Using journalism as my model, I want to share what I learn about the potential, the successes, the reality and the dysfunctions of this new technology-enabled business world. And luckily, my role as a front-line sales person and evangelist for business technology-based projects gives me a great perspective "at the rock face". In addition to that bottom-up perspective, I'm also able to attend both industry and academic conferences, which along with wide reading and conversation provides the theory that helps make sense of daily practice.
Some of my best friends are BPM-istas! And evangelists-of-BPM as the second coming of application development. I say bravo! But then I have a few questions, such as . . . 1. How many managers does it take to build a business process in BPM? “None. Managers aren’t allowed to build a process in BPM.” 2. So, how many developers does it take to build a business process in BPM? “None. Developers don’t know anything about business.” 3. OK, then, what about business analysts? How many business analysts does it take to build a half-decent business process in BPM? “Bingo! Only one! But the process will never get built — because no one owns the process and besides, IT-side validation is too expensive . . . “ OK, my apologies to the managers, developers, business analysts, architects and executive sponsors who are all feeling maligned now! I really do appreciate that so much has been achieved with BPM technology for real business results. Step-by-step, that’s the order of the day! (Originally published on BPM Leader @ http://www.bpmleader.com/2012/04/30/how-many-business-analysts-does-it-take/.
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