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Einen wirklich gutes Summary, wie ein Business Process Management (BPM) aufgebaut werden sollte, habe ich in einem PDF der Butler Group nachlesen können. Und nicht nur das. Im Enterprise Decision Management Blog fand ich dazu auch noch einen lesenswerten Kommentar von dem hier schon häufiger zitierten James Taylor - mit dem recht eindrücklichen Titel Business rules are core to the BPM/SOA value proposition.

Die Butler Group hatte im vergangenen Jahr einen ausführlichen Bericht erstellt, zu dem jetzt ein Management Summary erhältlich ist.

KEY FINDINGS

• Business Process Management (BPM), as a product in its own right, has emerged from the competitive influences of the diverse workflow, integration, and re-engineering camps to deliver solutions that allow the intellect of business users to be a key driver of success.
• During the last two years solutions that operate under the BPM banner have become more functionally inclusive.
• When used to its best advantage, high-calibre BPM provides a systematic approach to improving business and operational processes.
• Cost-saving benefits may provide an initial attraction, but it is product quality and persistent usage that will drive the ongoing benefits of BPM.
• There remains a requirement to address the functional divide between what the BPM software vendors are delivering and what business services users really need from core BPM products.
• A Business Rules Management System (BRMS) approach to development will reduce the inefficiencies that exist within current development methodologies.
• The emergence of rules as a subset of BPM is an indication of the growing maturity of the market.
• Possibly the most important aspect of a rules repository, certainly in respect of the stated promise of BPM, Service Oriented Architecture (SOA), and BRMS, is the ability for the developer to re-use rules within multiple process deployments.
• Butler Group positions SOA and its associated integration services as having a crucial role to play in the BPM service delivery picture.
• Business Activity Monitoring (BAM) promises to keep processes running smoothly, but information overload could end up being counter-productive.
• BPM continues to struggle with standards and their agreed usage. Fundamentally if the sector cannot reach a consensus on the use of headline standards such as Business Process Execution Language (BPEL) and Business Process Modelling Notation (BPMN), there is little chance of it progressing further down the scale.

Zum Management Summary der Butler Group,
Business rules are core to the BPM/SOA value proposition von James Taylor