There has been a good response to the BPMN self-test. The scores have been lower than I expected, but I have gotten nice feedback from the answer sheet and expanations I send out afterward. It’s fair to say that while the diagram patterns in question describe common business scenarios, they probably represent the part of [...]
No other topic in the BPM arena has suffered from more misinformation, disinformation, and willful ignorance as the relationship between business process and business rules. These two disciplines are most often put forward as alternative approaches, rather than complementary aspects of managing the business. In reality, business process management (BPM) and business decision management (BDM) [...]
Continue reading about Integrating Process and Rules – Part 1
A reader asked me to comment on an interesting paper by the European BPM academics Mendling, Reijers, and van der Aalst entitled Seven Process Modeling Guidelines (7PMG). Like my book BPMN Method and Style, 7PMG is asking the right question: what are the principles of style that improve a model’s chance “(1) to become comprehensible to [...]
That’s the title of my new book. I’m planning for release end of June, coinciding with approval of BPMN 2.0 by OMG. The basic idea is that using BPMN effectively requires more than a summary of the spec… especially with BPMN 2.0, on which the book is based. It needs three things besides that.
First, an [...]
BPMN is sometimes criticized for being too complicated for business users. That charge assumes that users need to understand every shape, symbol, and underlying attribute. But no one does, not even the experts, and most tools don’t even support them all.
The way around this problem is through a hierarchy of modeling “levels.” Levels are often used [...]
Continue reading about BPMN “Levels” and Tool Interoperability
If you’re a regular reader, you’ve probably figured out that my BPMessentials BPMN training is pretty hard core. We hammer on the semantics of the various shapes and symbols, the need to validate diagrams and fix the errors, and we provide a methodology for organizing diagrams for maximum shared understanding – across business units, and [...]
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