Friday Jun 27, 2014

Oracle BPM 12c now GA!!

Oracle BPM Suite 12c is now GA!

We are pleased to announce that as of today (June 27, 2014) Oracle BPM Suite version 12.1.3, unified platform for both BPM and Adaptive Case Management is Generally Available.

With the Oracle BPM 12.1.3 release, we are offering a comprehensive, unified and robust platform to build intelligent business processes (both structured automated flows as well as dynamic collaborative cases) that are flexible, adaptive and aligned with business objectives. With the addition of business friendly features such as business architecture, verbal rules, requirements capture, new UI for easy to design dashboards and many developer features, the platform provides the empowerment that business desires and the power that IT requires to be an efficient enabler for business. Oracle BPM together with Oracle WebCenter Content and Oracle WebCenter Portal enables organizations to embrace key tenets of digital business by designing processes that enable rich multichannel digital experiences for customers and employees, enabling expansion into new markets and revenue growth opportunities.

Highlights:

· Light-weight Actionable Business Architecture

· Business friendly verbalization of Rules and excel integration of Rules Decision Table

· Business context for processes and impact analysis reports

· Groovy based scripting, full support for debugging and a number of developer productivity features

· 1-click developer, low memory footprint Quick Start Install

· Enhanced out of the box dashboards for performance, trend and bottleneck analysis of processes, activities and people

· Innovative business friendly unification of Business Activity Monitoring (BAM) with the complex query processor engine for identifying emerging trends and risks for proactive actions

· Deep integration of BAM component and Oracle BI for unified dashboards and side by side historical comparisons

· Modern, business user friendly BAM Composer

· Linking cases, sub-cases and case dashboards for Adaptive Case Management

· Integration with Oracle R for predictive analysis to determine next best action

· Tool led migration from Oracle BPM 10g to Oracle BPM 12c

· Seamless upgrade from 11g to 12c without business disruption

For more details on the releases, please have a look at the following documents:

Tuesday Mar 11, 2014

Oracle Process Accelerators 11.1.1.7.1 now available on OTN

Oracle Process Accelerators 11.1.1.7.1 is now available on OTN. This new release has been focused on improving PAs with most customer demand while building solutions that showcase new BPM functionality, including Adaptive Case Management, and Oracle apps extensibility.

The portfolio of Oracle Process Accelerators now serves additional industries like Insurance. This release also increases the value of BPM out-of-the-box solutions for Financial Services and the Public Sector.

This latest release includes two new PAs:

· Insurance Claims Management: ICM is the first accelerator centered on Adaptive Case Management (ACM). ACM is a great fit for claims business scenarios, since every claim is different: knowledge workers typically use their judgment to select and perform the best action at any given point in time, and may change the claim processing sequence. The ICM model can be applied to many other business processes in different industries, since it’s based on a business scenario (car insurance) easy to understand, yet functionally rich: a real-life ACM solution with extensible UI and business rules.

· Oracle Process Accelerator for Loan Origination supporting both personal and business loans, and easily extensible to many additional loan types thanks to the underlying extended financial framework.

PA 11.1.1.7.1 also includes out-of-the-box integration scenarios with Oracle E-Business Suite, delivering end-to-end business flows with Employee Onboarding, in addition to the already available PeopleSoft and Siebel integration scenarios delivered with previous releases.

Other PAs have also been improved, most notably eForms Management, now with improved citizen eForm submission, and Financial Reports Approval, enhanced based on customer feedback to enable approval processes of financial reports using Microsoft Excel extensions.

Please stay tuned for an upcoming webinar on this new exciting release.

Monday Sep 30, 2013

Oracle Open World Redux: A Manifesto for Adaptable yet Out-Of-the-Box BPM Business Solutions

I had conversations with 0.3% of the 60,000 Oracle Open World in-person attendees. Clearly in-person communication is not that scalable, yet it remains the best way to have conversations that enlighten all parties involved (I’ll be happy to be proven wrong by the threads started by this blog).

Oracle is not only delivering a complete BPM suite to build solutions, but also Process Accelerators, or BPM solutions for high-value industry and horizontal business processes. We demoed at OOW working examples of PAs such as Loan Origination, Employee Onboarding, eForms management, Insurance Claims Management, Incident Reporting, and many others. Judging from the reaction we received, there’s nothing like seeing a working solution to understand what’s possible.

BPM’s potential is best expressed when “adaptable business solutions” need to be quickly built and evolved to support business processes for which packaged (COTS) apps are not available, not a good fit, or otherwise not convenient. The best BPM opportunities hide behind processes with a lot of manual activities, supported via emails, paper, or Excel: an indication that COTS apps can’t be customized to cover them.

BPM is applicable to many business processes that are no “one-offs”, only useful in a specific context for a specific organization. At any given time there are many enterprises and organizations that are experiencing similar issues and would be willing to start the BPM journey to address them; that is, if only they knew BPM could help them deliver a solution that supports them!

If we identify the right classes of BPM “sweet spot” business processes we can maximize the value of BPM solutions “working out-of-the-box”. “Working” means including all components that are necessary to support the business process: centered on a business model and including user interfaces for the different users to perform tasks, business rules, dashboards. When properly designed, these solutions maintain the intrinsic agility of BPM and can be modified and extended based on the specific customer process requirements. Evolving working high-quality solutions – rather than building something from scratch – has cost, risk, and time advantages; that’s why we call them process accelerators. Yet arguably the biggest advantage of all is their role in helping visualize to-be processes, and understand how BPM can help. Can this make BPM more pervasive in enterprises?

BPM is one of those disciplines with strong believers that “have seen the light”, yet it has not become a “bandwagon” where everybody wants to jump on board and enjoy the ride. Rather, it’s more of a taxi which you’re going to take if you know your destination. With process accelerators we want to show destinations and how to reach other similar destinations, with the intent of replicating or even generating new BPM success.

In order to do that, it’s important to identify classes of “BPM sweet spot” processes, and target them appropriately. I will attempt here a simple classification based on a key element: the “white space” that BPM-supported processes fill:

  • Transactional: these are process extensions on the fringe of processes like quote-to-cash, opportunity-to-order, mostly supported by COTS apps like ERP, CRM, etc., where the end-to-end process is mostly automated, but where portions remain manual. Think about the workflow to cleanse invoices or orders received from trading partners. A substantial number of BPM customers actually use BPM to deliver value with process extensions. While the validation logic changes from enterprise to enterprise, these might be great candidates for Cloud BPM, especially since the Cloud facilitates moving the responsibility for validating transactions where errors are introduced.
  • Cross-department/cross-app “end-to-end” processes: here the white space is in the process integration (system, but more importantly human integration) to bring together in a cohesive whole the sub-processes served by different departments and/or COTS apps, yet that need BPM to make the end-to-end process truly efficient by enabling end-to-end visibility and management.
  • Strategic excellence processes: these are customer-specific processes that embody the unique characteristics and value-add of leading organizations. Only BPM allows adhering to the value generation processes that are most differentiating for an enterprise. This is a case where generic process accelerators may not cover the process, yet provide patterns, services, and inspiration that enables higher levels of excellence and increase speed and agility of these strategic processes.
For some BPM believers process accelerators may take away the sense of adventure of taking a path towards the unknown, of starting with a white sheet of paper and ultimately invent a unique solution. However we also have the responsibility of delivering more value for more organizations, of evolving and expanding the BPM industry, and most of all of helping customers maximize BPM’s value. Understanding how to endow BPM with a more repeatable model is a mission we can’t ignore: one-off successes are personally rewarding, but firefighting is not the best way to expand a sustainable business.

Thursday Sep 26, 2013

Open World Session: Ensure BPM Success with the Right Methodology

Today morning (10/26/2012 between 11:00-12:00 pm PST), Monique Albrechet, Accenture BPM Practice Lead, Manas Deb, Senior Director and I (Meera Srinivasan) will be delivering an Open World session on how to ensure BPM Success with Oracle BPM Methodology. A key goal of BPM is to align processes with business strategy and objectives, identify ways to improve those processes and then enable tracking and monitoring performance for continuous improvement and optimization. The traditional water fall model of development does not work well for BPM which is all about iterative and agile development. Over the past several years, Oracle has gathered lot of experience helping customers implement BPM solutions. With this experience we have seen a pattern emerge of an ecosystem for building and deploying enterprise-wide BPM solutions.

Those patterns and lifecycle have been captured in Oracle BPM Method and mapped to the Oracle BPM Suite platform. The Oracle BPM Method is a customisable framework containing detailed procedures for practical use of the Oracle BPM platform to analyse, design, deploy, monitor and improve business processes. The presentation will cover these 5 distinct phases eac of which can be iterative:

  1. Process Selection – Identify process candidates that produce the maximum ROI for business process automation and optimization
  2. Definition and Refinement - The initial definition is the one-time adjustment needed to introduce the selected business process into the continuous improvement cycle; the refinement portion is the part that needs to be repeated for iterations.
  3. Technical Design and Composition – This is where BPM meets SOA and process requirements drive the generation and design of Business Services. It I also the phase where the different BPM Application artifacts such as process, UI and dashboards are wired together to produce a complete and ready to deploy BPM Application
  4. Testing, Deployment and Approval – This is similar to the traditional development lifecycle and covers aspects such as functional testing, integration testing and usability testing.
  5. Monitoring and Optimization – BPM is all about continuous process improvement and this phase covers identifying improvement opportunities for the next iteration.


We hope that you are able to join us for this session, and please do try to attend Prasen Palvankar’s session on dynamic case management:
Managing Knowledge Worker Processes, Moscone West 2020, Thu 3:30-4:30 PM

Saturday Jun 29, 2013

Oracle Process Accelerators Release 11.1.1.7.0 Now Available

The new Oracle Process Accelerators (PA) Release (11.1.1.7.0) delivers key functionality in many dimensions: new PAs across industries, new functionality in preexisting PAs, and an improved installation process.

All PAs in Release 11.1.1.7.0 run on the latest Oracle BPM Suite and SOA Suite, 11.1.1.7. New PAs include:

  • Financial Reports Approval (FRA): end-to-end solution for efficient and controlled Financial Report review and approval process, enabling financial analysts and decision makers to collaborate around Excel.
  • Electronic Forms Management (EFM): supports the process to design and expose eForms with the ability to quickly design eForms and associate approval processes to them, and to then enable users to select, fill, and submit eForms for approval
  • Mobile Data Offloading (MDO): enables telecommunications providers to reduce congestion on cellular networks and lower cost of operations by using Oracle Event Processing (OEP) and BAM to switch devices from cellular networks to Wi-Fi.

By adopting the latest PA release , customers will also be able to better identify and kick-start smart extension of their processes where business steps are supported by Apps: PA 11.1.1.7.0 includes out-of-the-box business process extension scenarios with Oracle Apps such as Siebel (FSLO) and PeopleSoft (EOB).

Wednesday May 01, 2013

Part I - Manage Processes, the way Octopus does

 

Octopus is one of the smartest beings under the water. After all, it has been picking soccer winning teams better than some pros outside water. That is not the only reason they are smart. They are remarkably adept at adjusting to their surroundings, and that may be one of the reasons that they have been on earth for many thousands of years.

Mimic octopus, for example, can move its arms to take the shape of other sea creatures, can camouflage when sense danger, release ink when threatened and even capable of autotomy – self amputation of tentacle (don’t worry it grows back again). This is one creature that can certainly adapt to its environment and use that skill to thwart threats or to exploit it to capture a prey.

This intelligence and adaptiveness make it a real impressive invertebrate.

Is this not particularly close to what we want in our business processes? We want them to adapt to ever-changing business environment and manage opportunities and threat in an intelligent way.

In this 3 part series, I am going to talk about how adaptive case management ensures success for your business and may be a factor in long term success of your business.

First let’s tackle the word “ADAPTIVE”. Why adapt? How a process adapts? What does adapting provide? Let’s quickly list down each of these.

Why Adapt?

Political, Economic, Social and Technological (PEST) changes to our business warrant the business and processes that form the backbone of the business, to adapt. This may include new product introduction, new competition or new government regulations. These changes can be long term that reflect the design changes to the processes, others can be more dynamic and need to be done in real time.

Situations where processes need to adapt in real-time, that is where dynamic or adaptive case management helps. The reasons could be:

  • Sequence of steps cannot be pre-defined and process needs to be built as it progresses
  • Too many rules, case types, or decision points to include in a single process design
  • Difference in types of process stakeholders that need different treatment

Like octopus, business needs to detect these variables and adapt accordingly.

How a process adapts?

The adaptation can be at various levels. You may need to change following in the process to adapt to certain business situation:

  • Process flow – add, remove activities in different situations
  • Adjust Business rules or include different set of rules for different instances
  • User Interface that changes dynamically and in context

What does adapting provide?

Dynamically adapting to changing business situation provides:

  • More contextual and personalized customer experience
  • Managing unforeseen activities in the process
  • Flexibility to knowledge worker to work on special-case scenarios
  • Responding to changing regulations quickly to avoid fines, penalties
  • Improving the bottom line by responding to opportunities and threats in changing market

In the next part of the blog, we’ll tackle the “Case” component of adaptive case management.

Oracle BPM Suite added Adaptive Case Management capability in the new release. Check out the webcast to learn more.

Tuesday Apr 09, 2013

A Chance at a New Life for Financial Institutions

The rapid pace of globalization, mobile & data revolution, and a flattening market brings a chance at unprecedented innovation and expansion for financial institutions. Business processes that are often at the heart of organizations are the basis for differentiation between financial institutions and are core to capitalizing on this innovation. However, often these business processes are rigid and built on outdated systems, making it impossible for organizations to keep up with a competitive edge.

Business Process Management (BPM) holds the promise of agility, business visibility and greater efficiency encouraging financial institutions to move towards rewiring core and critical business processes. However the fear of change and risk associated with gutting mission critical business processes can hold back organizations from adopting BPM.

Oracle has the advantage of experience in delivering best-in-class products for financial industry solutions that address complex business processes: 20 of the top 20 world banks and insurance companies run Oracle.

Oracle has leveraged this experience in building out BPM solutions to kick-start your strategy. The BPM Resource Kit for  Financial Services includes the top concerns financial institutions can address with BPM. It gets you started with Oracle Process Accelerators: pre-built, end-to-end implementations of business processes specific to Financial Services such as Loan Origination and Business Account Opening. This lowers your risk in getting started with BPM and can put you back on the competitive edge riding the train of innovation.


On a related note, Oracle recently unveiled enhancements to the Oracle BPM Suite including an expanded portfolio of Oracle Process Accelerators for Financial Services: Webinar: Oracle BPM Suite Enhancements.

Tuesday Mar 05, 2013

How fast is the process? Why does it matter?

Processes consume data, processes generate data. Some need a lot of data, like claims or loan, some generate a lot of data like online shopping. And data is generated at a different rates in different processes. Faster the process, faster is the rate at with they need data and generate data, in addition, response times of decisions in the process need to be adjusted accordingly. Some processes need a quick response, like when some highly caffeinated trader presses B instead of M while trading and takes the whole market down or algorithmic trading with a mind of its own. Some processes need continuous feed of data from many sources for continuous course corrections, like managed health care.

In any process, we make decisions along the way. The decisions are based on rules that we have learned and put in place, information generated from historical data, data currently being generated and also events and event patterns emerging. Depending on the type of decision and when that decision is being made in the process we either need to rely on rules, predictive analytics, fast data analytics or complex event processing.

Depending on the required response times and customer expectation we need to utilize these technologies at our disposal to make right decisions at the right time with as much certainty as possible. Whether it is about an up-sell opportunity during an online sales process or it is a fraud management process or a loan origination process, delivering results at the right speed is critical.

Thursday Feb 14, 2013

Oracle Process Accelerators Release 11.1.1.6.3 Now Available

The new Process Accelerators Release (11.1.1.6.3) includes Previews for Employee Onboarding (EOB) and of Business Account Opening (BAO), as well as customer-driven updates to all existing PAs.

PA previews showcase functionality that Oracle BPM customers and prospects can explore, thus matching their requirements to upcoming PAs. Two previews are available in this release:

  • The new Business Account Opening (BAO) preview enables financial services providers to streamline the deposit account opening process for small and medium size businesses. It provides sample customer facing web pages with a guided user interface for entering and submitting a new product application, including services selection, document submission, and funding details. BAO moves the application through the documentation review, identity verification, background checking, account opening, funding, and activation stages. A BAM operational dashboard is also available as part of this preview.
  • The new Employee Onboarding (EOB) preview enables the provisioning process required to make new hires productive when they arrive at their first day of work. The process scope of the EOB preview includes a new hire acceptance of an offer; a hiring manager provisioning using templates of services mapped to job. Services such as office assignment and IT system provisioning, are then provisioned by the Internal Service Request (ISR) PA. The hiring manager can track the status of that request including escalations to meet the hiring date requirements.

All existing PA have been enhanced for this release. Major improvements include:

  • Travel Request Management has new cost elements, Departure and Destination locations, driven by maintainable tables, providing more accurate travel analysis and auditing. These improvements have been driven by customer requirements, including those driven by the extended deployment footprint within Oracle.
  • More out-of-the-box configuration has been added to Document Routing and Approval, to match approval patterns in use at different organizations.
  • Public Sector Incident Reporting has been enhanced with mobile application skins for iPhone, Android, and Blackberry, Web Center integration for enhanced collaboration between case workers, Geospatial Search and proximity calculation capability for more effective map based incident pattern analysis, and NIEM reporting.
  • Enhancements to the Financial Services Loan Origination (FSLO) PA include selection of preferred notification policies by loan applicants, a dynamically generated checklist to simplify the document collection process by a loan officer, and optional electronic acceptance of loan agreements.

Monday Feb 11, 2013

Do You Know the Risk of Shadow Processes?

In order to do business, companies need to buy and develop many applications. These applications help companies perform various functions. Usually, employees may need to access multiple applications to perform an end-to-end function or what we call a business process.

Take, for example, Order Management. In order to take and complete an order, you may need to access CRM system, Inventory Management, Fulfillment, Shipping and Accounting systems. Most of the times these applications are standalone or at best have point-to-point integration. There may be many activities that you need to perform while processing an order that may not be covered with any of these applications. These activities are called process whitespaces, the steps that are not covered with any of your applications. Usually such activities are performed using emails, phone calls, memos, exchanging spreadsheets etc. These are the shadow processes in your organization - the undocumented, unaudited, non-traceable activities. So where is the problem, you may ask. Problem is that these manual activities cause inefficiency in the organization. In the example above, you may not have visibility into the status of an order at any given point in time, and you’ll tend to run business using dated reports. If a customer calls in to check order status, your employees have to access multiple systems to provide that information to the customer. This leads to waste as well as leads to employees taking decisions based on outdated or incomplete information.

In some cases, your company may also be exposed to compliance risks for not having traceability for all required activities. Using manual procedures means that your compliance and audit costs go high, hitting your bottom line and exposing your company and employees to fines or penalties.

One of the key values of BPM is to fill these process whitespaces and make your business more efficient. The idea is not to replace your existing systems or applications. The idea is to leverage your applications (CRM, ERP, SCM) and define an end-to-end efficient process that fills the whitespaces. Let the applications do what they are best at. Do not make unnatural customizations to COTS applications to fit your processes. Use BPM to bring application together and create custom processes. Any activity that is performed in BPM based application is auditable, efficient and enhances visibility across your business. Check out this demo that talks about using BPM to create efficient processes on top of your applications.

Thursday Jan 31, 2013

Secret to BPM Success: Talent Imitates, Genius Steals

BPM is the promise of business transformation by maximizing the potential of turnkey business processes in any organization. But majority of organizations never realize this dream and land up restricting BPM to project silos at the departmental level. This is because succeeding at BPM involves a lot more than picking the right software vendor. One of the key factors to success with BPM involves leveraging several years of experience ironing out business processes for maximum performance and establishing and enforcing best practices. These best practices evolve as BPM matures in an organization and can be very unique to the industry vertical that the organization lies in. Like most things in life, repetitive practice is what achieves perfection. Business processes get re-written and changed as years go by, people in the organization mature and acclimatize to the value that BPM can bring, center of excellence bodies get created and businesses begin to realize the value that they signed up for, when they initially decided to buy BPM.

One of the best ways to shorten the time-to-value on a BPM purchase is by leveraging the strength that experience can bring in perfecting business processes. This is the goal of Oracle Process Accelerators. Process Accelerators are fully implemented business processes that can be deployed right out-of-the-box to allow users to hit the ground running with their BPM implementation. The business processes are built-out to leverage several years of best practices that have developed from our experience deploying BPM in different verticals. What is most appealing about Process Accelerators is that they are free and available for prime time use immediately. 

In the next series of blog posts, I intend going into details on vertical and horizontal specific business processes and the story behind each process accelerator in our stack. Meanwhile, to find out more, you can visit us at Oracle Process Accelerators. And if you are itching to get hands-on, contact us at: oracle_process_accelerators@beehiveonline.oracle.com

Wednesday Dec 05, 2012

On a BPM Mission with Process Accelerators. Part 1: BPM as an ATV

Part 1: BPM as an ATV

It’s always exciting to talk to customers that are in the middle of a BPM transformational journey. Their thirst for new processes to improve with BPM makes them explorers in a landscape of opportunities. They have discovered that with BPM the can “go places” they couldn’t reach before.

In a way, learning how to generate value with BPM is like adopting a new mean of transportation. Apps are like regular cars: very efficient, but to be used on paved roads: the road/process has been traced, and there are fixed paths to follow to get from “opportunity to quote” or from “quote to cash”. Getting off the road is risky, and laying down new asphalt is slow and expensive. Custom development is like running: you can go virtually anywhere, following any path you like, yet it’s slow, and a lot of sweat.

BPM allows you to go “off the beaten path” laid out by packaged apps, yet make fast progress compared to custom development. BPM is therefore more like an All-Terrain Vehicle (ATV): less efficient than a car, but much faster than running, with a powerful enough engine that can get you places. The similarities between BPM and ATVs don’t stop here: you must learn to ride it even if you already know how to drive a car; you can reach places but figuring out the path to your destination is harder. Ultimately, with BPM as with an ATV, you reach places that you thought you could never reach, and you discover new destinations that provide great benefit to you … and that you didn’t even know existed! That’s where the sense of accomplishment that we heard from our BPM customers comes from, as well as the desire to share their experience, or even, as in the case of a County, the willingness to contribute their BPM solutions to help other agencies that face the same challenges.

The question we wanted to answer is how can we teach organizations to drive ATV/BPM, thus leading them to deeper success with BPM, while increasing their awareness of the potential for reaching new targets, and finally equip them with the right tools. Like with ATVs, getting from point A to point B is more of a work of art than cruising on the highway by car. There is a lot we can do: after all many sought after destinations are common: someone else has been on the same path before. If only you could learn from their experience …

Monday Oct 22, 2012

The Best BPM Journey: More Exciting Destinations with Process Accelerators

Oracle Open World (OOW) earlier this month has been a great occasion to discuss with our BPM customers. It was interesting to hear definite patterns emerging from those conversations: “BPM is a journey”, “experiences to share”, “our organization now understands what BPM is”, and my favorite (with some caveats): “BPM is like wine tasting, once you start, you want to try more”. These customers have started their journey, climbed up the learning curve, and reached a vantage point that allows them to see their next BPM destination. They see the next few processes they are going to tackle and improve with BPM.

These processes/destinations target both horizontal processes where BPM replaces or coordinates manual activities, and critical industry processes that the company needs to improve to compete and deliver increasing value. Each new destination generates value, allowing the organization to reduce the cost of manual processes that were not supported by apps/custom development, and increase efficiency of end-to-end processes partially covered by apps/custom dev.

The question we wanted to answer is how to help organizations experience deeper success with BPM, by increasing their awareness of the potential for reaching new targets, and equipping them with the right tools. We decided that we needed to identify destinations, and plot routes to show the fastest path to those destinations. In the end we want to enable customers to reach “Process Excellence”: continuously set new targets and consistently and efficiently reach them.

The result is Oracle Process Accelerators (PA), solutions built using the rich functionality in Oracle BPM Suite. PAs offers a rapidly expanding list of exciting destinations. Our launch of the latest installment of Process Accelerators at Oracle Open World includes new Industry-focused solutions such as Public Sector Incident Reporting and Financial Services Loan Origination, and improved other horizontal PAs, including Travel Request Management, Document Routing and Approval, and Internal Service Requests. Just before OOW we had extended the Oracle deployment of Travel Request Management, riding the enthusiastic response from early adopters among travelers (employees), management and support (approvers). “Getting there first” means being among the first to extract value from the PA approach, while acquiring deeper insights into the customers’ perspective. This is especially noteworthy when it comes to PAs, a set of solutions designed to be quickly deployed and iteratively improved by customers.

The OOW launch has generated immediate feedback from customers, non-customers, analysts, and partners. They all confirmed that both Business and IT at organizations benefit from PAs when it comes to exploring the potential for BPM to improve their business processes. PAs help customers visualize what can be done with BPM, and PAs are made to be extended: you can see your destination, change the path to fit your needs, and deploy.

We're discovering new destinations/processes that the market wants us to support, generic enough across industries and within industries. We'll keep on building sets of requirements, deliver functional design, construct solutions using Oracle BPM, and test them not only functionally but for performance, scalability, clustering, making them robust, product-quality. Delivering BPM solutions with product-grade quality is the equivalent of following a tried-and-tested path on a map.

Do you know of existing destinations in your industry? If yes, we can draw a path to innovative processes together.

Tuesday May 01, 2012

Oracle BPM Process Accelerators are available!

Oracle Process Accelerators are now available. The first two accelerators, Travel Request Management and Document Routing and Approval, address horizontal processes common to many organizations.

Oracle Process Accelerators (PAs) deliver business process solutions built using Oracle BPM Suite, leveraging other Oracle solutions and applications as needed by the business process being supported. Accelerators undergo rigorous product-level testing, and can be deployed as-is, yet are conceived and architected to be extended to meet unique customer business and environment requirements. 

Oracle Process Accelerators target both critical industry processes and common horizontal processes:

  • Industry  Process Accelerators, focused on end-to-end processes critical within each industry, keep true the promise of BPM: by aggregating both Oracle's deep industry expertise and BPM best practices and patterns, PAs provide a “running start” to organizations that can then add their own business  "secret sauce" and flexibly evolve the solution for sustained competitive advantage.
  • Horizontal Process Accelerators target internal business processes common to many organizations, usually not critical enough to justify the investment of scarce IT resources, yet that constitute a resource drain on organizations that continue to perform them in an inefficient fashion. 

Oracle Process Accelerators adopters can reach process excellence faster. With Oracle PAs, BPM customers can quickly become "leading edge without the bleeding edge". 

Current Oracle BPM customers and other interested parties can request access to PA content (including installation packages and full documentation) by contacting: oracle_process_accelerators@beehiveonline.oracle.com

Information Resources:

- OTN

- Oracle.com

Saturday Jan 07, 2012

OVUM opines Oracle BPM Process Accelerators as ripe!

A recent report from OVUM affirms the significance of Oracle's BPM Process Accelerators which were announced at OOW last October.

Given that process templates or accelerators have been around in the BPM industry for a while, the OVUM report identifies two scenarios addressed by process accelerators:

  • Complex, IT led, process integration  -  The business value of such accelerators is reduction of implementation effort and complexity i.e. cost of professional services and thus faster time-to-value. 
  • Lightweight, business led, process integration - The business value of such accelerators is the empowerment of business users to automate common workflows that are largely human-centric and document-centric with minimial IT dependence.

The OVUM report points out, and correctly so, that Oracle's BPM Process Accelerators address the latter scenario. However the report leaves the reader wondering whether Oracle offers any solution for the former scenario.To set things in perspective, Oracle AIA delivers process accelerators and pre-built integration packs for complex application and data integration needs outlined in the first scenario. As is what you would expect, the process reference models delivered through AIA are built-on on Oracle BPM suite.

In addition to Oracle BPM Process Accelerators and AIA, Oracle partners too have developed and deliver process accelerators on top of Oracle BPM suite to jump-start process improvement initiatives with Oracle BPM. The highlight of the report is an independent validation of the industry momentum Oracle BPM is generating.

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