AntiAmba

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 ide...

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 ...

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! Wakeup More to come soon...