vincent
11-13-2008 06:20 AM
The 2nd day of the BPM ThinkTank Europe event included a round table session on “process governance”. I am not as familiar as I should be with TIBCO BPM’s governance provisions, but on the Complex Event Processing / Event-Driven Decisions part we support Business Rule Management in
TIBCO BusinessEvents 3.0 through a managed, extensible, state-based / rule-driven workflow mechanism. This role-based “process” manages the development / deployment lifecycle for decisions (a.k.a. decision tables) modeled / tested in BusinessEvents’ Decision Manager application. As such, this level of control, beyond simple
SCM-based change control functions, is generally more than traditional BRMS / BPMS tools provide (and more than other ESP / CEP tools, of course).
The round table of course was looking at the wider issue of process
governance, which is a subset of business governance, which is directly related to business models and controls. The discussion covered management control (or lack thereof) of processes and process improvement, through to possible “best practices”. One of the latter might be corporate adoption of aspects of the
BMM or
Business Motivation Model, defining the links between business processes, policies and goals. These links can then be used to define the processes around governing change in organizations.
Disclosure - TIBCO is on the Revision committee for OMG BMM 1.1.
Source...
11-13-2008
