As of today, I’ve been writing this blog for five years. My first post was on BPTrends’ 2005 BPM Suites Report, and I’m still pretty focused on BPM, although have branched out to cover a wider variety of Enterprise 2.0 and collaboration topics as well. In the beginning, it was just labeled as my business blog and hosted on a subdomain under my corporate domain, although within the first month, I talked about how I’m a “column 2” sort of girl, and a month later, rebranded as Column 2.

Since then, I’ve written about 2,000 posts: that’s more than one per day on average, although that includes about 550 posts consisting of links and my comments on those links, auto-generated from whatever I save on Delicious that day. Not considering those posts, I’ve still managed to post more than once per weekday on average: a count that is badly skewed by my live-blogging at conferences, where I post several times per day. I’ve had over 2,000 comments on posts, or about one per post: not a great level of conversation overall, although we’ve had some lively discussions. In total, I’ve written over 600,000 words.

I average 400-500 unique visitors (600-700 page views) per weekday, with peaks of two or three times for events such as the Oracle BEA strategy briefing and IBM layoffs. Posts can remain popular over time: the Oracle BEA post totaled 4,500 page views (although not on the same day). I also have another 1,800 readers who are subscribed to the RSS feed, likely not visiting the site directly since I publish full feeds. That doesn’t make Column 2 exactly a prime internet destination, but most people are a bit surprised that I have 2,200+ daily readers on a relatively niche topic.

My presence on Twitter (which has just passed the 3-year mark) may have slowed my blogging a bit, but a broad spectrum of social media participation is a must for independent consultants these days. In fact, Twitter has probably increased my blog readership since FeedBurner auto-tweets each blog post when it publishes: Twitter is my second-largest referrer site, after Google.

I don’t get paid to blog, except for the small fee that Intelligent Enterprise pays me when they republish some of my posts, and the bit from the Google ads on the site that just covers my hosting fees. Vendors who invite me to their conferences (and pay my expenses while I’m there) obviously get more coverage while I’m blogging at the conference, as do vendors who are my clients since I’m more familiar with their products, but the opinions written here are my own, and no one has any editorial review or control over my content. In fact, it’s pretty common for me to see the PR/AR/marketing people at a vendor conference checking their mobile devices to see what I just wrote about their company, since they don’t see it in advance.

Blogging has given me the best soapbox ever on which to stand and voice my opinions: as an extroverted introvert, it’s the perfect blend of public discourse and private contemplation for me. As an independent working mostly from my home office, blogging provides me with a way to engage with BPM vendors and practitioners that would just not be possible face-to-face. I am asked to speak at conferences and review products because of what I write here; in fact, most of my professional engagements start with someone saying “I read your blog, and I’m interested in working with you”. I’ve also had the opportunity to meet many of my readers and fellow bloggers at conferences; these are opportunities that I would have missed were it not for blogging. My blog also serves as an online portfolio and history of my ideas, so that I can show, for example, that I was talking about social BPM and process wikis in 2006, a few years ahead of those who claim to have first written about it.

Writing a blog is not for everyone – in fact, some days it’s not even for me – but blogs have become an essential part of online reading for any business or technology professional, rather than just seen as rants from the fringe. And although I sometimes resort to a bit of ranting, I like to believe that I’m adding value to your research on a variety of enterprise technology topics.

BPM standards, I mean.

Yesterday saw the public beta launch of the Business Process Incubator; although this was inadvertently announced by Robert Shapiro during a public webinar last month, it only moved out of closed preview yesterday. I had a briefing from Denis Gagné of Trisotech, one of the driving forces behind BPI, and have had a test account to try it out for the past month.

BPI has a focus on BPM standards, especially BPMN and XPDL, and is intended to a be a hub for content and tools related to standards. That doesn’t mean that this is another walled garden of content; rather, a lot of content is mashed in from other locations rather than being published directly on the site. For example, if you search for me on the site, you’ll find links to this blog and to a number of my presentations on Slideshare, plus the ability to rate the content or flag them on a My Interests list. That means that there’s a lot of content available (but not necessarily hosted) on the site from the start, and it’s growing every day as more people link in BPM-related content that they know about.

The site is divided into four main areas:

• Do, including services for verifying, visualizing, validating, publishing and converting process models in various standard formats. These are premium services available either directly on the site or via an API: you can try them out a few times with a free membership, but they require payment for more than a few times each month.
• Share, for contributing content such as process models, tools and blogs; this is also used to view process models shared by others.
• Learn, for viewing the links, blogs, books, training and other content added in the Share section.
• Tools, for viewing the tools added in the Share section; these are categorized as diagramming, BPMS, BPA, BAM and BRE. Trisotech’s own free BPMN add-in for Visio is here, but is also featured directly on most other pages on the site, something that competing diagramming tools might object to.

Most content on the site can be tagged and rated, allowing the community to provide feedback. There needs to be better integration with other social networking besides just standard “community share” options on Facebook, Twitter and LinkedIn, and this site just begs for BPI iPhone app, or at least a mobile version of the site.

Although I like the clean user interface, the categorization takes a bit of getting used to: for example, you add both content and tools in the Share section, but you view the links to content in Learn and the links to tools in Tools. Furthermore, you both contribute and view process models in the Share section; this appears to be the only type of contribution that is viewed in Share rather than another section. Also, the distinctions between some of the functions in the Do section are a bit esoteric: most users, for example, may not make the distinction between Transform (which is an XML transformation) versus Convert, since both turn a file of one type into another type. Similarly, Verify ensures that the file is a BPMN file based on the schema, whereas Validate ensures that there are no syntax errors in the BPMN file.

Although vendors can participate in the community as partners, it is vendor-independent. Rather than vendor sponsorships, the site is monetized through a membership model that allows access to most of the content for free, but requires a $300/year premium membership for unrestricted access to premium features, such as process model validation and translation services. In that way, the bulk of the site revenue is expected to come from corporate end-user organizations that use a combination of free and premium memberships for their users, and can sign up for a corporate membership that gives them four premium memberships plus 50% any additional ones. End-user organizations are becoming more aware of the value of BPM standards, and understand the value proposition of a standard notation when using process models to communicate broadly within their organization; BPI will help them to learn more about BPM standards as well as being a general resource for BPM information.

Businesses can have their own page on the site using a custom URL (e.g., www.businessprocessincubator.com/tibco), fancy it up with their own logo and business description, and list all of the site content that belongs to them, whether links to tools, blogs or other content. Partner pages are free, but are monetized by referral or commission fees on any RFI/RFQs, services, training or paid content offered via those pages.

The cloud-based functions offered in the Do section are also available through a public API for vendors to include directly or white-label them in their own offerings; although monetized for this wasn’t settled last month, it would be possible to do this through an API key, much like other public APIs. Both APIs and a toolbar are available for including BPI content and functions on another site.

Partners are already ramping up on the site, and by fall, BPI will be in general availability for all members. There’s now quite a bit of choice in BPM online communities: in addition to all the BPM-themed social networking sites and discussion groups, there are now several public communities offering tools and functionality specific to BPM, such as BPM Blueworks and ARISalign. Gagné sees BPI as complementary and partnering with those sites – for example, those sites could have a partner page, as BPM Institute does – since they augment the other sites’ content with standards-focused materials. BPI’s openness via APIs and a toolbar allows it to be added as a BPM community from another site, and will likely see many referrals from BPM vendors who don’t want to build their own community site, but like the idea of participating in one that’s vendor-neutral. Although BPI is focused on BPM standards, the open platform gives it the potential to grown into a full BPM social networking site with a broad variety of content.

By the way, as your reward for reading this entire post, here’s a link to get a free premium membership. Enjoy!

Today, IBM announced their cloud strategy and roadmap; I was at the analyst update last week and had a chance to hear about it first-hand from IBM execs, a customer and a partner.

Erich Clementi, who heads enterprise initiatives at IBM, started the briefing by showing their cloud evolution over the past year, and plans for the remainder of 2010. Last year saw the launch of LotusLive collaboration services and the Test Cloud for hosted test environments. By the end of 2009, cloud offerings had expanded to include analytics, storage and email plus cloud consulting services, and the beta for cloud-based development and test environments had opened up. That beta has evolved so that today we’re hearing about the launch of Smart Business Dev/Test on IBM Cloud: an enterprise-class environment for provisioning virtual machines on demand for software development and testing. By the end of this year, there will be more cloud offerings, and a variety of security, resiliency, capacity and compliance options, and an ecosystem of partners.

He discussed what they’ve learned from their clients: there is a universal interest in cloud computing, but that there won’t be a “Big Switch fantasy” happening in large enterprises any time soon. Instead, this is part of a transition from owning IT assets to sourcing IT solutions as part of an organization’s enterprise IT delivery mix, where cloud complements on-premise, and these often coexist in integrated hybrid services. Although cost is a factor, speed of deployment is also a key driver, since that drives time to value. And, since IBM always has a large services component, they have a suite of services around moving to and maintaining cloud services. To be clear, there is a predominant focus on private clouds, or what some would not consider cloud at all: fast provisioning (after you install all the hardware and infrastructure software), but everything is on the customer’s site, making this virtualization rather than true hosted cloud.

For hosted cloud, they see the initial sweet spot as the collaboration space, where they’re targeting the LotusLive brand, including the web conferencing tool which we were using for the briefing, email suite (Lotus Notes lives!) and even social networking, such as the BPM BlueWorks community. Altogether, IBM has 18 million users on LotusLive, including their own workforce and some large customers such as Panasonic.

Targeting both public and private cloud is their Smart Business Desktop, where the entire desktop environment – OS and applications – is virtualized rather than installed on the actual desktops, allowing for access from anywhere, and also providing desktop remote control and other IT service functions. This has long been used for VPN access to networks, but is a newer concept for full-time internal desktops. Coincidentally, eWeek just published an article on virtual desktop infrastructure (VDI), discussing the benefits in terms of reduced maintenance and hardware costs (reduce desktop TCO by 15-35%) as well as business continuity, but also the relatively high startup costs and complexity; the author ultimately states “I hesitate to recommend VDI across the board”.

The third part of their cloud strategy is for virtual hosted server environments for ISVs – what appears to be a direct competitor to Amazon’s EC2 – providing development and test infrastructure through developerWorks Cloud Computing Resources, but apparently also production hosting (I think – the presentation was a bit vague here).

For my regular BPM readers, if you’ve made it this far, consider how you could use cloud development and test servers for BPM deployments, where some of the multiple environments required (usually at least four, sometimes as many as six) could be moved out of your own data centers, and provisioned at will.

Pat Toole, CIO of IBM, was up next to discuss how they are using their own products internally, speaking as a customer of the cloud offerings. They started with hosted development and test environments, and have half of their new development in the US happening on the dev/test cloud; this has reduced their server provisioning time from five days down to about an hour for both Power and x86 environments. Next, they looked at BI and analytics, with the dual aim of reducing costs and making the data more readily available to users. They consolidated 100 data warehouses into a single Cognos environment for 80,000 internal users in their Blue Insight initiative, and expect to add another 30 applications and double their users over the next year.

On the collaboration front, they turned on LotusLive web conferencing for all employees to use for internal and external meetings, logging 200 million minutes last year. They’ve recently added Engage for 6,000 users initially; although this seems to provide full social networking capabilities, Toole mentioned file sharing as the primary use case.

They’ve implemented Smart Business Desktop at one center in China in order to reduce TCO by more than 40% and improve security and control, and plan to roll this out to their call centers in US and India. Echoing the eWeek article, he said that this is not for everyone in the organization, but makes sense for certain classes of users and desktops. They’re also about to launch their first pilot on the storage cloud, and have identified about 1,000 applications for deployment in the production cloud.

In “eating their own cooking”, IBM is doing what any of their customers would be doing: trying to make their computing environment more efficient and less expensive.

Mike McCarthy, who heads the cloud computing group, gave the the details of today’s announcement:

• Smart Business Development and Test environments on the IBM (public) cloud, initially within North America, on a pay-as-you-go or reserved capacity basis. Although hosted on their public cloud, this is intended to support enterprise clients in that it’s not an open community, but a platform for hosting your development and test environments as securely as if they were on premise; in fact, they plan to offer dedicated hardware environments in the future for the truly paranoid. There are several pre-configured software images to select from, offering a wide choice of configurations and deployment models. They offer 99.5% availability, sufficient for most dev/test environments, and support options up to 24×7 telephone support. This allows you to provision a development or test environment yourself in a matter of minutes: choose the service (software image, such as OS or OS plus tools), configure the usage configuration, and click to provision a new virtual server. Initially, they’ll be offering Red Hat and Novell Linux on x86 environments, with additional hardware options as well as Windows later in the year.
• Adding development services, such as Rational SDS, to the existing Smart Business Test Cloud offering for private cloud deployments.
• Rational Software Delivery Services for both their private and public Smart Business Development and Test Cloud.
• Tighter integration of the developerWorks online community and the development/test cloud initiatives through a variety of learning resources.

Evan Bauer of the Collaborative Software Initiative joined the IBM team on the call to discuss their use of the IBM cloud for developing, testing and hosting the US Department of Education’s Open Innovation Portal. They used the beta version of the IBM cloud and open source software to develop and deploy this portal within three months. Hosting on IBM’s public cloud allows them to scale quickly and achieve excellent response time, providing a valuable pilot for the future use of cloud for government applications.

Last up was Tom Lounibos of SOASTA, an IBM partner offering CloudTest, an on-demand service for load-testing web applications by provisioning hundreds of virtual servers to simulate millions of users hitting a website. There are a couple of key use cases for this type of load-testing – e-commerce sites with seasonal peaks, and social media sites with peaks caused by news events – with some very high profile cases of unacceptable latency or even site failure due to load. CloudTest has been around for a while, but they’ve just announced that they’ll be running on the IBM cloud.

The IBM (public) cloud will initially be hosted in the US, with data centers in Europe added later in 2010. Although there was some talk about other data centers (such as Asia) in the future, the entire rollout plan wasn’t clear. Many organizations, especially financial services, need to have the data centers located in their own country, or at least one with better privacy laws than the US, so both the location of the data centers and the ability for a customer to select which country is hosting their systems will become important as IBM looks beyond the US market.

For those of us used to working with virtual servers hosted elsewhere, the concepts announced today aren’t new, but the IBM brand brings an air of respectability to the idea of using hosted virtual environments for a variety of uses.

A couple of months back, there was a private discussion amongst the Enterprise Irregulars about who Salesforce.com was going to buy next, and there was a thought in the back of my mind that it might be a BPM vendor. Since that time, two BPM vendors have been acquired, but not by Salesforce: instead, they launched their own Force.com Visual Process Manager for designing and running processes in the cloud.

However, they seem determined to keep it a secret: first, the Visual Process Manager Demo video on YouTube has been made private (that’s just a screen snapshot of the cached video below), and second, I was unable to get a call back in response to the technical questions that I had during the demo.

For those of you unfamiliar with options for Salesforce application development ( as I mostly was before this briefing), Force.com is the platform originally built for customizing the Salesforce CRM offering, which became a necessity for larger customers requiring customization of data, UI and business logic. Customers started using it as a general business application development and delivery platform, and there are now 135,000 custom applications on Force.com, ranging from end-user-created databases and analytics, to sophisticated order management and e-commerce systems that link directly to customers and trading partners, and can update data from other Salesforce applications. In the past four years, they’ve gone from offering transactional applications to entire custom websites, and are now adding collaboration with Chatter.

As you might guess, there are processes embedded in many applications; classic software development might view these as screen flows, that is, the process for a person to move from one screen to another within an application. Visual Process Manager came about for exactly that purpose: customers were building departmental enterprise applications applications with process (screen flow) logic, but were having to use a lot of code in order to make it happen.

Salesforce acquired Informavores for their process design and execution engine, and that became Visual Process Manager. This is primarily human-centric BPM; it’s not intended as a system-centric orchestration platform, since most customers already have extensive middleware for integration, usually on-premise and already integrated with their Force.com apps so don’t need that capability. That means that although a process step can call a web service or pretty much anything else within their existing Force.com platform, asynchronous web service calls are not supported; this would be expected to be done by that middleware layer.

The process designer allows you to create a process map, then create a form that is tied to each human-facing step in the process map. Actions are bound to the buttons on the forms, where a form may be a screen for internal use, or a web page for a public user to access. You can also add in automated steps and decisions, as well as calling subprocesses and sending emails. It uses a fairly simple flowchart presentation for the process map, without swimlanes. There isn’t a lot of event handling that I could see, such as handling an external event that cancels an insurance quote process. There’s a process simulator, although that wasn’t demonstrated.

Visual Process Manager is priced at $50/user/month for Force.com Enterprise and Unlimited Edition customers, although it’s not clear if that’s just for the application developers, or if there’s a runtime licensing component as well.

Similar to what I said about SAP NetWeaver BPM, this isn’t the best BPMS around – in fact, in the case of Force.com, it’s little more than application screen flow – but it doesn’t have to be the best in class: it only has to be the best BPMS for Force.com customers.

There has been much speculation in the BPM world about Software AG’s online BPM community, originally dubbed AlignSpace, or as it has been recently renamed, ARISalign. Originally launched in a private beta months ago, those of us on the outside have been anticipating a look at how they plan to “combine social networking tools with intuitive tools for process design and modeling [to] collaborate effectively to create and improve processes”.

A few weeks ago, prior to the official beta release, I had a chance for a briefing with Thomas Stoesser of Software AG for a closer look, and I’ve been playing around with it myself since the beta opened. With ARISalign, they’re providing tools for collaboratively capturing business processes in an early process discovery stage, and also providing an open BPM community for anyone to participate, not just ARIS and webMethods users. In the future, they’re also planning for a marketplace for BPM-related products and services, although that’s not in the current offering.

Logging in to ARISalign, you see a home dashboard that shows a feed of updates on your projects, groups, discussions and networks, plus a message center and a list of your current projects. There’s also a Facebook-like status feature, although I’m not sure that I’d use this feature since it’s unlikely to be my primary social network – I don’t even do Facebook status updates any more since I started Twittering.

Projects are how process artifacts are organized in ARISalign, with a project including a number of components:

• A whiteboard, similar in appearance to Lombardi Blueprint and other process discovery tools, that allows users to add “stages”, then activities that belong to each stage. 
• Any number of process maps that can be linked to, but not generated from, the activities on the whiteboard.
• A discussion forum, which provides a simple threaded discussion board within the project.
• A library of related files/documents that can be uploaded as background or reference materials. Currently, the library can only contain uploaded content, not links to content that is hosted elsewhere; links would have to be added in a discussion thread.

If you like the project framework but don’t plan to add process models, then a group has all the same features as a project except for the whiteboard and process maps: you can use it if you want only a discussion forum, library and timeline shared between a group of people.

Creating a project requires only specifying a project name: everything else is optional or has some reasonable defaults. You can add a description, and select industry and language from predefined lists, although these are used as project search metadata only and don’t change the form of the project in any way. You can also select the access control for viewing the project, confusingly called “Project Type”, as open (visible to all), restricted (anyone can see the project in a search list, but not the details or content) or hidden (not visible to non-members, even in search results). All projects require that you join the project in order to participate, which may or may not require a process administrator’s approval.

There are three roles that a member can be assigned for a specific project:

• Project administrator, including the project owner/creator, which allows all functions including administering members, changing user roles, and archiving and renaming content.
• Project contributor, which allows working with tools and adding content.
• Project reviewer, which allows viewing content, participating in discussions and adding comments, but not changing content such as process models.

Unfortunately, there is no way to change the project owner from the original creator, although this is in the future plans, as is the idea of creating project templates for faster startup.

For an existing project, members will often want to start on the project dashboard where they can view a feed of all activity on the project (echoing the personal dashboard for a user, which shows activities for a user, their projects and their network). Similar to functionality recently added to Facebook, a user can hide specific people, models and activities on the dashboard, which creates a filter of only their view, not everyone’s view of the project dashboard.

To get started with process modeling, however, you’ll start on the project’s whiteboard tab, a near-real-time collaborative process discovery tool. High-level process steps, or stages, are added, then activities added below each stage: a process discovery paradigm for non-process-oriented users to just list the steps that are involved in the process. All project members can see each other’s changes as they occur, and can invite additional project members directly from the whiteboard view. Activities can be assigned properties, including comments by project reviewers; activities with comments show a pencil icon on the activity so that others know that comments exist. In the future, activities will also be able to have attachments; currently, attachments can only be added to the project library.

The whiteboard view also allows adding goals and KPIs, although these are purely informational and can’t (yet) be applied to any process models created within that project. In the future, there may be value in considering how KPIs can be linked to the process models and exported for use in other tools.

Unlike some other process discovery tools, the whiteboard view does not auto-generate a process model – apparently there was quite a bit of internal design conversation over whether to do this or not – but one or more process models can be added to the project. Adding and editing a process model creates a split screen view with the whiteboard and the process model; activities can be dragged from the whiteboard to the process model, which creates a linkage between the activity in those two locations, such that highlighting the activity on the whiteboard also highlights it on the process model, and vice versa. A whiteboard activity may be linked to more than one process model, so changes to the activity are not promoted to the process model. There can also be whiteboard activities that don’t end up on any process model. I’m not sure that I’m on board with this method; first of all, I would like to see a way to auto-generate a process model from the whiteboard, and I also think that if something is in the whiteboard view, it needs to be on a process model somewhere: otherwise, why is it in the whiteboard view at all? It appears that the reasoning behind this is that the process model is intended to be an executable process model, such that only the things that might end up in a BPMS would be included, whereas the whiteboard model includes purely manual tasks. Multiple processes from one whiteboard appears to make sense so that non-process people don’t have to think about what are distinct processes, but on second glance, I’m not sure that’s the right way to go.

The more we dig into this, the more that I’m left with the feeling that this is a front-end for webMethods, not an ARIS extension, although the process modeling palette looks more like ARIS Express rather than the webMethods Designer. ARISalign is intended to be a purely business tool, so doesn’t expose web services calls or other technical complexities.

Process models can be exported to webMethods format, XPDL, or opened directly in ARIS Express, but there’s no round-tripping since importing the model back from ARIS Express requires uploading it as a different project. ARIS Express now supports “whiteboard” collaborative models, so the whiteboard can be exported and opened in ARIS Express as well as the process model. There are no offline capabilities; the only offline alternative would be to export to ARIS Express, then upload the changed models to a different project or take screen snaps of the ARIS Express changes and add as images to the project library to document offline changes. Neither of these is particularly attractive, so this may not be an option if you have to have offline access. There are plans to improve the ARIS Express integration in the future, possibly allowing a process model to be downloaded and locked for editing in ARIS Express, then re-uploaded in place.

There’s a view of all process models in a project, which allows those models to be managed (renamed, exported, deleted), but any editing of the models occurs in the split-screen view with the project whiteboard.

Aside from the project functionality, there are a number of social networking features for managing your profile and your connections. You can set different views of your profile for your network or for public display, and can view recommendations of people to whom you might want to connect based on company, industry and shared contacts. The Message Center is very Google Wave-like, with participants shown at the top, and allowing public or private reply to any part of the thread. This holds potential to become the conversation framework used within projects, to replace the current simple discussion groups. In general, the UI is quite nice (although some may not like that it was created with Adobe Flex), and has borrowed liberally from successful features of Facebook and other social networks. The navigation is quite flat, making it easy to find your way around in the interface.

Software AG also showed off an ARISalign iPhone app at CeBIT, although it’s not generally available yet. I’m not sure I’d use this for much process modeling, although it would be useful for tracking what’s happening on projects, accepting invitations, participating in discussions and even looking at (or some light editing of) the whiteboard view.

Currently, ARISalign is available only as a hosted solution, and is hosted on the US version of Amazon Web Services. It’s architected so that on-premise hosting could be enabled in the future, although not in the current version. Software AG should consider having a version hosted on the EU AWS instance, since many organizations don’t want their information – even process models that don’t contain customer data – hosted in the US due to the privacy laws.

This is the first publicly-available version of ARISalign, and no one expects it to be perfect. How quickly Software AG can respond to users’ requests for new functionality – such as the inclusion of a marketplace for add-on applications and services – will be the real test of success, as I mentioned in my recent review of the IBM BlueWorks community.

There’s also the issue of merging the existing ARIS Community with ARISalign or at least cross-linking user accounts, which seems a logical step, but is not permitted by Germany privacy laws until Software AG and IDS Scheer officially become a single company, which could be several months still. The two sites may not end up merged; you can imagine the ARIS Community site being left with product support for ARIS and remain more actively managed, while the user-generated content such as discussions as well as the more generic tools be moved over to ARISalign. You can be sure that there will be some internal politics around this decision, too. Regardless, in the mean time, there’s a badge in the sidebar of each site linking to the other, encouraging you to sign up on the other site. That might, however, cause a bit of social networking fatigue for many business users.

• Is the Checklist mightier than the Model? « Thoughts on Collaborative Planning
  Keith Swenson expands on Jacob Ukelson's post of a few days ago about checklists for case management. I agree with the idea of a checklist, but see it most commonly required at a specific task in a structured process. Maybe that's just a function of my clients, but usually there's some structured process that looks like the usual process map, then at some of human-facing steps in the process, there's a checklist.
  (tags: bpm casemanagement)
• 8 things you need to know about cloud content management – Digital Landfill
  I especially like point #1, which is true for many cloud-based solutions: your business is already using it. Particularly for documents that have to be shared with external agencies and business partners.
  (tags: ecm saas)

In my Links post last Friday, I linked to a post on Mike Gammage’s blog that quoted Janelle Hill of Gartner speaking at the recent Gartner BPM Summit in London:

The right answer in selecting a BPMS is often three BPMSs, based on the particular projects’ needs.

I commented that this seemed to indicate that Gartner is bowing to pressure from platform vendors that have multiple fragmented BPM offerings (e.g., IBM), and that it’s not a good thing for customers.

Just before midnight that night, I received a reply from someone who I met at a conference last year:

<begin rant>

Regarding your links today – and the Sourcing Shangri-La post featuring the Janelle Hill/Gartner quote :  "The right answer in selecting a BPMS is often three BPMSs, based on the particular projects’ needs." 

Couldn’t agree with you more on how disappointing this is.  This is a very unfortunate message that I seem to be hearing more and more lately.  For those of us out there getting muddy in the trenches, who use and implement a BPMS for business processes executed by [humans] that have [document] and line of business system [integration] inputs and outputs required for most activities within a single business process, this "three different BPMSs " reasoning doesn’t make any sense at all.  It does make a convenient pitch, however, if you’re a vendor trying to explain why you’ve acquired products that overlap in a confusing way and perhaps don’t want to lay out the money to integrate them.   Maybe I’m missing something, but I’m a little stunned that it seems to be so widely accepted. 

As long as vendors (and research VPs) continue to put this out there, the vendors (like Pega) who would never punish their end users or application support teams in a single organization with three different BPM suites to deal with will continue to see results like this (in a severe recession, no less):

“Feb. 22, 2010 – Pegasystems Inc. (NASDAQ: PEGA), the leader in Business Process Management (BPM) software solutions, today announced financial results for the year and fourth quarter ended December 31, 2009. Revenue for 2009 increased 25% to $264 million compared to 2008. Net income for 2009 nearly tripled and increased to $32.2 million.” (http://money.cnn.com/news/newsfeeds/articles/marketwire/0589312.htm)

<end rant/>

Couldn’t have said it better myself.

• Tibco Brings Analytics to Spotfire Business Users > > Intelligent Enterprise: Better Insight for Business Decisions
  TIBCO adds in advanced statistical and predictive analytics to their business-friendly Spotfire data visualization tool.
  (tags: bi)
• Google Apps Marketplace – Workflow
  The Google Apps Marketplace launched yesterday, and two BPM apps are available right out of the gate: Cordys ($95/user/year) and RunMyProcess (30Euro = $40/user/year). Yes, those prices are correct: between $40 and $100 per user per YEAR.
  (tags: bpm saas)
• Continuously Improve Your Business With Cordys
  Cordys added a slideshow to the Business Process Management group on SlideShare (see link to entire group below comments section on SlideShare). Other vendors, feel free to follow suit (or just check out what's on the group), but don't get carried away.
  (tags: bpm)

• GoToWebinar : Webinars Made Easy. Award-Winning Web Casting & Online Seminar Hosting Software
  Appian is hosting a webinar this week, Thursday at 11am Eastern, featuring Clay Richardson of Forrester discussing "Hitting the Lean BPM Target". Forrester has a Lean BPM index (anemic/lean/bloated) as we saw during their conference last fall, and Clay will apparently tell you all the secrets of how to hit the Lean bull's eye.
  (tags: bpm lean)
• ATTAINING EDGE : World Class Training For Critical Business Innovations
  For Toronto-based readers: my friends Roger, Gladys and Ron are at it again, with seminars on BPM and business rules coming up in Toronto next month. Gladys and Ron also give a repeat performance in San Jose in May, accompanied by Kathy Long. For Toronto, use the code TOAE10SK for a 15% discount — tell them that I sent you!
  (tags: bpm brm education training)
• OASIS announces BPEL4People 1.1 public review | BPEL XML.org
  A 15-day public review of the BPEL4People 1.1 specification starts today, and is limited in scope to changes made during an earlier 60-day review.
  (tags: bpel4people)

I just found the last of my Progress analyst day notes from last week, scrawled in a paper notebook (which is why I usually write directly to keyboard at conferences). These were from one-on-one meetings that I had with John Bates and Dr. Ketabchi after the end of the formal presentations, where I had a chance to ask about product directions.

It’s probably good to do some writing after the fact, when I’ve had time to reflect a bit, review the presentation slides, and read posts by other attendees such as John Rymer [link fixed], who sums up Progress’ mission, customer case studies and product positioning. I particularly like his description of the two new suites that Progress is offering:

Enterprise Business Solutions tracks existing transactions and services interactions to discover and verify implicit business processes, defines, senses, and responds to real-time events, automates business process flows, and provides SOA infrastructure. Core to this business unit is a new suite that brings together Progress Actional, Apama, and newly acquired Savvion. Think of the new Responsive Process Management Suite as BPM and transactional systems wrapped in real-time event management.

Enterprise Data Services maps primary information sources into a new real-time model managed by DataXtend Semantic Integrator, including integration, aggregation, data delivery, and ultimately, analysis.

To sum up my discussions with Bates and Ketabchi (these were separate, but covered related topics, so I’ve combined them) on what’s happening with the products, particularly the integration of Savvion into the Responsive Process Management suite:

• The first version of the Control Tower monitoring application is ready, or nearly so. This is based on the Savvion process monitoring portal (which already allowed for external data sources), and constitutes the primary piece of integration between the products.
• The existing event-handling structure in Savvion will be used to feed events from Apama. Although there will be some tightening of this integration, there are no major changes required to make this happen.
• Currently, the modeling for CEP (Apama) and BPM (Savvion) are separate tools. However, they are both Eclipse-based, so it’s likely that they will be combined in some way and given a consistent look and feel, even if only as separate tabs within the same modeling environment. Since they both have business-facing perspectives using graphical models, this makes sense.
• Savvion’s current event processing capabilities – the only overlap in the Savvion and Progress product portfolios prior to the acquisition – will eventually be replaced by Apama, which will have an impact on Savvion customers who use that functionality. There is no plan for an immediate rip-and-replace, and the Savvion EP will be supported for some time, but customers should start thinking about migration.

I asked about runtime collaboration within the products, but was not left with a clear picture of the future for Progress products here. Currently, Apama supports some threshold type of changes, and Savvion allows reassigning a task to another user but not changing the process model, which seems to represent a bare minimum in this emerging functional requirement.

You can find all of my coverage of the Progress Software Analyst Day here.