A mostrar mensagens de Junho, 2010

Let me try the economic subject also... :D

Loan sharking...

Heads or tails?

Remembering the old days...

PS: Recebi isto por mail. Achei engraçado e merecedor de um post no Antiamba. Apesar de não ter sido capaz de identificar o seu autor... Prometo não me esticar mais neste assunto até porque reconheço a minha incapacidade para rivalizar com as "postas" mais técnicas do Ligurio...

"If you can't make fun at life, life won't be funny at all"
(don't now who said this but i bet it wasn't Confucio...)

Gladiadores em Wimbledon

Ontem estava a fazer um zap na televisão quando me deparei com um facto insólito. Tratava-se de um jogo de ténis da segunda ronda do torneio de Wimbledon entre Nicolas Mahut e John Isner. Quando olhei para o marcador estava 44-44. Era o quinto set. Pensei que se tratava de um tie-break e fiquei a ver.

John Isner - Fonte

Em Wimbledon no quinto set não há tie-breaks. Para o jogador ganhar o set e o jogo tem de ganhar por dois jogos de diferença. É uma regra especifica dos ingleses. Quando me recordei da regra constatei que aqueles jogadores deviam estar ali a jogar durante todo o dia. Voltei a olhar para o marcador e a duração do jogo estava nas oito horas.

Nicolas Mahut - Fonte

Soube mais tarde que o jogo se tinha iniciado no dia anterior.
Fiquei ali a olhar para aqueles dois. Exaustos, lá iam ganhando os jogos à custa de ases e winners, colocando o adversário fora de jogo, porque já não havia força física para chegar às bolas.

Para se te…


Lá longe...
Ao cair da tarde
Vejo nuvens de oiro
que são os teus cabelos...

Lá longe...
Ao cair da tarde
Vejo nuvens de oiro
Que são os teus cabelos...

Fico mudo ao vê-los...
São o meu tesoiro,
Lá longe...
Ao cair da tarde.

Lá longe...
Ao cair da tarde
Quando uma saudade,
Se esvai ao sol poente...

Lá longe...
Ao cair da tarde
Quando uma saudade,
Se esvai ao sol poente...

Como canção dolente...
de uma mocidade,
Lá longe...
Ao cair da tarde.

Skepticism about the ontology construction

I understand the point some people argue that on the different views, we individuals, can structure on different abstractions: organizations, processes and their relationships, thus this can leads that my ontology is better, or worst or different from yours leading to different conceptions of business reality.

To prevent this from happening it's necessary to implement a dynamic ontologies management that interacts with enterprise systems where the knowledge resides - artefacts (entities if you want) used or produced by an enterprise, now these artefacts related to business processes must be managed automatically.

Indeed ontologies management cannot be a static, like a photograph that was taken to represent the company context at a given time, on the contrary, must be dynamically updated as storage of new process models, update, retrieval or deletion of existing process models where all the entities connect.

If you think that when structuring business processes you need to identify…

Semantic Business Process Management – Part one

This is the mirror post in Redux online but with Portuguese translation.

1. Introduction:
The interest to write this series of articles was triggered last year when Google failed to introduce one of it's social products: The Google Wave . When it was released in mid- 2009, was considered a threat to Facebook, because it had enhanced features like attach files, and other content.
I thought that more than a threat it could be a tool able to be used in the business world for collaboration in business process orchestration.
Curiously few months after Google announcement (in October 2009) SAP introduced a prototype where showed the integration of Google Wave in a product called Gravity . Later, in February of 2010 that prototype evolved for a product called Streamwork. Other companies followed the same steps with other approach: IBM released IBM Blue Works; ARIS already had released the ARIS ALIGN  and others followed.
Gartner introduced the requirement that BPMS support collaboration among…

The BPMS contradiction

Case Management are the first breach in BPM systems. It can lead several systems for manage the business processes. Want structured? Infinitely repeatable? Buy BPMS. Want AD-HOC process capability? Buy other tool. This is the ultimate contradiction since BPMS arose in the market.

Most case management marketing managers are telling the wrong story, because actually you can build a case management process in a standard BPMS. For example: just add infinite loops in each process state before moving to the next one capable of interacting and catching information with colleges, partners, external stakeholders, whatever. Make possible to go forward and backward in every state. Simply remember petri nets rules and you can do it. It's pure mathematics.

The thing is it can take more time do it in a standard BPMS rather in a case management tool.

Activity analysis check list

In my previous post I expanded the concept of activity dimension analysis. This post is a little detour on my next couple of posts which will only look to ontology management applied to BPM.

Nevertheless considered important taking into account new types of processes such as case management or AD-HOC process.

The Activities are structured tasks that produce a result for a determined entity. The activities are next-to-last level of process representation (the last level is task level that composes activities). Without its comprehension we do not understand how business processes work.

For process knowledge and understanding, structure it, implement it, control it and improvement it, is critic to perform an activities analysis using the dimensions indicated bellow.

Another important aspect is that the analysis approach used. It should be through a combination of process walkthrough, information coming from managers and participants and with static analysis using a process map.
Which are …

Activity analysis

How long you don't look to activities in accordance with this perspective? Have you thought about the gaps lately? Where are your improvement opportunities?

Your BPMS system allows this kind of analysis, or is just a repository of useless data stored in a database?

Have you ever thought in Semantic BPM? Something that can understand natural language and convert to what you are looking for somewhere lost in a database table using ontology management?

Did you know that most of the process improvement opportunities can't be identified using process maps? If anyone is trying to convince otherwise is telling you a very big lie!


More to come soon...