In benefits on March 13, 2012 at 4:58 am
Process mining is an IT concept that has gained some momentum and attention recently though it lacks a generally-agreed definition and is open to what any vendor claims it to be. Therefore it is useful to look under the hood of such concepts and to ask what is the real value it can bring to a business.
While the idea of analyzing people interaction is a valuable concept in itself, process mining often only tries to improve the shortcomings of conventional BPM (rigid processes, lack of user empowerment and agility, absence of goal orientation and focus on outcome etc.). Using the same flow-charted paradigm like the underlying system these efforts are similarly doomed to fail and aren’t capable of reaping the potential benefits in a real-world business setting. Therefore most process mining initiatives are nothing more than a declaration of intentions and good will without adequate technology and tangible results.
By contrast, the ISIS Papyrus Platform has made patented technology readily available for a couple of years now. For the purpose of process mining based on the principles of human decision-making and social business collaboration the Papyrus User-Trained Agent (UTA) performs pattern recognition on the data objects and their relationships across the complete state space of a business case each time an action is performed by an actor role. The UTA analyzes what elements of the pattern are relevant for its subsequent repeated actions. This includes information about previously executed steps and their results. The UTA thus provides the business user with the power to train the progression of a workflow, which dramatically reduces the time and effort to analyze and encode workflows and rules and yields the related benefits immediately.
In benefits on November 29, 2011 at 8:26 am
ISIS Papyrus has released a new technical update on Business Correspondence. As reported earlier, independent studies, various analyst researches, and overwhelming user feedback demonstrate that ISIS Papyrus leads the innovative edge in an area which is critical for customer-oriented enterprises with highly interactive requirements.
Business Correspondence is an application framework defined for the Papyrus Platform and using its adaptive capabilities for business process management and enterprise communications. It can be used independently or as element of a consolidated communications and process infrastructure that is the target for the Papyrus Platform. Other than hard-coded component solutions Papyrus Frameworks are easy to maintain as they do not contain any custom code and they are easily adapted using the inbuilt functionality without the heavy cost of changing flow-charted processes and rigid workflows. Featuring Papyrus EYE Widgets and Correspondence Wizards business users and administrators have powerful tools for defining different workplaces and user interfaces as required, for recording, training and re-using processes and decision patterns as well as defining relevant business rules without the need of lengthy upfront analysis and modeling. Papyrus empowers the business user in a completely new and transparent way by providing both the means to reach specific goals and effective guidance.
Other aspects illustrate the practical implementation of ACM with the consolidated approach of the Papyrus Platform. It provides a comprehensive, flexible and scalable solution for the consolidated management of inbound and outbound communications and enables seamless functional cooperation of otherwise distinct products such as ECM, BPM or CRM. It allows organizations to define, measure and manage process, content and data in complex service environments with a single shared customer view for ultimate transparency.
In general on November 4, 2011 at 8:00 am
Ever since Peter Drucker first described the concept of ‘knowledge work’ in 1954 it has become more evident that there is a huge shift in how work is organized today and in difference to only a few decades ago. The knowledge worker has become emblematic for a more skilled workforce than ever before. Yet, the self-managed work style and perceived productivity increase is still far from being achieved. This is partly due to a lack of understanding of the type of work performed, an unwillingness to cede control on all levels of management, and technology that fails to deliver what is required to support knowledge work.
Against the backdrop of ongoing ‘discontinuity’ (another term owed to Peter Drucker) the current situation in enterprise IT is characterized by various issues of which each substantially contributes to a situation that doesn’t appear to be particularly satisfactory for business operations and strategy on the one hand nor business users and customers on the other hand. The hope to come to grips and control the data and processes that were regarded as the most valuable assets by fragmenting the market for enterprise IT into silo applications for customer relationship management (CRM), enterprise content management (ECM), supply chain management (SCM), and countless others has grimly failed. These applications are by concept limited in consolidating data and processes into one centralized system and do not bring about the hoped-for efficient end-to-end processes. Moreover, these applications need substantial customization to come anywhere near being of any use for an organization with the effect that those hard-coded changes need additional maintenance effort and tie an organization down for years to come with rigid workflows and without the ability to adapt to changing environments and markets. Bring in BI to eliminate all intuition in decision-making and the disaster is perfect.
Therefore it is inevitable to consolidate ECM, CRM and BPM with business architecture and to provide the knowledge workers with a single, consolidated view of the customer. Moreover, empowering these knowledge workers to create exactly what they need to achieve the best possible process outcome for the customer is critical for business success and growth.
In general on October 19, 2011 at 7:24 am
Standardization and uniformity have long been hailed as hallmark in business operations and process management. But all standardization and uniformity gets to a point where every organization is doing basically the same and none has a competitive edge. Moreover, standardization is the counterpoint to innovation and agility and creates a risk-averse bureaucratic machinery where every disturbance of the routine is sought to be evaded at all cost. Decision-making and planning are by and large delegated to an anonymous system fed with all kinds of data of limited validity and doubtful relevance. The output doesn’t matter much if it doesn’t interfere with the dullness of general affairs. This situation is known as innovation gridlock, where an exceedingly complex system finds its justification in cumbersome maintenance and binding resources that are painfully missing elsewhere
However, good business decisions are always taken by experienced people who use intuition to combine relevant data in business context. These are the Leverage Points where people skill has a relevant effect on a customer outcome. What is therefore necessary is to identify technology that is apt for new requirements apart from standardization and uniformity, lends itself to the increasing speed of change and considers the fact that people and organizations working through human interactions and emergent processes cannot be modeled to factory floor concepts where lots of unskilled or semi-skilled workers are expected to do the same repetitive tasks over and over again.
With the help of a Business Architecture including strategy, capabilities, relationships, business entities, and processes such technology should enable the business to improve customer service quality through transparency, flexibility and adaptability of business operations. This in turn requires that the interaction is driven by users and not by some predefined process. The process must only provide guidance, collaborative information sharing and free-flow execution between many possible service and resolution tasks. This cannot be performed even by the most dynamic and ad-hoc BPM solutions but only by an adaptive process environment that empowers the actor to take any action and includes any resource (man or machine) to resolve a given problem in terms of providing value perceived by the customer.
In benefits on July 29, 2011 at 1:47 am
It is common knowledge that organizations thrive best in competitive markets and fast changing environments through constant innovation. Yet too many organizations face a number of serious obstacles when it comes to promote and foster an innovation-friendly culture.
These obstacles include but are not limited to:
- Lack or non-alignment of vision, strategy and execution
- Bean-counter view on cost cutting and short-term financial figures
- Focus on processes and business goals rather than customer outcomes
- IT spending channeled into maintenance of status quo
- Functional borders preventing effective communication
On the other hand, the sources of innovation are also well known and innovation itself is not a matter of geniuses or major breakthrough inventions. More often than not innovation happens gradually and even inadvertently on all levels inside and outside of an organization. Major sources of innovation and contributors of new ideas are among others:
Therefore organizations that want to remain competitive need not only to think about reducing costs but more importantly how to use IT to enable existing knowledge and potential for innovation. They need to understand the immense opportunity for change that information technology can provide when it is used to empower people to improve business processes and to reach transparent strategic goals defined by management instead of disenfranchising them through process management bureaucracy. Only businesses that manage to use technology as an innovation enabler are shooting past those that control IT and/or processes by using defensive business models such as governance, centers of excellence and best practices.
Top-down business transparency ensures that knowledge workers understand why they are doing things, and real-time process transparency enables effective cross-functional communication and allows process owners to intervene immediately when customer quality assessments are poor. Process adaptability allows organizations to yield the results of collaboration and social interaction and to move the process creation and innovation into execution through a well-defined architecture of entity relationships and states, as the prerequisite to define outcomes, targets, goals and rules. These Adaptive Processes enable bottom-up transparency for the process owner and social coaching of the performers to push outcomes in the right direction. All dependencies and responsibilities are immediately transparent to anyone with sufficient authority. Rather than to waste a lot of energy to try and enforce predictability, Adaptive Process enables businesses to utilize the power of emerging processes.
In markets on April 15, 2010 at 7:38 am
Under the title “Mastering the Unpredictable” a recently published book deals with the aspects of how IT can support knowledge work, or unstructured processes, in typical modern workplace settings. For this purpose the book describes how case management is to be seen apart from conventional notions of business process management.
Max J. Pucher, Chief Architect of ISIS Papyrus, has contributed to this landmark publication with a chapter called “The Elements of Adaptive Case Management”. At the center of his considerations lies the fact that many current implementations of process and case management solutions are at odds with modern management concepts. While that applies to all workers, it is especially relevant for highly skilled knowledge workers. Motivation is achieved by empowering people to be valuable team members rather than through command-and-control-oriented process implementations. Adaptive case management sits at the center of gravity for process, content, and customer relationship management and therefore plays a key role for effective execution toward business goals.
While ACM is about bringing the benefits of adaptability to existing knowledge workers, Mr Pucher proposes to expand that into “Adaptive Process” that combined with an empowerment management paradigm turns more production workers into knowledge workers rather than just automating the production workers’ work. Adaptive process technology exposes structured (business data) and unstructured (content) information to the members of structured (business) and unstructured (social) organizations to securely execute—and continuously adapt with knowledge interactively gathered during execution—structured (process) and unstructured (case) work in a transparent and auditable manner.
More about this interesting topic can be heard at the 2010 ISIS Papyrus Open House and User Conference in Vienna, Southlake, TX, and Kingsclere, UK, where Max J. Pucher will talk about “Adaptive Process and Empowerment” in his keynote address.
In general, new feature on March 24, 2010 at 2:57 am
ISIS Papyrus invites once again to its well-respected Open House and User Conferences. These events are held in Vienna (AT), Dallas (US), Kingsclere (UK), and Ivrea (IT). As usual there will be several ways to participate: speeches, workshops, hands-on demos, case studies and group discussions. Dates and more information can be found on the ISIS Website.
Chief Architect Max J. Pucher will hold the keynote address on adaptive processes and empowerment of business users. This will certainly be a highlight as it gives an in-depth explanation of some of the key concepts of the Papyrus Platform. It will also outline how businesses can use Case Management in an environment with predominantly unstructured and dynamic processes to improve their performance and efficiency.
Together with the other amazing Papyrus features like Papyrus EYE widgets, wizards, Content Compare or the WebArchive for iPhone visitors will enjoy exciting presentations and unique opportunities to meet like-minded document professionals and to discuss pragmatic solutions to real-life challenges in a special ambience.