What are the elements of this business process space context? A comprehensive answer is too long for this post, but it should include process metrics, process design, business semantics, and process governance [...] Kiran Garimella
from http://www.ebizq.net/blogs/bpmblog/2007/03/the_death_of_bpm_it_aint_over.php
That is an concise list of what is important within BPM, although I to not share the view of the author, that BPM is a kind of proces operating system. ImhO it is a design principle and a management paradigm. It must be supported by system design, to become effective, but it is not an operating system, upon which higher level solutions will be developed. Yes, it is an architecture – and the Business Process Platform architecture that I already mentioned is one important part of it. But it is not merely a separate software layer.
Now let us look a little more into detail of these elements:
Ad 1) Business Semantics.
It is obvious, that it is inevitable to take into accound the process, that is realized by Business Objects (Ordering, Selling, Payment, Stockkeeping, Billing, …) if the process semantics is important. Each of the Business Object types have a business semantics. Each of their states has and the actions, that can be performed with them (like release). It is not possible to ignore them, if an holistic view on the process semantics is necessary. The other way round said: It is often necessary to realize the process semantics by means of implementing Business Objects, because it is so sophisticated business semantics – if I mention prices calcuation for example.
Ad 2) It is impossible to do process design and not take into account the process, that has been implemented in Business Objects already – if it is not a very simple case like a very simple workflow. But even with a simple worflow, there often is a Business Object (Invoice, Project, Order, …) behind it. So the process can not be designed completely free, but within the limitations of the Business Objects, that are going to be used. Or the other was round: if the Process is Designed completely free, then Business Objects need to be implemented or extended to realize such a behavior.
Ad 3) Process Metrics.
Is it possible to think of process metrics and not take into account the state of Business Objects? Plainly said: No. It is relevant, if orderes are Released or not, if Invoices are posted or not and how long it takes from ordering an Order (i.e. reaching the state ordered of the Order) and posting an invoice (i.e. reaching the state posted of the Invoice). So process metrics need a tighter integration with Applications – in the form of a Business Process Platform BPP.
Ad 4) Process Goverance
Process governance can only be realized, if the necessary process metrics is provided. As a result of process governance, the process needs to be adapted. This can – in certain limits – be done by changing some modeled workflows. But often it is needed to utilize different functionality which is implemented in Business Objects or to adapt Business Object functionality. This can only be done, if the application has been built in a way, which makes this possible cost effectively – i.e. by conforming to a BPP architecture.
So the different elements of BPM can better be reached, if BPM is tighter integrated into applications – i.e. if applications are BPM enabled – and if a Business Process Platform (BPP) programming model is followed.