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Thursday, May 28, 2009

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Norbert

David, making a proescs change while it is running is not technologically difficult. My BPM products from Fujitsu have always allowed anyone (with the access rights) to change the proescs at any time: adding activities, removing activities, and re-routing the flow. This has worked for 15 years but we find that few real people in organizations use it.The difficulty with changing a proescs comes when the person who needs to make the change does not have the skill to understand the proescs editor and the implications of any given edit.In the 1990 s we rather naively assumed that because the model was graphical, any user would be able to modify it. Since then we have come to understand that using a graphical editor for a BPMN proescs requires significant training. What is the change that 100% of the managers in an organization are trained in BPMN. And it has to be 100% because the need for change can come from anywhere. BPMN 2.0 increases the divide between skilled and unskilled by raising the bar for what you have to know.This has led us to believe that to allow a proescs to be changed, there needs to be a very simple proescs paradigm like a checklist that can be easily modified by 100% of the managers. It is not a technical challenge, but instead a usability challenge.So, a product with a checklist-style proescs model would be (in my estimation) modifiable by any manager, and it is unfair for me to exclude BPM from this category. But in general, BPM products are continually pushed to more complex modeling paradigms. The fact is that if a product does not have a BPMN modeler, the analyst refuse to consider it BPM. I am not making this up, but it is the BPM industry which states that a BPM product MUST have something very much like a BPMN modeler. So I am on relatively safe ground saying that a BPM product has a modeler that is too complex for the average corporate manager to use.

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