Wow. What a great conversation that was, hats off to Connie and Clay for organising this.
Looking back over the tweetfest there were clear themes that came out which my thoughts are also echoed in Clay’s blog post.
- BPM Education: there are too many quickie “BPM 101” courses on offer selling different flavours of BPM which confuses the market, clients and practitioners and devalues certification routes in general. It was mentioned that the ABPMP should be adopted and accepted as a de facto standard, not only by practitioners but also endorsed by vendors so their clients know what educational model is supported by them too. I think this should go further, Lombardi University is an extremely comprehensive and mature educational model, there should be a formal mashup of both the ABPMP and LUni to provide a theory and practical based educational model but be as technology agnostic as possible for other vendors to endorse and support. This also leads onto how BPM needs a globally supported community that encompasses education, discussion and evolution. The BPM message is too distorted by geek speak that clients and newcomers find it hard to navigate and understand what we’re all about.
- BPM, EA, MDM, Case Management: This was quite interesting as there appears on the surface correlation between a lot of methodologies and technologies. Case Management is certainly a proposition that needs to cross industry sectors and be championed or integrated in existing BPMS.
- Skills and Governance: Connie brought up the subject of BPM Centres of Excellence, the what, how and who should be involved. What came out was that over 50% of Business Analysts can’t cut it as a Process Analyst, and yet during the conversations that followed process analysis turned into cross-technical skill looking at data modelling when the MDM discussion kicked off in full swing. Perhaps that piece of skills research was focused on the here and now and should now turn to looking at what skills are needed for BPM of the future, maybe that figure isn’t so bad after all.
- Another point was that a Business Architect should be someone of 20 years with Six Sigma/ LEAN/ TQM under the belt. I disagree somewhat on that point, whilst those methods are ‘nice to haves’ they shouldn’t be prerequisites of a Biz Arch and certainly not as steeped in the skills that they can’t accept outside influences. I’ve seen this among a lot of Master Black Belts and I don’t think they have what it takes to be a Biz Arch on this alone. Needs to be cross-skilled and understand architecture on a wider scale outside of process alone.
Overall, this kind of mini-event was amazing to watch unfold and interact with. One thing was clear: 2 hrs just ain’t enough time !!!
Here’s to the next #bpmginjam…..