Initiative, a group backed by dozens of major IT vendors, including BEA Systems, CSC, SAP, and Sun Microsystems. It released the first draft of the language in August. Compared with XML, BPML lets users model a company's business processes from top to bottom.

A New Way Of Collaborating [source InformationWeek]

Tuesday, December 03, 2002
Imagine a world where people speak a language that brilliantly describesI the molecular structure of a large object, but can’t tell you what the object is — or that it’s about to fall on you. You’ve just glimpsed the arcane world of business process applications. Fortunately, an emerging Business Process Management Language (BPML) standard is beginning to change all that. BPML is versatile enough to describe the process of hosting a dinner party, yet sophisticated enough to handle describing how computer system “A” talks to computer system “B.”

BPML: Automating Business Relationships [source EAIJournal]

Building off technology gained in its acquisition of Holosofx, IBM next year will begin customizing a set of management consoles that let users in vertical industries monitor business processes pertinent to them. Such industry-specific dashboards represent the next iteration of an existing trend around creating pre-built integration processes for banking, insurance, healthcare, and other sectors. Out-of-the-box processes, for example, address a business event such as "settle claim," and are designed to reduce manual, connect-the-dots-like coding needed for a process to properly execute and pull data and logic from back-end systems.

IBM to 'verticalize' management dashboards [source IBM/InfoWorld]

With the SAP Exchange Infrastructure, which includes the business engine, SAP delivers a new software component for connecting heterogeneous components in a system landscape, even when many of the components come from non-SAP software vendors. It is message-driven, that is, loosely coupled, to enable each system in a heterogeneous system landscape to remain independent. Incoming messages are converted and routed directly to the relevant system; however, sometimes the response depends on what messages have been received previously. This means that the SAP Exchange Infrastructure has to keep track of the messaging to determine what to do next. Business process management (BPM) is the name given to this science of tracking and driving processes in a heterogeneous environment. If you already use workflow management this may sound familiar to you, but there are differences.

SAP using BPML [source SAP]

Popkin Software, a leading developer of enterprise modeling tools, today announced full, integrated support for the first public draft 1.0 of the Business Process Modeling Language (BPML 1.0) in its flagship enterprise modeling tool, System Architect. Created under the auspices of the Business Process Management Initiative ( within which Popkin is a leading author, the new BPML standard provides a formal model for modeling executable end-to-end business processes that address all aspects of enterprise business processes. The new BPML standard also offers support for XML Schema-based process definitions for streamlining communications among the heterogeneous systems and modeling tools used in Web services. "With the introduction of BPML 1.0, the IT community now has a long-anticipated standard for modeling and execution of business processing," said Jan Popkin, CEO, Popkin Software. "We have worked long and hard to help bring this idea to reality. This new standard will bring all the advantages of a shared business language to companies and their communications with their customers, suppliers and partners. Plus, it sets a strong foundation for modeling future technologies, such as Web services."

Popkin Software to Offer Integrated Support for
Release 1.0 of Business Process Modeling Language (BPML)
[source Popkin]

Monday, November 25, 2002
Standards bodies and software vendors are putting the final touches on a number of Web-services specifications that could revolutionize the way companies collaborate. The standards are related to XML, a language used by businesses to model enterprise data that's become an instrumental part of Web services. While the technology that underlies each of the new specs marks up data similarly to XML, its capabilities go far beyond that of XML's. "This is something weird and different," says Howard Smith, chief technology officer at Computer Sciences Corp. Europe. "It's not Web services, it's not the reinvention of workflow, it's not process-management workflow, it's new. It unifies those things. It's like taking the best of every other paradigm and building a nice new model." BPML, the Business Process Markup Language, is published by the Business Process Management Initiative, a group backed by dozens of major IT vendors, including BEA Systems, CSC, SAP, and Sun Microsystems. It released the first draft of the language in August. Compared with XML, BPML lets users model a company's business processes from top to bottom.

A New Way Of Collaborating [source InformationWeek]

Saturday, November 16, 2002
The new book provides the first authoritative analysis of how Business Process Management (BPM) reinvents traditional business reengineering and links business strategy directly to process execution. Written by Computer Sciences Corporation's Howard Smith and acclaimed co-author Peter Fingar the book heralds a breakthrough in process thinking that obliterates the business-IT divide, utterly transforms today's information systems and reduces the lag between management intent and execution.

"Despite the surrounding confusion and hype, BPM is now recognized as the pragmatic path to agility as companies adapt to the current business landscape," said Ismael Ghalimi,'s Chair and Intalio's Chief Strategy Officer. "This book provides the accurate and in-depth information that business leaders require to successfully implement BPM projects today." endorses landmark book: Business Process Management: The Third Wave [source]

A new XML standard for automating business process management was released as a final draft Wednesday, setting the stage for the addition of standards-based workflow capabilities to enterprise servers and applications.

Business Process Standard Moves Forward [source InternetWeek]

The Business Process Management Initiative ( Tuesday took a step forward in its quest to create a new standard for describing business processes within Web services, with the release of the final draft of the Business Process Modeling Language (BPML 1.0) specification and. also released the first public draft of the Business Process Modeling Notation (BPMN 0.9) specification.

Standards Group Airs Business Process Spec [source]

Wednesday, November 06, 2002
Could this be the beginning of a beautiful friendship? Web services and business process management (BPM), two promising if arcane approaches to software design, may prove to be a potent combination. If analysts' predictions come to pass, the perennial question that haunts most companies' software strategies — whether to build or buy — may give way to a build-and-buy approach, with Web services and BPM able to tie it all together. The result, say analysts, is that software now in use — whether packaged applications or homegrown systems — once integrated and recombined with help from Web services and BPM, could provide unprecedented flexibility while protecting current investments. And while the vision of broad "end-to-end" integration is still a ways off, companies are taking early steps.

Web Services: A Work in Process [source]

Friday, October 18, 2002
IBM is gearing up to take WebSphere V5 live, as the company offered a sneak peek this week of some of the upgrades over previous versions. Chief among these, according to IBM Director of Marketing for WebSphere Scott Hebner, is the addition of an integrated workflow engine geared to tie Web services together. The Armonk, N.Y. firm claims it is the first full Web services workflow tool for the Java Enterprise Edition. Gartner analyst Jess Thompson told the news is an indication of how IBM is assimilating the assets of such workflow integration and business process management purchases as CrossWorlds, MetaMerge and Holosofx. This, Thompson said, is important because those firms contain certain assets that overlap with features of IBM's Websphere MQSeries integration software. Thompson said he estimates the streamling of those assets may take three to four years.

Big Blue Busting to Break Out WebSphere V5 [source Internetnews]

Thursday, October 17, 2002
Microsoft's web-services strategy, until now focused on the tactical issue of IT plumbing, is shifting to the more strategic, and tougher, set of problems involving business processes. Products in development, described for the first time last week, aim not only to connect employees and companywide operations but also to improve collaboration and maybe even reinvent processes. It's a big step for a company with a 25-year reputation as a platform provider. The new spin became clearer last week, as Microsoft executives appeared at events on both coasts to describe how new XML-based products will address collaboration, business-process management, and real-time visibility of data.

Microsoft's new blueprint aims more squarely at business processes and collaboration [source InformationWeek]

Saturday, October 05, 2002
Lombardi Software has announced version 3.3 of TeamWorks, the company's business process management (BPM) platform that connects people, processes and systems. "Our customers are deploying TeamWorks to tie their business processes with their business objectives, which include improved revenue and operational efficiency," said Rod Favaron, president and CEO of Lombardi Software. "By managing, monitoring and optimizing their processes, they're removing process latency, reducing costs, resolving supplier and customer issues and plugging revenue leaks." Business processes typically span multiple organizations and systems, creating process gaps that employees bridge with time-consuming, manual steps. To solve this problem, TeamWorks branches across various systems, gathering and delivering information from the right application at the right time so people spend their time on the process, not searching for data. Since most business processes require some level of human involvement to resolve process exceptions and respond to business events, TeamWorks can be used for processes throughout an enterprise.

Lombardi Releases TeamWorks 3.3 [source EAI Journal]

FileNET, a provider of Enterprise Content Management (ECM) solutions, has introduced the Process Analyzer, a new reporting and analytics tool designed to help enterprises optimize their business operations and increase the returns they realize from their BPM investment. Using a graphical interface, the Process Analyzer provides visibility into business processes with comprehensive tracking metrics and reports. For customer service intense organizations, the Process Analyzer can help manage performance by analyzing key elements of business operations, such as the types of inquiries processed, processing cycle times, customer response times and productivity per employee. "An organization's processes and its ability to execute on those processes truly define its business performance," said Michael W. Harris, senior vice president, products and strategy for FileNET. "By enabling real-time reporting in an easy-to-use package, the Process Analyzer is the first solution to take BPM out of the back office and make it accessible for executives and line-of-business managers. The Process Analyzer is a powerful tool that enables enterprises to measure and prove the value of their business operations, respond more quickly to market demands and opportunities, develop best practices and continuously improve their operations."

FileNET Introduces Process Analyzer [source EAI Journal]

Friday, October 04, 2002
In late June 2002, Sun Microsystems and three partners introduced a proposed choreography standard aimed at filling in the gaps between existing orchestration technologies. Developed by Intalio, BEA Systems, SAP, and Sun, the Web Services Choreography Interface specification (WSCI)—pronounced "whiskey"—is an XML specification for the flow of messages between interacting Web services. WSCI is the first time you can look at orchestration in a useful way because it brings in the notion of anticipated behavior," Friedman of META Group says. Step-by-step, subprocess technologies like orchestration languages are absolutely necessary to automate business flows, but simply specifying the order of steps in a process is not enough.

Web Services Wars Take Artistic Turn

Tuesday, October 01, 2002
IDS Scheer the leading provider of business process excellence services and tools, today announced that IDS Scheer Inc., Philadelphia, USA, has extended its relationship with Intalio, a most important developer of business process management software. Through the agreement, IDS Scheer and Intalio will develop a joint solution to integrate the Intalio|n3 Business Process Management System into ARIS to offer a complete solution to design, implement, execute, and manage intra- and inter-enterprise processes using IDS Scheer's award-winning ARIS Tools. The announcement takes the IDS Scheer/Intalio partnership to the next step, reflecting a stronger technical integration between the companies' flagship products. IDS Scheer will leverage the Intalio technology to deliver a single solution, enabling its huge customer base to use ARIS, the market-leading software for business process modeling, to manage the entire business process lifecycle from the design and deployment of business processes, to their operative execution and optimization. The companies is also joining forces to provide marketing, sales, and support for the product worldwide. "We are looking forward to continuously growing our relationship with IDS Scheer, and leveraging the synergies between our products and expertise," commented Tom Meyer, CEO of Intalio. "By integrating the Intalio technology with the ARIS solution, we can bring our vision to IDS Scheer's global customer base, and help organizations around the world achieve efficiencies and reduce costs with 'straight-through' process deployment." The solution will enable customers to use ARIS to create executable business processes, including all the required system bindings and messaging for the collaboration of multiple process parties. These processes can be deployed across a wide range of enterprise applications and platforms to enable process-driven automation and collaboration throughout the lifecycle.

IDS Scheer and Intalio Extend Relationship to Develop Joint Business Process Management Solution [source IDS-Scheer]

The new business process modelling language (BPML) 1.0 specification will be given a kick-start with its first implementation in a new release of System Architect enterprise modelling tool from Popkin Software. BPML provides a formal approach to modelling end-to-end business processes. It also supports XML-based process definitions to help communication between multiple vendors' systems and modelling tools used for web services. It is developed by the Business Process Management Initiative (BPMI) organisation, a large consortium of vendors and users that includes IBM, Hewlett Packard (HP), BEA, Sun and SAP, and modelling tools companies Rational, Casewise and Popkin. [BPML] is critical to web services because it defines how partners collaborate together," said Martin Owen, Popkin Software EMEA consulting service manager. "How do you know whether the system is going to operate if you don't consider the end-to-end architecture?"

BPML kick-start from System Architect [Source VNU and Popkin]

Monday, September 16, 2002
A proposal by Oracle that could help unify emerging specifications for orchestrating Web services met with a mostly positive reaction Thursday at a meeting of the World Wide Web Consortium. The database vendor asked a W3C working group to form a new industry-wide working group whose charter would be to find consensus among a handful of emerging Web services standards for choreographing business-to-business transactions. Oracle said it was concerned that too many overlapping specifications, supported by various vendors, already exist. A number of choreography-related proposals have been proposed recently besides BPEL4WS and WSCI. Other proposals include WSCL (Web Services Conversation Language), BPML (Business Process Modeling Language), and ebXML BPSS (Business Process Specification Schema).

Proposal to unify Web services standards gets backing [source Infoworld]

Sunday, September 15, 2002
The recently announced Business Process Execution Language for Web Services (BPEL4WS) is a platform for executing business processes so that they can be more easily reused and integrated with other processes. The specification enables simple execution of such processes in a web services environment. The first review of BPEL4WS suggests that the proposal is compatible with IBM and Microsoft products and therefore the proposed standard may receive de-facto support through adoption of these vendors' products. It is also apparent that almost all the features of BPEL4WS are already represented in the WfMC XPDL specification. However, there are numerous additional capabilities in the WfMC standards, such as Wf-XML, which is the process execution standard, that were not found in the specification announced by Microsoft and IBM. We believe that the WfMC standards are consistent with, but go far beyond those recently announced by these vendors.

WfMC speaks out on BPEL4WS [source WfMC]

Thursday, September 05, 2002
A brighter day is breaking as a slew of technologies are making "straight-through processing" and real-time applications more affordable and pervasive. Going forward, Web services promise to have a dramatic impact by easing application integration and delivering real-time information to places that batch data couldn't reach. In the meantime, technologies for connecting applications, data, and users -- and technologies for monitoring, analyzing, and optimizing real-time business processes -- have already made major strides. "You need a set of technologies that allows you to manage the state of the process," says Stefan Van Overtveldt, IBM program director for WebSphere technology marketing in White Plains, N.Y. If a customer changes an order while the product is being built on the factory floor, for example, a set of pre-established processes based on business rules can respond (such as "redirect other inventory to this customer based on customer priority"). Those processes can be designed and modified graphically, Overtveldt says, and the process model can be kept separate from the underlying IT implementation.

Dawn of the real-time (process) enterprise [source Infoworld]

Fortune 500 companies must face the facts: Their ability to generate shareholder value depends heavily on how effectively they execute business processes. The more efficient their processes, the more revenue and profit they generate. But they face a huge challenge. Consider what the typical Fortune 500 company is up against. They must manage and optimize more than core processes and more than 2000 related sub-processes to run their business. AMR estimates that less than 10% of enterprise applications are integrated into a dynamic framework that lets a company respond quickly to market condition changes.

Key concepts for business process optimization [source EAIJournal and LombardiSoftware]

Tuesday, September 03, 2002
Unlike earlier distributed computing technologies, Web services and XML give the software industry a chance to finally realize the "standardization dream" enjoyed by industries such as transportation and manufacturing, said Iona CTO Eric Newcomer. During his keynote speech at the XML Web Services One conference, Newcomer said that the proliferation of XML-based Web services standards and development -- particularly around application integration -- will enable software "mass assembly" on a wide scale. The era of process manufacturing is close at hand.

Iona CTO touts Web services 'standardization dream' [Source InfoWorld]

Tom Siebel sees an enterprise computing future that's dominated by automated business processes and that's based on best practices and applications delivered as Web services. In the not-so-distant future, applications will write themselves to conform to pre-established business processes, Siebel said.

No Future for individual applications [Source eWeek]

Business Process Management (BPM) technology enables government agencies to dismantle obsolete bureaucratic divisions by cutting the labor- and paper-intensive inefficiency from manual, back-end processes. Faster and auditable processes allow employees to do more in less time, reducing paper use as well as administrative overhead and resources. The BPM layer can manage change, one of government’s most difficult challenges. Organizational impediments such as size and complexity, contradictory policies and directives, and difficulty coordinating across organizational silos all contribute to the challenge of managing change. In fact, many projects fail because of these impediments, and because organizations do not understand the importance of managing change. BPM offers government agencies a compelling solution.

Business Process Management — the Key to Efficient Government [Aberdeen Group]

Thursday, August 29, 2002
BPM is a technology that helps writing complex applications, it is part of the application model as Intalio put it when it founded, it is a component that enables corporations to run and manage the process-oriented business logic of the their applications at a common level as opposed to the current situation where this type of business logic is buried in code in all applications. So how does this application model look like today? How is BPM is positioned in the application model? The current forces when designing new applications are two fold: a) every application must be able to evolve rapidly -this is not so new-, b) most applications cannot be developed in isolation, they must integrate readily with their environment (typically other applications) -this is rather new, as the cost of ownership and the value of the application both strongly depend on how well they integrate with their environment.

The End in Mind and The Infrastructure Battle [source]

One factor that prompted IBM, Microsoft, and BEA to get together in the first place, says analyst Sharyn Leaver of Forrester, was the existence of organizations like and WSCI (which counts SAP, Sun, and BEA as members), which were making inroads into the Web services standards game. "BPMI's language, BPML, was gaining momentum. Also, Microsoft and IBM's separate process standards, XLANG and WSFL, were competing." Leaver says that IBM, Microsoft, and BEA are pushing for standards that could take Web services past the level of internal integration and into full-fledged business process management (BPM) between partners. It's about "using the same terms to represent an event, process, or partner, and interoperating," she explains.

New Web Services and BPM Standards [source line56]

Proponents of the specification BPML (Business Process Modeling Language) came out in support of BPEL4WS, saying the two specifications were so technically similar that they would be a good complement and likely would head toward convergence in the future. "You finally have all the vendors agreeing on a common way, at the model level, to describe business processes," said Ismael Ghalimi, chairman of, which created BPML, and chief strategy officer at Intalio, in San Mateo, Calif.
BPMI position statement can be downloaded from the web site of the

Steering the course [source Infoworld]

Monday, August 12, 2002
Web services are touted as the new game in town, promising to harvest and harness dynamic just-in-time value opportunities over the Internet. The buzz is to extend, reuse, and redeploy existing technology investments in an effort to capitalize on the wealth of the Internet. These are big ideas and big promises, and like every new thing that crops up in any industry, roads must be paved from the existing infrastructure to the new technology. This Aberdeen Viewpoint articulates how the loosely coupled, self-describing components known as Web services will interact with Business Process Management (BPM) suites, and how these suites will leverage Web services.

Business Process Management - What Do Web Services Have to Do with It?

Friday, August 09, 2002
Businesses need to constantly adapt their processes, yet they are often held back by static IT systems that aren't designed to exploit future opportunities. Business process management (BPM) is a new change management and systems implementation methodology that overcomes this problem. Supporting BPM are new software solutions called business process management systems (BPMS). This report helps software vendors, service organisations and end users determine where the software and service opportunity lies in BPM.

In the current economic climate, business process flexibility is key to organisational survival. But the logic of business process tends to get hard-wired into highly expensive IT systems that are complex and stifle innovation. However, the BPMS is a new kind of software suite that enables organisations to build flexible, responsive systems with speedy integration into existing software infrastructure. Both EAI and workflow vendors are now scrambling to add capabilities to their offerings, while new entrants and service companies are trying to position themselves for what they anticipate to be a lucrative market opportunity. Ovum’s report, Business Process Management: a Systems Solution to Crisis, helps you to understand this technology and what it represents.

Business Process Management: A Systems Solution To Crisis [source Ovum]

Microsoft, IBM, and BEA Systems have pre-announced that they intend to unleash a trio of proposed Web services standards that address several unmet needs of the nascent services-oriented application model, according to sources. With these standards, the companies are looking to solidify workflow and business process execution as well as transaction integrity and coordination. Primary among the new proposals is the awkwardly named BPEL4WS (business process execution language for Web services), which represents the marriage of two rival standards, WSFL (Web services flow language) from IBM and XLang from Microsoft. An executable language, BPEL4WS is designed to ensure that differing business processes can understand each other in a Web services environment. Many industry observers had expected WSFL to subsume XLang as a standard.

Microsoft, IBM, BEA to unleash trio of Web services specs [source Infoworld]

The World Wide Web Consortium has published WSCI as a note.

Web Service Choreography Interface (WSCI) 1.0

Tuesday, July 23, 2002
Computer Sciences Corporation has anounced its adoption of Business Process Modelling Language (BPML) 1.0 as a foundation of its e3 enterprise architecture. CSC identified nine major business drivers forcing the types of changes BPM is designed to address. They include consolidation, mergers and acquisitions, joint ventures, divestitures, regulatory compliance, business model shifts, changing customer expectations, industry standardization and business process outsourcing.

CSC adopts BPML as foundation for E3(SM) enterprise architecture [source CSC]

Wednesday, July 17, 2002
Forrester says "Almost two years after inception, -- now backed by more than 130 members -- has released the first public draft of its Business Process Modeling Language. Our take? Firms should bet on BPML for describing end-to-end business processes."

BPML 1.0: A Step Toward Process Interoperability [source Forrester]

BPM is a hot topic these days – and the financial figures behind BPM show why. This article looks at the business case and ROI of BPM. Barry Murphy, a market analyst with Delphi Group expects "a market explosion" for Business Process Management (BPM) solutions. He notes that over 70% of companies are deploying or evaluating BPM solutions within the next year. "Today we are just scratching the surface", he said. What will become of BPM? Does it have the staying power to endure within the enterprise? Can it provide sufficient value to cross the chasm and achieve mainstream market adoption, or will it gradually disappear into the sunset and be added to the list of higly touted technologies that never met expectations?

The Economic Benefits of BPM [source EAIJournal]

Almost every enterprise has made substantial investments in business applications and databases. Millions of lines of code have been written. One could even argue that almost every important business function is already coded and in production. In an ideal world, all these business functions would be individually packaged and fully interchangeable; building new applications would simply be a matter of putting the functions you need in the proper order. This notion has great appeal. The term "composite application" is gaining momentum in the industry as a way to describe such a program. Put simply, a composite application requires very little new code; instead, it relies on other systems to do most of its work. In effect, it is a composite of many applications, and the majority of its business logic is stored and executed on other enterprise systems.

Integrating Legacy Environments: How Reusable Business Components Accelerate the Process [source and WRQ]

Understanding your organization's processes and process management is critical to running it, especially when it is directly related to the key performance indicators of the business. The penalties of not managing knowledge and business processes correctly can be as minor as losing market share or as major as losing an entire company. That's a lesson the U.K.'s Barings Bank learned in 1995 when a lack of procedural checks on rogue trader Nick Leeson led to the former Barings investment officer losing $1.2 billion of his employer's money in unauthorized trades--and bringing down the entire bank.

Managing Knowledge: The Rise of Enterprise Process Management and Content Management Tools [Source and NimbusPartners]

Sunday, July 14, 2002
The Business Process Modeling Language (BPML) is the next frontier destined to give companies competitive advantage in managaing their value chain relationships. Large companies currently spend more than 30 percent of their IT budgets integrating their business applications under the banner of enterprise application integration (EAI), trying to get their internal act together for yet another step, business-to-business integration (B2Bi). Why are they going to all this effort and expense? They are tying together fragments of their stovepipe applications to create end-to-end, multi-company business processes—those activities that bring ultimate value to customers. It is indeed the entire value chain, not a single company, that delivers the goods or services. Value chain management is now clearly recognized as the next frontier for gaining new productivity and competitive advantage. If end-to-end business processes are the focus of internal and cross-company integration, why not deal directly with the "business process" instead of "applications?"

Integrated Value Chain [source Internet World]

Wednesday, July 10, 2002
For years the industry has dreamed of modeling business processes in software and combining them like Tinker Toys. Web services orchestration, the new term for that old idea, becomes more interesting as raw services multiply behind firewalls. But as integration vendors point out, the orchestration layers of the Web services stack aren't yet baked. The standards pioneers -- Microsoft, IBM, and now Sun Microsystems and BEA Systems -- are busy in the kitchen.

Two proposed XML grammars for describing the orchestration of Web services -- Microsoft's XLANG, used by BizTalk, and IBM's WSFL (Web Services Flow Language) -- were widely expected to have merged by now into a joint World Wide Web Consortium (W3C) submission. That hasn't happened. Meanwhile, Sun, BEA, SAP, and Intalio have introduced a third candidate: WSCI (Web Service Choreography Interface). The relationships among these three proposals -- and others, including Intalio's BPML (Business Process Markup Language) and ebXML's BPSS (Business Process Schema Specification) -- are murky.

Orchestrate services [Source Infoworld]

Thursday, July 04, 2002
The WSCI consortium publishes key web services orchestration standard based on BPML. "Interoperability of Web services needs to extend beyond basic messaging, and WSCI enables Web services to interact with each other in specified ways to accomplish the needs of complex business processes," said Richard Green, vice president and general manager, Java & XML Technologies, Sun Microsystems. "This is a major step forward for the industry and will provide a key piece of technology to support Sun's Java Web Services software initiatives."

"Web services need to be flexibly combined to drive collaboration," said Karl-Heinz Hess, member of the Extended Management Board of SAP AG. "SAP contributes its long-standing business expertise to WSCI ensuring that comprehensive automated business processes can be adequately described."

"BEA believes that a workflow interface language is a key next step in the evolution of the Web Services architecture," said David Orchard, W3C Lead and W3C Architecture Group member, BEA Systems. "This work is clear indication of BEA's support for community and other efforts in Web Service technology development."

"Intalio is delighted to co-author the WSCI specification with a distinguished group of leading software companies that share the vision of bridging the gap between business process management and Web services. With its strategic participation in WSCI, Intalio builds on its commitment to open standards," said Ismael Ghalimi, Intalio co-founder and chief strategy officer. "Our collective efforts on the WSCI specification will enable customers to more easily and cost-effectively deploy end-to-end processes across value networks. Intalio will leverage the WSCI specification in its strategic product offerings to help customers reduce process design-to-production cost, control total cost of process ownership, and deliver strategic return on process investment."

BEA, Intalio, SAP, Sun publish Web Services Choreography Interface, take web services collaboration to new level

Wednesday, July 03, 2002
Imagine a world where people speak a language that brilliantly describes the molecular structure of a large object but can't tell you what the object is - or that it's about to fall on you. You've just glimpsed the arcane world of business process applications. Fortunately, an emerging Business Process Management Language (BPML) standard championed by Sterling Commerce is beginning to change all that. "BPML is prosaic enough to describe the process of hosting a dinner party yet sophisticated enough to handle describing how computer system 'A' talks to computer system 'B,'" said Jeanne Baker, director, e-business integration solutions for Sterling Commerce and board member of the Business Process Management Initiative (BPMI), developer of BPML.

BPML: Launching A New Era In Business Process Management [source SterlingCommerce]

This analyst claims "Workflow technologies are everywhere, having been embedded in a range of development tools, network applications and Web services. Workflow standards are everywhere, too, but they never seem to jump the gap from hopeful press releases to broad adoption. So it's with considerable skepticism that we should greet the recent announcement that the Workflow Management Coalition (WfMC) and the Business Process Management Institute (BPMI) have agreed to converge their efforts to define XML-based workflow-process definition standards. Potentially, the alliance could bring WfMC's XML Process Definition Language (XPDL) and BPMI's Business Process Markup Language (BPML) under a common standards initiative."

Still no universal workflow [source NetworkWorld]

Sunday, June 30, 2002
Denver, CO - June 26, 2002 - The Business Process Management Initiative ( today announced the immediate availability of BPML 1.0, the first public draft for the 1.0 release of the Business Process Modeling Language. BPML 1.0 Supports the Modeling of End-to-End Processes Including Private Implementations and Public Interfaces for Transactional and Collaborative Business Process.

The Business Process Modeling Language (BPML) specification provides an abstract model for modeling executable end-to-end business processes. BPML defines a formal model for expressing abstract and executable processes that address all aspects of enterprise business processes, including activities of varying complexity, transactions and their compensation, data management, concurrency, exception handling, and operational semantics. BPML also provides a grammar in the form of an XML Schema for enabling the persistence and interchange of process definitions across heterogeneous systems and modeling tools.

"The publication of BPML 1.0 is a significant achievement for those involved in the process movement," said Howard Smith, co-chair and Computer Sciences Corporation CTO, EMEA. "For vendors, BPML offers a stable semantic foundation that is supporting the development and extension of process technologies. For systems integrators, BPML defines a reference architecture governing round-trip process lifecycle within enterprise IT architectures. The upshot for end user organizations is that a BPMS provides a coherent, robust and efficient approach to top down process design, deployment, and evolution-centered on business strategy and customer requirements." releases BPML 1.0 [source]

Wednesday, June 12, 2002
Most computer systems are designed to process transactions, discrete events that take place in a moment and then are complete. But many business processes take place over a period of time, often involving a sequence of discrete activities, typically with variable outcomes. In the past, business processes have been automated and managed using proprietary technologies that involved a high degree of customization. Whether in a document workflow or process automation environment or using application integration technologies, traditional approaches were well suited for automating high-volume production processes that justified the substantial consulting costs associated with such projects.

In the new model of the agile enterprise, software should be componentized for easy reuse and adaptation in service-oriented architectures. Orchestration is business logic that sequences, coordinates, and manages conversations among Web services. To program a complex activity—a process workflow or an online transaction, for example—orchestration technologies make it possible to logically chain discrete functions into interenterprise business processes, allowing them to take advantage of the quickly growing ecology of Web services.

Orchestrating Web Services [source XML and Web Services Magazine]

Tuesday, June 11, 2002
As a general rule functionality is more important than presentation. But for BPM, advanced visualization techniques are intrinsically part of the function, helping users to analyze modeling and communicate process models.

BPM: Don't neglect the user [source EAIJournal and ILOG]

The Web Service Choreography Interface (WSCI) is an XML-based interface description language that describes the flow of messages exchanged by a Web Service participating in choreographed interactions with other services. The WSCI 1.0 specification was codeveloped by BEA Systems, Intalio, SAP AG, and Sun Microsystems to add an additional layer to the Web Service stack to describe the required behavior of a Web Service relative to the message exchange it must support.

WSCI describes the dynamic interface of the Web Service participating in a given message exchange by means of reusing the operations defined for a static interface. WSCI works in conjunction with the Web Service Description Language (WSDL), the basis for the W3C Web Services Description Working Group; it can also work with another service definition language such as BPML.

Think of WSCI as defining the public interface to a process or between processes, in much the same way as the coin slot of a Coke machine is an interface that supports the end to process of obtaining a can of Coke. Whereas the end to end process, specifically the internal processes of the Coke machine and the thirsty human would be defined in BPML, the interface between the two participants would be defined in WSCI.

Web Service Choreography Interface (WSCI) [source Sun, SAP, BEA and Intalio]

Wednesday, June 05, 2002
IBM says ... The EAI subdiscipline known as business process management (BPM) or business process integration (BPI) has now evolved to the point where EAI vendors are touting their ability to seamlessly integrate an organization's intra- and interenterprise business processes. Although choosing the correct BPM "engine" to meet the organization's integration requirements is certainly key, maximizing the benefits of integrating business processes requires an organization to first have a commitment to delivering business logic via software components. This article discusses why an IT organization must be committed to a component development strategy before it can realize the full benefits of BPM tools.

Business Process Management Requires a Commitment to Components [source ebizq]

One of the supreme ironies of last year's AIIM/Gartner user survey is that while virtually every company polled claimed to be using workflow to automate key business processes, so-called workflow vendors were starving. That's because workflow has become less a tool for interapplication integration than an embedded feature of individual enterprise applications, like Siebel or SAP. The success of these monolithic, packaged applications is itself a direct result of the difficulty of custom application integration using tools like workflow. Many CIOs have judged it easier to change their business processes to fit the CRM and ERP packages than to try to integrate the menagerie of disparate systems spread across their front or back offices.

CRM takes on process integration [Transform Magazine]

Thursday, May 23, 2002
The transition to web services transcends technology, which means it's too important to leave it just to the geeks anymore. Last week's O'Reilly Emerging Technologies conference was a geekfest par excellence, and BEA's VP of engineering Adam Bosworth had plenty of geekery in his presentation of WebLogic Workshop, the vendor's new visual development platform for web services applications. But the most telling part of his presentation was earlier on in his session — the geeks didn't get it. As Phil Wainwright reports, the heart of BPM is message processing, not database.

This is not a geek thing anymore [Source]

Siebel, like other application vendors, have recognised that they cannot provide all the applications an enterprise needs, and are therefore making proactive moves to incorporate BPM middleware within their offering. Universal Application Network represents an example of a platform for multiapplication integration. Siebel's objective is to provide a standards-based, best-in-class solution that fully meets the key objectives of enabling organizations to deploy end-to-end, industry-specific business processes while reducing the cost, complexity, and time of cross-application integration. Siebel claims that Universal Application Network transforms application integration from a complex and expensive technical challenge into the strategic ability to implement customer-facing business processes across and beyond the enterprise.

In fact, what Siebel is doing is nothing new. Consulting firms such as CSC with the e3 architecture have been doing the same for over 3 years. What's interesting is that Siebel and other application vendors now acknowledge that such a BPM approach is required. Siebel are developing specifications for their UAN to which middleware vendors have to comply. Who will own the processes supported by UAN? It is a key question for corporates and consulting firms that work with application vendors.

Universal Application Network white paper [source Siebel]

Monday, May 20, 2002
Computer Sciences Corporation (CSC) has made early progress with its e3 architecture, which is designed to allow a centralised and abstracted process-based view of multiple legacy and proprietary software applications. The short-term and tactical objectives can be seen as integration-centric, but the longer-term vision is a much more far-reaching and fundamental opportunity.

CSC e3: From Evolution to Revolution in BPM?

The's Business Process Modeling Language (BPML), a new meta-language to define business processes that span applications and corporate boundaries through firewalls and over the Internet, has several unique and increasingly necessary components:

  • Participant abstraction, recognizing that participants in a business process will not only be people but will also include data, applications, trading partners, exchanges, and the like.
  • Recognition that process participants must include enterprise software application processes, allowing business processes that span multiple enterprise applications and company boundaries to be managed from a single management console.
  • Reliability standards for an all-or-nothing process guarantee on short- and long-lived processes that span various protocols and organizational boundaries.

Business Process Management vs. Workflow--What's the Difference? [source AMR Research]

Saturday, May 11, 2002
Business process innovation and improvement are now recognized as the paths to huge gains in productivity—something companies are desperately seeking in the current down-turned economy. Unfortunately, our current software architectures and application development methods pose technical hurdles that block the execution of the Business Process Management (BPM) vision—they simply were not designed to take companies beyond where they are today. Undaunted by current limitations, resourceful business and technology thinkers and doers have been busy charting a new path to productivity and pushing the technology envelope by placing business processes, their representation, and surrounding software architecture on center stage in the world of information technology.

A New Software Category Powers a New Way of Competing [source Internet World]

Basically, Microsoft and IBM have succeeded in cajoling the industry into agreeing on a few XML protocols, which together provide a common denominator for exchanging XML messages. But that common denominator is extremely low. The basic Web services protocols say nothing about how Web services might work together to emulate the complicated interactions that occur among enterprise applications--or among different enterprises that want to collaborate in a supply chain, engage in ongoing B2B e-commerce, share customers or vendors, and so on.

For Web services to support that kind of complexity, new standards will need to be derived from the world of business process management (BPM), which combines elements of workflow software, enterprise application integration (EAI), and graphical modeling of business processes. Ideally, you model processes by dragging and dropping objects and hooking them up, while, under the hood, code is generated that enables Web services to talk to each other according to rules embedded in the model.

Web Services meet Process Management [source ZDNet]

Web Services Flow Language [PDF file] (WSFL) has been proposed by IBM as a specification for modeling business processes when using web services to create or integrate applications. The Business Process Management Initiative ( was formed in August 2000. Just as there is a relational database model that underpins today's RDBMSs (relational database management systems), expects that its language for managing business processes (BPML) will enable BPMSs — Business Process Management Systems. At first glance, WSFL and BPML sound almost identical, except of course that modeling is not quite the same as management. In fact, the difference is a chasm.

Composition versus orchestration [source]

Friday, May 10, 2002
"Workflow, which can be defined as the interface between automated and manual processes, is one critical facet of Business Process Management. While has defined with BPML a generic language for the modeling of collaborative and transactional business processes, the WfMC has for the last ten years built a very strong model for end-user workflow," said Ismael Ghalimi, Chairman and Intalio Chief Strategy Officer. "By projecting WfMC's workflow model onto BPML, companies will be able to develop end-to-end processes that include reliable back-end transactions and rich front-end user interfaces, in a standards-based manner." and to collaborate on workflow standards using BPML and XPDL [source]

Wednesday, May 08, 2002
The convergence of two major trends is creating a rapidly growing demand for a new breed of software that facilitates automation of business processes both between enterprises and within the enterprise.

The first of these trends is Web Services technology: a collection of XML-based standards that provide a means for passing information between applications using XML documents. The ability of Web Services to reach beyond the firewall, the loose coupling between applications encouraged by Web Service interfaces, and the wide support for core Web Service standards by major enterprise software vendors are the key reasons why Web Services technology promises to make integration of applications both within the enterprise and between different enterprises significantly easier and cheaper than before.

The second of these trends is a business driver. In order to increase an organization's agility in responding to customer, market, and strategic requirements, the information flow between the IT systems that carry out these business operations must be streamlined. This includes not only the organization's own IT systems but also those of its partners. It is the task of electronic business integration to automate this information flow as much as possible in order to streamline operations.

Business Process Standards for Web Services - The candidates [source Web Services Architect]

A definition of the business process being managed is key to workflow management technology. Accordingly, some experts feel that workflow technology is a superset of business process definition technology. Conversely others believe that, because business process management goes beyond workflow, workflow is a subset of business process management. The WfMC and the BPMI have acknowledged, at a minimum, a substantial overlap in process definition exists. Informal discussions have recognized that both organizations would benefit from common techniques for defining the business processes. These informal discussions have led to this forthcoming historic formal meeting.

WfMC-BPMI Announce Historic First Joint Standards Meeting [source WfMC, PR Newswire]

Saturday, April 27, 2002
As a general rule functionality is more important than presentation. But for BPM, advanced visualization techniques are intrinsically part of the function, helping users to analyze modeling and communicate process models.

BPM: Don't forget the user [source EAIJournal]

Most IT departments expect business process management and integration tasks to expand -- hence the search for news ways to streamline management functions.

Process plays [source Infoworld and IDC]

Infinity Pharmaceuticals has what some companies would consider the IT panacea. The 1-year-old drug discovery company has built its entire company architecture on the Microsoft .Net platform; all applications have been designed with Web services as the fundamental architecture. As such, the Boston-based company has a library of componentized business processes that can be reused to build applications in a matter of minutes.

Linking up process pieces [source Infoworld]

As enterprise processes become more automated, and more interconnected, one piece of technology refuses to go away: the human being. As a result, workflow systems, which handle processes involving human input, have begun to play a larger role in the world of BPM (business process management).

Workflow engines, originally used for document-and people-intensive tasks such as processing insurance claims, are now moving into the mainstream, getting incorporated into most major BPM offerings, which must increasingly handle processes involving both computers and people.

Workflow meets BPM [source Infoworld]

Tuesday, April 02, 2002
What has surprised everyone in the past few years is how challenging it has been to actually conduct e-business. One of the reasons is that companies have found it difficult to manage their business processes, especially when those stretch across multiple companies, countries, software applications, and systems. But that is about to change. It must change, because shareholders still expect companies to fulfill the promise of e-business. Companies are under pressure to perform better, faster, to do more with less, and to be super-pleasing to customers. This means changing the way they manage their business processes, allowing them to innovate around their own strategic processes, while simultaneously collaborating with partners and customers.

Making Business Processes Manageable [source Internet World]

Thursday, March 07, 2002
BOSTON, MA - March 7, 2002 - Aberdeen Group, a leading provider of technology market consulting and research, states that the Business Process Management (BPM) and the integration software market will represent a $16.7 billion market opportunity by 2005. Addressing this growing market is the new Aberdeen Market Viewpoint, Business Process Management: an Emerging Category of Software. This Aberdeen Market Viewpoint sizes the BPM segment of this market, describes the business value derived from deploying BPM solutions, differentiates this technology category from other integration segments, and presents the market forces that are driving the adoption of BPM across specific vertical segments. Suppliers and the vertical segments they target are also presented.

Research Practice Director Darcy Fowkes says, "This category of software may arguably provide the greatest return on investment compared to any other category of software available on the market today. BPM gives organizations the ability to cut operational costs at a time when the economic downturn makes it increasingly difficult to boost revenues. BPM defines, enables, and manages the exchange of enterprise information through the semantics of a business process view that incorporates employees, customers, partners, applications, and databases."

Business Process Management and the Integration Software Market to Become a $16.7 Billion Opportunity by 2005 [source Aberdeen Group]

Tuesday, March 05, 2002
What's exciting is that BPM tools used by business systems analysts will be integrated with those used by application developers. Business analysts will be able to leverage the work of application developers to integrate applications by linking components of software. But most IT organizations are completely unprepared. IT organizations have blurred data and business process logic to the point where they can't tell where one begins and the other ends. That's why, in the short term, the best thing to do is hire people who have studied ontology, which Webster's defines as "a branch of metaphysics concerned with the nature and relationships of being."

Ontology and the revenge of the [BPM] systems analyst [source Infoworld]

Wednesday, February 27, 2002
A series of eight articles about BPM by David McGoveran, published over the period Jan 2001 to August 2001.

Part 1 2 3 4 5 6 7 8 [source EAIJournal]

Tuesday, February 26, 2002
Delphi’s BPM Market Milestone Reports combine research conducted with both technology vendors and end-users. The BPM report is a view of technology sectors, including spending habits, growth areas, customer needs, and vendor solutions. The only true “killer app” is that which provides greater value from existing software assets. The scrutiny of IT buyers centers on the investments that will cut out the fat, speed their processes, and allow them to do more with less. This means the ability to collapse the business process by capturing and dynamically managing business logic with integrated application services. Every organization is looking for optimal leverage of IT resources, how to connect business processes with business partners, and how to integrate process knowledge within the business desktop.

BPM 2002 - Market Milestone Report (02/20/2002) [source Delphi Group]

Jeanne Baker is the director of BPI development for Sterling Commerce, a director of and a faculty member of expoQ, ebizQ's new virtual tradeshow for e-business integration. In this white paper, she explains process-oriented middleware, how it differs from other integration approaches and how it can benefit an organization.

Simplifying IT with Process-Oriented Middleware [source ebizq and Sterling Commerce]

Friday, February 08, 2002
Hurwitz Group has identified 10 elements that must be at the core of a strong BPM solution. Enterprises should look for them when choosing a solution. Senior management may be prepared to quickly change business processes, but often the IT infrastructure cannot keep pace with change. Both business and IT management will benefit from a flexible software solution for managing business processes. BPM is a strategic proposition, so enterprises should understand fundamentals of available solutions. The following is a checklist of the key BPM requirements.

Ten Pillars of BPM [source EAIJournal and Hurwitz Group]

Thursday, February 07, 2002
Business process automation is what e-business is all about. The essence of an "electronically" powered business is its ability to streamline operations, making information available where and when it's needed, thus increasing customer satisfaction and improving efficiency and effectiveness. However, implementing a solution for automating business processes presents significant difficulties at the business and technical levels.

Through the years, enterprises have adopted various means for automating processes, from hand-coding a solution to using integration products and middleware technologies. The key characteristics for each of these solutions are that they are proprietary, expensive and complex. Additionally, they require a lot of time and a high skill set in order to succeed in an integration initiative.

Revolutionizing Process Automation with Web Services [source Attunity and]

In the context of integration, a business process refers to any multistep activity that manipulates data or business logic from multiple systems. Business process integration (BPI), on the other hand, is typically described as the ability to automate entire business processes within the enterprise as well as with suppliers, partners and customers.

This industry definition is straightforward enough, but it doesn't address questions that frequently come up in discussions of BPI. For example, are other integration technologies a prerequisite for BPI? And, if so, how does BPI differ from or complement other integration technologies?

Simplifying the Integration Market: BPI Is Here to Stay [source Metaserver and]

Tampa -- Q-Link Technologies, Inc., the leading provider of Business Process Management (BPM) software, has shipped Q-Link 4.0, establishing a new benchmark for rapid process automation by providing the fastest and most complete solution for developing, integrating and deploying scalable, web-based business applications. With Q-Link companies can significantly increase productivity and collaboration, integrate their processes with customers and suppliers, and re-claim business agility lost in the deployment of rigid enterprise applications (e.g. ERP,CRM).

"One of the biggest challenges companies face today is resolving the disconnect between their desired business processes and the capabilities of their existing enterprise systems," explained Steven Horwitz, Q-Link CEO. "in most cases, this gap results in an endless backlog of IT projects to customize current systems or create new applications that provide the desired functionality. Q-Link solves this problem by enabling companies to run their business the way they need to while leveraging, not replacing the existing technology infrastructure."

Q-Link 4.0 Establishes New Benchmark for Business Process Application Development and Integration

SAN JOSE, Calif. - January 31, 2002 - Fujitsu Software Corporation announced the general availability of two new editions of its INTERSTAGE i-Flow™ business process management engine. i-Flow 5.0 Enterprise Edition and i-Flow 5.0 Advanced Edition meet industry demand for Java 2, Enterprise Edition (J2EE™) technology-based business process management products that allow the rapid adaptation of internal processes to meet changing business needs. i-Flow is a component of INTERSTAGE, an e-Business infrastructure platform that also includes the INTERSTAGE Application Server.

Fujitsu has extended the architecture of i-Flow 5.0 Enterprise Edition around Enterprise Java Beans (EJB) technology, enabling deployment on several leading application servers, including Fujitsu's INTERSTAGE Application Server 4.0. By embracing EJB technology while continuing support for CORBA and RMI, Fujitsu provides customers the flexibility to deploy i-Flow in any environment, thereby preserving IT investment and avoiding the risk of vendor lock-in.

Fujitsu strengthens its business process management offering with Interstage i-Flow 5.0

Monday, February 04, 2002
Of all the words in the e-business dictionary, none is more overworked today than 'process.' Take the words "business process," and now add any one of the following: 'management;' 'integration;' 'optimization,' 'automation;' 'modeling;' or 'simulation.' All of these combinations have some meaning and historical context, but mainly, they're flung about interchangeably, often by software vendors positioning their products for maximum implications in a business setting.

Lately, two versions, 'business process management' (BPM) and 'business process integration' (BPI) have been getting a lot of air. What are we talking about? "I say it's a solution that gives you end-to-end visibility and control over the contributing parts of a multi-step information request or transaction and those contributing parts could and should include applications, people and partners," says Tyler McDaniel, director at research firm Hurwitz Group. This might include all the steps in an order management or fulfillment process, for example. "That's a big loose framework, but from there, you can drill down into incumbent parts."

What's BPM [source line56]

CSC Research Services have announced a new report on the Emergence of Business Process Management - what it is, why you should consider it and how it is being implemented.

All across the world, firms are under great pressure to perform better and faster, to do more with less, and to be super pleasing to customers. To meet these challenges, firms must do themselves only that which they do well. For everything else they must work with others. Evidence of this imperative is found in the annual CSC survey of IT executives. The number one issue last year, around the world, was connecting electronically with customers, partners and suppliers. However, achieving this connection requires the integration of many internal systems with many external systems. Solving this kind of many-to-many problem, as the Net Markets learned, is hard. Fortunately, recent technical developments have come together that promise a dramatic increase in the ability of organisations to describe, change, and execute business processes, both within the firm and across the networked enterprise. This technology works from the top down, not from the technical details up. The vision is that the business, not IT, will design, deploy and revise business processes. Analogous to the management of business data in a DBMS, we are starting to see a new breed of Business Process Management Systems (BPMS) that support the management of end-to-end transactional and collaboration processes: discovery, design, deployment, execution, interaction, operation/maintenance, analysis and optimisation. BPM is emerging as a key enabler of collaborative commerce.

BPM is being used today to evaluate, redesign and customise existing core processes and to rapidly integrate processes and applications within and across enterprise boundaries. A key capability is proving to be the ability of these new systems to carry data along with the execution of the process so that metrics are inherent to how work is done, not just clumsy add-on's.

The Emergence of Business Process Management [80 pages]

Friday, February 01, 2002
Process Collaboration is Needed for Value Chains to Work. These new relationships involve companies forming virtual corporations powered by virtual business processes owned not by one company but by the value chain itself. So important are the business needs for process collaboration and agile Business Process Management (BPM) that the OMG is developing new UML modeling standards and is developing an XML-based business process modeling language (BPML).

Process, Process, Process [source Internet World]

Tuesday, January 29, 2002
All organizations have competition on some level, so they need to follow sound business principles to maintain their base of customers or constituents. As part of this, they incorporate technology to increase efficiency and competitiveness, but they must balance the benefits of technology with accompanying restrictions. For nearly two decades, business and public service organizations have responded to market and constituency demands by embracing a number of efficiency-enhancing tools designed to improve processes and the products delivered by those processes. Each has exhibited shortcomings and inflexibilities that limited their usefulness.
Business process management (BPM) technology is a new approach to efficiency and competitiveness. BPM is designed to extend the capabilities of past business process solutions and overcome their shortcomings for process automation. In this document, BPM is defined and distinguished from its technological predecessors. There also are guidelines on typical BPM features and classifications, as well as technical details on implementations.

The Case for Business Process Management: Driving Efficiencies and Mission Advancement [source author Metastorm]

Despite its track record, reengineering is making its way back into managerial conversations, as Hammer's The Agenda and the re-release of Hammer and Champy's Reengineering the Corporation (HarperBusiness, 2001) attest. The primary reason for the renewed interest is that the current downturn may turn out to be "much steeper than people think," says Thiagarajan, director of investment research at Mellon in San Francisco. But this time around, "cost-cutting alone may not be enough. Wall Street has set growth targets, implicitly or explicitly, that companies must hit to sustain their current stock price." To do that, companies must also find new markets, new sources of revenue. Can the new version of reengineering offer any help here? Today's reengineering—let's call it collaborative reengineering to distinguish it from the early 1990s version—combines the austere method of process reengineering with the pliable, collaborative medium of the Internet in ways that weren't technologically possible a decade ago.

The Return of Reengineering for Recessionary Times [source HBS working knowledge]

Monday, January 28, 2002
What is business process management? Antony Adshead of Computer Weekly reports on a roundtable discussion which brought together those in the know. Imagine a future where there is no divide between IT and the business, where changes to the processes of the business are simultaneously mirrored in the enterprise software. The business process management movement (BPM) wants to realise this vision by developing a structure for application development that is as agile as the data that applications handle.

Roundtable: Think alike [source Computer Weekly]

Tuesday, January 22, 2002
BPM emphasizes the management aspect of automating processes to achieve maximum ongoing flexibility with minimum development cost and time. To do this, BPM products must implement the entire business process as much as possible within the product, using minimum custom code. This requires that BPM products have separate runtime engines; require validation, testing and monitoring tools; and create new applications. Process-centric EAI that implements and manages business processes through new applications with associated business rules is an evolving, advanced form of enterprise integration.

Business Process Management and EAI [source]

This latest release in Delphi Group's Insight Research series explores two rapidly emerging technologies: Web services and Business Process Management (BPM). Both promise to impact profoundly the way that organizations use the Internet to conduct business internally and with partners, suppliers, and customers.
The report identifies the key trends in the adoption of these technologies, including their effect on business strategy. This research will help you understand the opportunities and challenges that early adopters have faced when deploying Web services and the future plans of those who are formulating their strategies for and evaluating this set of related technologies. Similarly, the report chronicles the experiences, expectations, and plans for BPM of companies of all sizes from a wide variety of industries.

Delphi Group report on Business Process Management

Wednesday, January 16, 2002
Action Technologies, Inc. has announced the release of Metro 5.2. Metro is an e-process application platform that rapidly automates and continuously improves the business processes that drive e-commerce initiatives. Metro enables impeccable customer interactions that cross enterprise boundaries. Unlike workflow systems or enterprise applications that control static routine processes, Metro provides a closed-loop, customer-centric, business interaction model that supports dynamic, adaptive processes that enable the acquisition, servicing, and satisfaction for customers online. Metro 5.2 improves system performance and scalability and increases reliability and security.

Action Technologies, Inc. Releases Metro 5.2, E-Process Application Platform

Thursday, January 10, 2002
Staffware strengthens its position in BPM market with launch of Staffware Process Suite. The Staffware Process Suite, launched at the International Staffware Conference, is heralding a new suite of fully integrated Business Process Management products, developed over the last 18 months to meet the demands of all high volume mission-critical business process requirements of any organization.

Staffware Process Suite announced

Moving quickly after its merger with C-bridge, the new Excelon Corp. has released a new software suite, called Universal Platform, which is designed to help developers define, automate and measure business processes and then create composite applications to take best advantage of those processes.
The platform consists of Excelon’s Business Process Manager, a workflow engine based on ebXML to support collaborations within an organization or with its outside partners, and the Extensible Information Server (XIS), which allows high-performance, recoverable business services to be deployed across the Internet

New Excelon, New Platform - creates way to manage processes, create custom composite apps [source]

HAMMER: Process management is critical. Processes are the Clark Kent of business ideas. They’re mild and unassuming but extraordinarily powerful. End-to-end processes—not products, not departments, not divisions—should be the primary axis around which a business is organized. Processes must be managed, improved, and occasionally re-engineered. This applies not just to transactional work like filling orders, but also to sales and product development, which traditionally have been chaotic and improvisational. At too many companies, when sales and product development do succeed, it’s largely through unsustainable, heroic efforts from individuals.

A new set of process-based measurement systems must be developed so we can understand what’s happening in real time with our businesses and focus on making improvements. The financial measures that companies use now only tell us what happened a quarter ago and don’t indicate anything about why things happened or what to do about it.

(re)made in the u.s.a. [source]

Thursday, January 03, 2002
December 4, 2001 (San Diego)-- BPM ’01 Summit - Q-Link Technologies, Inc., the leading business process management software firm, and Novarra, Inc., the innovator of instant wireless software, today announced an alliance agreement to extend the power of real-time business process management (BPM) beyond the desktop to the new breed of wireless handheld devices. The combined Q-Link and Novarra solution extends any process, to any person, anywhere in real-time. For the first time, key employees in the enterprise will be able to participate in automated processes even while away from the office.

Q-Link and Novarra alliance delivers Business Process Management to the mobile workforce

Tuesday, December 25, 2001
Severna Park, Maryland --- December 5, 2001 --- Out-of-the-box integration is the hallmark of the newest release of Metastorm’s Business Process Management (BPM) software, Metastorm e-work. Availability of the release, improves the capability of organizations to accommodate Web services, and to access the knowledge and expertise of employees by cutting through departmental barriers associated with existing data-centric applications.

Metastorm Debuts ‘Enhanced Integration Release’ of BPM Software

SANTA CLARA, Calif. - December 13, 2001 - Savvion™, Inc., a provider of business process management software that allows companies to operate at peak efficiency, announced that it has implemented, in just ten weeks, a web-based automated volunteer recruitment management solution for a UK Government-funded program. The Experience Corps - a UK Government-funded volunteer program set up to encourage people between 50 and 65 to offer their skills to the local community, used Savvion BusinessManager to develop the system which enables The Experience Corps' 100 staff around the country to manage the process of contacting, recruiting, placing and managing volunteers.

UK Government-Funded Volunteer Recruitment Company Implements Savvion Business Process Solution in Just 10 Weeks

Monday, December 24, 2001
Michael Hammer, consultant, author, evangelical business revolutionary, unleashed reengineering on an unsuspecting public in the early 1990s. Now he's back -- with a new book and a new agenda. The basis of his new thesis? Business process management.

Who Has the Next Big Idea? [source FastCompany]

There has been a major shift in the way companies are approaching the subjects of business processes and return on investment (ROI). This shift has been driven by a realization that inefficiency in any part of the business can lead to severe competitive disadvantage. Smart executives have come to realize that business wars are won not with the best product or the clever advertising slogan but rather through a disciplined approach to managing the transactional aspects of the organization.

The Hidden Treasure of Business Process Automation: Six Steps to Improving ROI [source and Optika

Since high-tech stock prices began their freefall, companies have been selling out, buying out and retrenching to survive. Several recent announcements show an evolutionary pattern for integration vendors. While messaging vendors add functionality to offer full platforms, platform vendors are focusing on targeted solutions. They include process models to support vertical industry-specific processes; document vocabularies, such as invoices and shipping notices; transformation maps; partner workflows; exception workflows; stylesheets for device-specific interfaces, such as PDAs and other mobile devices; a business cockpit; and reports.

The Evolution of the Integration Market [source

Friday, December 21, 2001
DALLAS, Texas - October 29, 2001 - Fuegotech™, a global leader in providing process-driven enterprise software solutions, announced it has secured $22.3 million in Series C venture capital funding bringing the company's total investment capital to $45 million. Trinity Ventures, based in Menlo Park, Calif., led this round with a $10 million investment. Previous investors including Sevin Rosen Funds, Stephens Group, SSM Ventures, and Star Ventures also participated in this round.

Fuegotech, Inc. Secures $22.3 Million Series C

SAN MATEO, CA – November 5, 2001 – Intalio, Inc., the Business Process Management System provider who has led the development of BPML and developed the first standard-based BPMS, announced that the company has raised a $9 million round of financing led by Woodside Fund and 3i Technology Ventures and joined by prior investors.

Business Process Management System (BPMS) leader raises $9 million

Thursday, December 20, 2001
The Business Process Management Initiative ( was founded in August 2000 by 16 companies. Today it has 160 members. It's kick off meeting was in September 2000. It published the first version of Business Process Modeling Language (BPML) to the public in March 2001.

BPMI press releases members and specifications

The Business Process Management Initiative (, Popkin, Casewise, MEGA and Computer Sciences Corporation announced the formation of a Working Group to develop a standard notation for business process modeling. The notation, named Business Process Modeling Notation (BPMN), will be developed within the Business Process Management Initiative and will support the semantics of the Business Process Modeling Language (BPML).

The following vendors are involved: Sterling Commerce, SeeBeyond (chair), Rational Software, Proforma Corporation, Popkin Software (co-founder), MEGA International (co-founder), Intalio, Infosys Technologies, Genient, FuegoTech, CSC (co-founder), Casewise (co-founder).

Business Process Modeling Notation [source]

Business process integration (BPI) has become a vehicle for achieving sustainable value for corporations. BPI projects help foster revenue growth, increase customer satisfaction, facilitate e-business deployment and meet cost-reduction targets. Specifically, BPI enables functional integration across segregated business units, extends vertical process management into supply and distribution chains, and provides companies with e-business integration capabilities.

Critical Success Factors in a Business Process Integration Initiative [source]

Of all the words in the e-business dictionary, none is more overworked today than 'process.' Take the words "business process," and now add any one of the following: 'management;' 'integration;' 'optimization,' 'automation;' 'modeling;' or 'simulation.' All of these combinations have some meaning and historical context, but mainly, they're flung about interchangeably, often by software vendors positioning their products for maximum implications in a business setting.

What's BPM? Marketing noise clouds strategic mission [source line56]

When all is said and done the differentiator in any business is speed of building and executing processes. Business process management (BPM) and Web services are all about the business practices and technology architectures that organizations deploy to speed their market response, partnering, and value chains.

BPM/Web services [source Delphi Group]

The current economic downturn is causing a general retrenchment of e-business strategies and deployments. As the vendors begin releasing their next generation of e-business integration solutions, it looks like business process management (BPM) is becoming the holy grail of e-business integration. Whereas last year only a few vendors offered it, now all vendors are rushing to market with BPM solutions.

Vendors Jumping on the BPM Bandwagon [source]

The challenge of dynamically adjusting the way in which organisations perform certain functions has led to the emergence of business process management (BPM) software. AMR Research defines BPM as "software that integrates data, applications and people through a common business process". In short, BPM software provides customers with an administration layer that presides over an organisation's enterprise software packages, coordinating and managing the business relationships between those packages and, increasingly, across traditional corporate borders. Information Age reports.

Model behaviour [source Information Age]

IBM is embarking on a technical crusade to tie up key elements of its software and drive its users closer to the Holy Grail: business process integration and common access to structured and unstructured data.

IBM connects its software layers [source infoworld]

What has surprised everyone in the last few years is how challenging it has been to actually do e-business. One of the reasons why this is so is that companies have found it difficult to manage their business processes, especially when they stretch across multiple systems, software applications, companies and countries. That's about to change. CSC reports on the business drivers for process management.

Making Business Processes Manageable [source CSC]

With an eye toward helping users do a better job of linking their e-business initiatives to other facets of an enterprise, IBM will detail this week its Business Process Management (BPM) initiative, intended to help Big Blue and its partners clear new paths between its messaging middleware and WebSphere application server offerings.

IBM sews up the middle [source infoworld]

Friday, September 21, 2001
Welcome to a BLOG on Business Process Management. The BLOG is maintained by Howard Smith, Gillian Taylor and Peter Fingar. Howard is co-chair of the and CTO for CSC EMEA. Gillian Taylor is a consultant focussed upon business process management in a number of different contexts, including customer relationship management and supply chain management. Peter Fingar is the internationally renowned author of books such as The Death of E and Birth of the Real New Economy. Peter and Howard are co-authors of the forthcoming book, Business Process Management: The Thrid Wave