Comments (2)
  • Add a Comment
  • Edit
  • More Actions v
  • Quarantine this Entry

1 wtod commented Permalink

I really like your distinction between business planning and IT planning. This is one aspect of BPM projects (and I'm convinced not only for IBM BPM projects) that tends to lead people into the wrong direction and towards false decisions. I've seen projects where the trust in the products capabilities was more or less completely lost in the first project because the first implementation was over-designed, over-engineered and sized incorrectly in terms of resources, time and skills.
In the area of BPM migrations, we now try to use more decision tables, e.g. for choosing the right migration method. I think that this would also make sense for choosing the right BPM product(s) / product edition(s).
Another key aspect that I see and that often gets underestimated is usability. The ease of use (and with that I mean the usability for the end users of an implemented process) is key to the acceptance of a BPM product and thus the chances for further investments by a customer in this area. START SIMPLE AND THEN KEEP IT SIMPLE! Many architects / designers still seem to think that IT people are using their processes and UIs. They just aren't in most cases! So hide technical AND business complexity wherever possible, and you will have satisfied customers. Careful: this often means that you have to convince the customers business and IT experts to follow this golden rule, because they also tend to make requirements much more complex than they need to be!
Just my 2 cents... ;-)

2 Bill Wentworth commented Permalink

Thank you for the comments!