типа:
а) шел-шел экземпляр стандарного бизнес-процесса - случилось что-то из ряда вон выходящее - экземпляр БП превратился в кейс
или
б) прошел один.. второй.. третий сходные кейсы и на их основе создан новый стандартный БП

(Ваша цитат: “…процессы и кейсы имеют обыкновение вызывать друг друга и трансформироваться друг в друга…” (С))

My notes on the talk are at: http://social-biz.org/2013/04/14/bpmnext-notes/

-Keith Swenson

Re Process Mining functionality (in addition to BAM) in BPM suits - you can check Fujitsu’s Interstage, Process Intelligence by SoftWareAG, XM Pro of iBoss.
As of combining QlikView & Disco - you are welcome to contact me by mail, for further info

I’ve read two Rummler’s books: “Serious Performance Consulting” and “White Spaces Revisited”. Both influenced me a lot. But these readings aren’t easy. Rummler is the man whom today’s process gurus call the teacher. I believe many of his ideas are still relevant and not fully implemented.

Regarding common vs. specific processes, there are basically two categories of processes: 1) those that are the top value for us so we are eager to make them better than any competitor has - there may be 5 to 10 end-to-end processes falling into this category and 2) the remaining ones that we want to be only good enough. Category 1 is better to implement as a custom process solution with the help of BPMS and BPM methodology, category 2 is better to implement within a off-the-shelf packaged application with minimal customization.

You are right, the common examples are simple workflows from category 2. This is because processes from category 1 are complex, industry- and company- specific and usually classified as a company’s top secret. So there is basically no other option for a demonstrator than use category 2 processes. We use a process named “Car Reservation” for demonstration purposes which is fairly abstract and has no business value. So what? This shouldn’t confuse you.

Look here if you want to get the idea of what BPM is really for: http://www.bpmf.org/awards_ceremony_2012.htm Let me know if you found something standard there.

Anyway it’s a paradox, thank you for raising the question. It deserves a separate post and may be I’ll write it some day.

It’s very interesting, thank you, especially the Disco+QlickView combination. Can’t imagine how do you join them.

As for process mining + BPM, the BPM suites I’ve seen all have embedded BAM functionality which is superior to what mining can produce even in theory, because BAM maps process statistics to the real process model while mining do it towards imaginary process.

Thank you for your thoughtful response. You have me very interested in Rummler now. Do you have any book suggestions? I’m googling for Rummler and reading what I can, I see that his primary contributions seem to be some years ago so I wonder if you think any of his successors might be better for someone just learning, like me?

If I’m reading your response correctly, it sounds as though you think BPM is most valuable for processes that are likely to be unique in an organization. My thinking here is obviously very immature, but I’m a little confused by the common BPM examples of employee on-boarding, invoice processing, purchase processing, hiring, etc. It’s as if there are those who don’t think the way you do and instead seek to apply BPM to processes that are likely to be very similar across organizations. Obviously (I hope) that’s the category of work that I think has the potential for being standardized and commoditized and delivered to SMEs, as they really should not have to be reinvented with every new business.

But to your point that the unique processes are where the gold lies, so to speak, I see your point in the abstract, I think I need to think harder about examples within my own business in order to internalize it.

Again, thank you for your reply.

Enjoyed reading your blog about the conference. Hope to make it next year.
I would like to comment to what you wrote about Process Mining: “The only thing that makes me skeptical about process mining – it may be perceived as a nice addition to ERP rather as a driver to full-scale BPM effort.”
The technology can be used not only for ERP, but even for BPM solutions. There are already some BPM solutions which support it. All you need is log data, and workflow engines usually create them. I did some projects with Disco for ERP users, and it was easy for the specific ERP (Priority of Eshbel). The main issue is extracting log data from systems that create them. Another issue was convincing managers of the added value. It’s the same one with any other BPM-related solution. But once I started to offer Disco in BI context (i.e., QlikView solutions), it makes much more sense and the reaction are good. I have based my solutions on a nice free book called “Process Intelligence for Dummies”. (Can be downloaded from Software AG website).
I would like to disclose that none of the above vendors pays me anything.