viernes, 29 de diciembre de 2017

PEX Network’s exclusive report 'Global State of Process Excellence 2017'


PEX Network has surveyed 839 process improvement and operational excellence professionals, as part of the 2017 biennial PEX Network state of the industry process excellence survey. In this exclusive report, they explain  the key trends highlighted by the “2017 biennial PEX Network State of the Industry Process Excellence Survey” and how organizations around the world are approaching process excellence to meet their business goals.  


Get crucial insight into: 
  • The primary operational excellence challenges for the year ahead 
  • Which key management solutions companies are looking to invest in to drive
    their operational excellence projects in the next 12 months 
  • How to accelerate your business transformation with low-code 
  • How to build a better customer experience with process 
  • The pillars needed to achieve successful cultural change 
  • How to take advantage of lightweight business processes and embrace digital transformation 
  • 8 steps for ensuring successful and sustainable business growth
  • The game changers - disruptive technology trends

They predict that budgets for Operational Excellence will continue to rise as organizations recognize the value of Operational Excellence to deliver efficient and sustainable transformation. The top 3 methodologies and solutions companies are planning to implement are AI (Artificial Intelligence), RPA (Robotic Process Automation) and DCM (Dynamic Case Management). And the top 5 key areas of focus for 2018-2019 will be leadership and culture strategy, process redesign work, customer-centric process management, change management strategy and process automation.

Download your copy now >>

jueves, 21 de diciembre de 2017

El Máster Tecnológico en BPM de UNIR ya es universitario


Las nuevas empresas surgidas al albur de la era digital gozan de una trayectoria más que exitosa y envidiable. Sirva como muestra, un botón. Los casos de Netflix y Über, por ejemplo, obligan a otras compañías de sus respectivos sectores a innovar en sus procesos de negocio para lograr la transformación digital de la organización, ser competitivos y sobrevivir. Y es ahí donde entra en liza el Business Process Management (BPM). Se estima que es necesario un incremento del 66% de profesionales con conocimientos tecnológicos BPM en todo el mundo para cubrir la demanda actual de empleo en esta área.
Y precisamente una esmerada preparación técnica es lo que ofrece el Máster de BPM de UNIR, hasta ahora título propio y que desde esta convocatoria ya se oferta como título oficial verificado por ANECA bajo la denominación de Máster Universitario en Gestión por procesos para la Transformación Digital/Business Process Management (BPM) for Digital Transformation. Todo un salto cualitativo logrado gracias al cumplimiento de los exigentes requisitos de la agencia evaluadora, especialmente tras una exhaustiva revisión sistemática y profunda de los contenidos de las asignaturas, para asegurar su plena vigencia en el panorama tecnológico.
Se suma así a la amplia oferta académica de la que dispone la Escuela Superior de Ingeniería y Tecnología (ESIT). La puesta de largo del nuevo título oficial será el próximo 15 de marzo y, entre sus puntos fuertes, se halla la opción de conseguir las certificaciones de AuraPortal y BOC Group. Además, proporciona los conocimientos necesarios para presentarse a certificaciones profesionales como OCEB o CBPP y cuenta con un profesorado compuesto únicamente por expertos en BPM y con experiencia docente.
Este Postgrado oficial de UNIR es el único práctico con diferentes tecnologías BPM y que, además, abarca todo el proceso necesario para la transformación digital de una empresa. Desde la identificación del proceso de negocio, su medición y su control hasta la modelización, automatización y ejecución del proyecto para concluir en su monitorización y optimización. Porque el objetivo no es el de implantar una nueva tecnología sino el de transformar la organización y aplicar la disciplina de gestión BPM con las fuerzas tecnológicas disruptivas SMACT -social, movilidad, analítica o Big Data, cloud e IoT- para reimaginar la experiencia del cliente.
Como director de este máster universitario, pienso que la transformación digital de las organizaciones requiere que las empresas redefinan sus procesos de negocio y BPM será clave para ellas, por lo que demandarán profesionales en todo el ciclo de vida de BPM. Título cuyos alumnos adquieren tanto competencias técnicas como de negocio para desempeñar todas las funciones requeridas en un centro de excelencia de BPM. La formación en el Máster está orientada a la nueva economía para que los alumnos puedan participar de forma productiva y beneficiosa de las iniciativas de procesos que se requieren en la era digital actual y en las próximas décadas.  Dicha proyección obedece al hecho de que Business Process Management es un campo con una gran salida profesional, una inversión que durante el mismo Máster o un año después tendrá un importante retorno. Destaco  una diferencia principal del título de UNIR: utilizamos diferentes soluciones de la tecnología BPM gracias a las prácticas y el contacto con diferentes soluciones BPMS con el acuerdo con fabricantes BPM. De esa forma, el alumno dispone de un conocimiento más amplio para que pueda seleccionar la mejor solución necesaria para cada proyecto BPM que aborde en el futuro. 

No es el único incentivo, puesto que, además de la titulación universitaria, el acuerdo con fabricantes como BOC Group o AuraPortal permite a los alumnos una certificación de estos fabricantes.







jueves, 14 de diciembre de 2017

Here the winners of 2017 WfMC Global Awards for Excellence in BPM and Workflow


We know the winners of WfMC’s 2017 Global Awards for Excellence in BPM and Workflow, as they have been announces during the online ceremony on December 12presented LIVE ONLINE by Nathaniel Palmer (Executive Director of WfMC) and Keith Swenson (WfMC Chair) of the Workflow Management Coalition (WfMC). The Workflow Management Coalition (WfMC) and BPM.com jointly sponsor the annual Global Awards for Excellence in Business Process Management. The Awards program is managed by Future Strategies Inc., represented by Layna Fischer (Awards Director and Publisher).

The ceremony started with the announcement of the "Marvin L.Manheim Award 2017 for Significant Contributions in the Field of Workflow". This award is an industry recognition created by WfMC in honor of the late Professor Marvin L. Manheim, that he was a co-founder alf both the Black Forest Group and the WfMC. This year the winner has been Derek Miers, who is an internationally-acclaimed speaker and world-class consultant in BPM and workflow. He is based in London, UK, and works as a Research Director for Gartner Research, Stamford CT. 


The renowned Analyst Connie Moore, Senior VP of Research Digital Clarity Group, gave an overview of industry trends: Customer Experience (customer journey mapping), Digital Process Platforms emerge for digital business, Enterprise-wide (new ways of thinking in technology and business models), Case Management (ACM and Production Case Management), Robotic Process Automation, Low-Code and Financial Services no longer the most active sector in BPM deployment

As the industry’s most prestigious BPM awards, each year hundreds of hours go into the assessment of each case study across 15 distinct evaluation factors. Judging is completed by a global panel of experts comprising the BPM industry’s most respected thought-leaders including Alberto Manuel, Alexander Samarin, William Brantley, Chick Webster, Sandy Kemsley, Connie Moore, Keith Swenson, Nathaniel Palmer, Cor Visser, Derek Miers, Dermot McCauley, Francesco Battista, Frank Kowalskowski, Peter Schooff, Gil Laware, Hajo Normann, John Matthias, Justin Brunt, Ken Mei, Marco Brambilla, Neil Ward-Dutton, Paul Buhler, Juergen Kress and me (Pedro Robledo).
The award finalists feature a roster of global industry leaders and government agencies, including multiple entries from several nominators. Following the judges’ in-depth reviews, the ultimate selection of  Top winners was reached after careful evaluation across all submissions worldwide. The winners have been announced at the awards ceremony which have featured an overview of each winner’s case study. Here the list of Winners:
  • DIA, Spain, nominated by AuraPortal - Multinational supermarket retailer with over 7000 stores in Spain, Portugal, Argentina, Brazil and China.  Benefits: Reduced time to market by 40%,  complete traceability, increased responsiveness to customer needs, optimized use of human resources and 80% reduction of errors.
  • EPM Gas, Energy, Water Colombia, nominated by AuraPortal - Public utility Group dedicated to the prison of energy, gas, water and waste management. Benefits: Service costs reduced by over 50%, SLAs improved by over 60%, complete process control, visibility and traceability, and self-management increased by 61%.
  • FiberCorp (Corporative Business Unit of Cablevision, S.A.): Customer Integration to Processes, nominated by FiberCorp Cablevision,S.A. - It offers Cloud, Connectivity, Datacenter and Video & Media Solutions to third party companies. Benefits: Self-activated products between 5 and 10 min, self-managed by the customer (vs. 2 weeks), monitoring and automatic alarms, IPC implements 13 EndtoEnd products, more than 120 automated processes.
  • Grupo A, nominated by SML Brasil - Benefits: faster and more assertive decision making processes visibility of initiatives, prioritization by strategic importance, minimized investment risks, projects and process culture.
  • Hilti Ag nominated by University of Liechtenstein - A global leader in providing technology-leading products, systems and services to the construction industry. Benefits: digital maturity for new technologies and innovations; one corporate culture; higher customer satisfaction; boost in Operational Excellence: efficiency gains, cost savings and contingency.
  • ISS Facility Services, Brazil, nominated by Lecon Tecnologia - Benefits: decrease of 84% of the average time for hiring staff; Employee satisfaction - 99% go the staff no longer have Benefits issues; agility - currently in 48 hours (SLA) a solution is applied by the process.
  • New York State Back Office Operations, USA nominated by New York State ITS - NYS Information Technology Servies delivers IT Services to all NYS agencies. Benefits: Increase organizational efficiency; enterprise application serves all agencies at a fraction of cost and staffing; overdue invoice costs reduced to a fraction.
  • Pret Communique S.A. de C.V. Mexico, nominated by AuraPortal -The Largest AT&T distributor in Mexico. Benefits: Increase in customer satisfaction;75% reduction in resources; processes reduced from 2 hours to 20 minutes; continuous improvement.
  • Rio de Janeiro's City Hall, Brazil, nominated by Neomind Solutions - Benefits: 1,230,000 paper sheets saved; offices were reduced from 19 to 9; 45% of the permits are issued in 30 minutes; 72% without human interaction; increased revenues: 25%; 100% online, automatic and standardized.
  • SOLIX Inc., USA, nominated by PNMSoft Technologies - A best-in-class provider of program and process management, regulatory compliance and customer care services. Benefits: reduced error rates; improved management of KPI's and Workflow Processes; Improved application delivery quality; tightly coupled Business integration; increased speed to market; and improved client joint development efforts.
  • Valeo, nominated by ProcessMaker - An Automotive Supplier, partner to all automakers worldwide. Benefits: 80% efficiency gain in Platform Response Time; 75.000+ cases; and transitioned to a fully digital company.
  • VINCULA-MDT nominated by Lecom Tecnologia - Benefits: Traceability -100% of the processes are traceable; issue of invoices - reducing process time by approximately 50%; and clients and stakeholders satisfaction.
  • WellCare Health Plans, Inc., USA nominated by  ISIS Papyrus. - It provides government-sponsored managed care services in all 50 US states, serving 4.1 million members and employing 9000 associates. Benefits: 20% savings on job lifecycle time; 75% reduction in printing, paper and file storage costs; full transparency of all open jobs and tasks; 20% reduction of rework due to quality measures; and flexibility to adapt immediately to changes.

The BPM vendor AuraPortal received special mention as it is the leading vendor nominator with 3 excellent winners, followed by Lecom with 2 winners.
More details can be found online at bpm-awards.org. Winners receive additional recognition by having their case studies published in the 2018 edition in the Excellence in Practice Series by Future Strategies Inc. 





lunes, 11 de diciembre de 2017

Bibliography about BPEL Business Process Execution Language


Aftab, S. (2011) Integrating the Healthcare Environment: Implementation of Integrating the Healthcare Environment (IHE) using Business Process Execution Language (BPEL) LAP LAMBERT Academic Publishing 
Bharadwaj, N. (2010) BPEL PM and OSB operational management with Oracle Enterprise Manager 10g Grid Control. Packt Publishing
Jessani, V.,‎ Iyengar, A. y Chilanti, M. (2007) WebSphere Business Integration Primer: Process Server, BPEL, SCA, and SOA  IBM Press
Juric, M.B. y et al. (2006) ‎ BPEL Cookbook: Best Practices for SOA-based integration and composite applications development. Packt Publishing
Juric, M.B. y et al. (2010) WS-BPEL 2.0 for SOA Composite Applications with IBM WebSphere 7 Packt Publishing 
Juric, M.M. y et al. (2006) Business Process Execution Language for Web Services BPEL and BPEL4WS 2nd Edition  Packt Publishing
Juric, M. B., Krizevnik, M..(2010) WS-BPEL 2.0 for SOA Composite Applications with Oracle SOA Suite 11g  Packt Publishing
Juric, M.B. y Weerasiri, D. (2014) WS-BPEL 2.0 Beginner's Guide   Packt Publishing
Laznik, J. (2013) BPEL and Java Cookbook.  Packt Publishing
Maurer, M. y Scherzinger, A. (2012) Business Process Automation: Performance and Capacity Planning with BPEL  Av Akademikerverlag
Maurer, M. y‎ Scherzinger, A. (2007) Business Process Automation - Performance and Capacity Planning with BPEL VDM Verlag Dr. Mueller e.K. 
Pant, K. (2008) Business Process Driven SOA using BPMN and BPEL: From Business Process Modeling to Orchestration and Service Oriented Architecture Packt Publishing
Rodion, H. (2012) Integrating Context in WS-BPEL Processes   AV Akademikerverlag
Saraswathi, R. y Singh, J. (2013) Oracle SOA BPEL Process Manager 11gR1 – A Hands-on Tutorial Packt Publishing 
Schakmann, R. (2011) Automatic Generation of Testbeds for (BPEL)Workflows VDM Verlag
Swenson, K.D. y  Shapiro, R. M. (2013) BPM en Práctica - Una guía sobre los estándares de BPM y de Workflow BPMteca
Totade, A. (2012) Oracle Business Process Execution Language 11g (Oracle Fusion Middleware) Learnworks.com
Vasiliev, Y (2007) SOA and WS-BPEL Packt Publishing

domingo, 10 de diciembre de 2017

Differences between Processes, Procedures and Work Instructions



Many people often confuse these three terms: business ProcessProcedure, and Work Instruction. In fact, most people write work instructions and call them procedures, and define a procedure as a process. My objective in this paper is to provide the difference amongst the three terms to help you understand when to use each term in the Quality Management of your Business.
The ISO 9001:2015 standard (Quality management systems - Fundamentals and vocabulary) defines the concept of Business Process as: "A set of related or interacting activities, which transform inputs into outputs". It is possible to qualify something more by saying that a process is a sequence of activities with a realization order in time, which converts a given input into an output (result, a product). Any activity, or set of activities, that uses resources to transform input elements into results can be considered as a process.
Business Processes are modeled on the Business Process Model and Notation (BPMN) standard, reflecting the start of the process, the responsibilities of the activities, the sequence flows with all possible paths (to collect all the exceptions through decision points), the activities to be carried out, the roles that execute each activity, the events that occur in the process and the finalization (one or several end events) of the process.
Do not confuse procedure with process. The ISO 9001: 2015 says that a Procedure is: “specified way to carry out an activity or a process”. When you have a process that must happen in a specific way, and you specify how it happens, you have a procedure. The procedure is mandatoryand is necessary to develop any Quality Management System. Please pay your attention that not all processes need to have a procedure, and that the same process may have associated one or several procedures.
A procedure will be determined by the need to detail the specific way of doing the activities by legal issues, regulatory compliance or company policies. The procedures are used for those activities in which several operations are linked and different people or departments of the company are involved (for example, Procedure for the presentation of Fiscal Models in the Treasury, Purchasing Procedure, Supplier Evaluation Procedure, Automation Procedure of Invoices, Procedure for Risk Work…).
Work Instructions are documents that clearly and precisely describe the correct way to perform certain tasks that may cause inconvenience or damage if not done in the established manner. That is, describe, dictate or stipulate the steps that must be followed to correctly perform any specific activity or work. For example, Document of the Purchasing Area that describes the Accreditation Documentation of the Expense to be presented by the Employee in his Expense Note and the steps to proceed to present his monthly expenses; this work instruction would be linked to the "Submit Expense Note" Activity.
The work instructions are mainly focused on explaining how a specific activity is going to be carried out, and they are mandatory. The work instructions are used to describe a specific operation, usually associated with a job. If they are not mandatory, we would be talking about a Work Guide.






Diferencias entre Procesos, Procedimientos e Instrucciones de Trabajo






Muchas personas a menudo confunden estos tres términos: Proceso de Negocio, Procedimiento Instrucción de trabajo. De hecho, la mayoría de las personas escribe instrucciones de trabajo y las llama procedimientos, y define un procedimiento como un proceso. Mi objetivo en este documento es proporcionar las diferencias entre los tres términos para ayudar a comprender cuándo usar cada término en la Gestión de la Calidad de su Negocio.
La norma ISO 9001:2015 (Sistemas de gestión de la calidad - Fundamentos y vocabulario) define el concepto de Proceso de Negocio como: “Conjunto de actividades relacionadas o que interactúan, las cuales transforman elementos de entrada en resultados”. Se puede matizar algo más diciendo que un proceso es una secuencia de actividades con un orden de realización en el tiempo, que convierte unas entradas dadas en una salida (resultado, un producto). Cualquier actividad, o conjunto de actividades, que utiliza recursos para transformar elementos de entrada en resultados puede considerarse como un proceso
Los Procesos de Negocio se modelan en el estándar Business Process Model and Notation (BPMN) reflejando el inicio del proceso, las responsabilidades de las actividades, los flujos de secuencia con todos los caminos posibles (para recoger todas las excepciones mediante puntos de decisión), las actividades a realizar, los roles que ejecutan cada actividad, los eventos que se producen en el proceso y la finalización (uno o varios eventos de fin) del proceso.
No se debe confundir procedimiento con proceso. Según la definición que proporciona la norma ISO 9001:2015, un Procedimiento es: “la forma específica de llevar a cabo una actividad o un proceso”. Es decir, cuando se tiene un proceso que tiene que ocurrir en una forma específica, y se especifica cómo sucede, se tiene un procedimiento. El procedimiento es de obligado cumplimiento y es necesario para desarrollar cualquier Sistema de Gestión de Calidad. Se debe tener en cuenta que no todos los procesos necesitan contar con un procedimiento, y que un mismo proceso puede tener asociado uno o varios procedimientos. 
Un procedimiento vendrá determinado por la necesidad de detallar la forma específica de hacer las actividades por temas legales, cumplimiento normativo o de políticas de empresa. Los procedimientos se utilizan para aquellas actividades en las que se encadenan varias operaciones e intervienen distintas personas o departamentos de la empresa (por ejemplo, Procedimiento de presentación de los Modelos Fiscales en Hacienda, Procedimiento de Compras, Procedimiento de Evaluación de Proveedores, Procedimiento de Automatización de Facturas, Procedimiento para Trabajos de Riesgo, Procedimiento de Entrada de Terceros al edificio …). 
En cuanto a las Instrucciones de Trabajo son documentos que describen de manera clara y precisa la manera correcta de realizar determinadas tareas que pueden generar inconvenientes o daños de no realizarse de la manera establecida. Es decir, describen, dictan o estipulan los pasos que se deben seguir para realizar correctamente alguna actividad o trabajo específico. Por ejemplo, Documento del Área de Compras que describe la Documentación Acreditativa del Gasto a presentar por el Empleado en su Nota de Gastos y los pasos a proceder para presentar sus gastos mensuales; esta instrucción de trabajo estaría vinculada a la Actividad de “Presentar Nota de Gastos”. 
Las instrucciones de trabajo están sobre todo enfocadas a explicar cómo se va a realizar una actividad concreta, y son de obligado cumplimiento. Las instrucciones de trabajo se utilizan para describir una operación concreta, normalmente asociada a un puesto de trabajo. Si existe la salvedad de que no sean de obligado cumplimiento, estaríamos hablando de una Guía de Trabajo.


martes, 5 de diciembre de 2017

DEC 12 LIVE ONLINE CEREMONY: 2017 WfMC Global Awards for Excellence in BPM and Workflow

Please join us for the WfMC’s 2017 Global Awards for Excellence in BPM and Workflow ceremony, Tuesday December 12 at 12:00-12:30 EST (18:00-18:30 GMT+1)REGISTER NOWpresented LIVE ONLINE by Nathaniel Palmer and Keith Swenson of the Workflow Management Coalition (WfMC) with renowned Analyst Connie Moore giving an overview of industry trends observed from all entries.
You, your customers, colleagues etc., can attend from anywhere via mobile device (WebEx app required), computer or dial-in phone. All attendees will be in view/listen-only mode.
As the industry’s most prestigious BPM awards, each year hundreds of hours go into the assessment of each case study across 15 distinct evaluation factors. Judging is completed by a global panel of experts comprising the BPM industry’s most respected thought-leaders including Sandy Kemsley, Connie Moore, Keith Swenson, Nathaniel Palmer, Pedro Robledo and more.
The award finalists feature a roster of global industry leaders and government agencies, including nominations from AINS, Inc., Appway AG, Bonitasoft, Cablevision S.A., FiberCorp Cablevision S.A., Lecom, Neomind, New York State Information Technology Services, Newgen Technologies, PNMSOFT a GENPACT company, ProcessMaker, SML Brasil, University of Liechtenstein and including use cases from FiberCorp, DIA, Spain, EPM Gas, Energy, Water Colombia, Grupo A, Hilti AG, ISS Facility Services, Brazil, New York State Back Office Operations, USA, Pret Communique S.A. de C.V., Mexico, Rio de Janeiro’s City Hall, Brazil, SOLIX Inc, USA, Valeo and VINCULA-MDT.
Following the judges’ in-depth reviews, the ultimate selection of only Top 12 winners was reached after careful evaluation across all submissions worldwide. The winners will be announced at the awards ceremony which will feature an overview of each winner’s case study.
More details on entry requirements and the finalists can be found online at bpm-awards.org. Winners receive additional recognition by having their case studies published in the 2018 edition in the Excellence in Practice Series by Future Strategies Inc. 
The Workflow Management Coalition (WfMC) and BPM.com jointly sponsor the annual Global Awards for Excellence in Business Process Management. The Awards program is managed by Future Strategies Inc.


lunes, 27 de noviembre de 2017

Recuerda mañana 28 Noviembre Openclass online gratis en Unir: La irrupción de la Inteligencia Artificial en BPM


Mañana martes 28 de Noviembre a las 17:00h (GMT+1), no te pierdas mi Openclass online: “La irrupción de la Inteligencia Artificial en la Gestión Adaptativa de los Procesos de Negocios”  en UNIR.
No todos los procesos de negocio de una organización pueden estar diseñados de antemano, siendo necesario gestionar diferentes casos en tiempo real para responder a los eventos que se van produciendo. Además, en un entorno ágil, los procesos estructurados que tengan modelados sus comportamientos de negocio por adelantado, tendrán que ser adaptados dependiendo de las circunstancias en tiempo real. La disrupción de la Inteligencia Artificial aplicada a Business Process Management (BPM) proporcionará una orquestación de procesos adaptable e inteligente que causará cambios fundamentales para los procesos estructurados, ya que estos podrán cambiar su comportamiento prediseñado a medida que BPM comienza a aprender. Esta nueva capacidad de BPM proporcionará las tareas correctas en el momento adecuado para un cliente. La idea fundamental es que la adaptación automática de los modelos de proceso se define por el aprendizaje automático (machine learning) del BPM que orquestra los procesos.
Te espero! REGISTRO:  


sábado, 18 de noviembre de 2017

Bibliography about standard BPMN (Business Process Model & Notation)


SPANISH BOOKS

Derek, M. y Fischer,L. (2015) BPMN Guía de Referencia y Modelado: Comprendiendo y Utilizando BPMNFuture Strategies Inc
Grass, J.C. (2016) Modelando procesos de negocio en el mundo real.: Una mirada a BPM como analistaBPMteca
Hitpass,B. y Freund,J. (2017) BPMN Manual de Referencia y Guía Práctica 5a Edición: Con una introducción a CMMN y DMN. BPMCenter y Camunda
Kirchof,E. (2015) Procesos de negocio con BPMN: aprenda a modelar procesos de negocio. Egon Kirchof 
Morales, R. (2016) Fundamentos de BPMN: Una guía básica para el diseño de procesos (Colección Conceptos nº 1) Ediciones Rainer, S.L. 
Silver,B. y Reale, B. (2015) Método y Estilo BPMN, Segunda Edición, con la Guía de Implementación BPMN. Cody-Cassidy Press

ENGLISH BOOKS

Allweyer, T (2016) Bpmn 2.0
Briol,P. (2013) BPMN: the Business Process Modeling Notation Pocket Handbook. Lulu.com
Debevoise, T. y Geneva, R. (2011) The Microguide to Process Modeling in BPMN:: How to Build Great Process, Rule, and Event Models. BookSurge Publishing 
Dijkman, R., Hofstetter, J. y Koehler, J. (2011) Business Process Model and Notation: Third International Workshop, BPMN 2011, Lucerne, Switzerland, November 21-22, 2011, Proceedings (Lecture Notes in Business Information Processing) Springer 
Enstrom, D.W. (2016) A Simplified Approach to IT Architecture with BPMN: A Coherent Methodology for Modeling Every Level of the Enterprise. iUniverse
Freund,J y Rücker,B. (2016) Real-Life BPMN: With introductions to CMMN and DMN. Camunda
Grosskopf,A. ,  Decker, G. y  Weske, M. (2009)The Process: Business Process Modeling Using BPMN. Meghan Kiffer Pr
Herrera,E. (2015) The BPMN Graphic Handbook  
Kossak, F. (2015) A Rigorous Semantics for Bpmn 2.0 Process Diagrams. Springer
Madhonna, J. (2017) BPMN 2.0 Hand Book.A Complete Guide to Business Process Model & Notation. Monn Star Inc 
Mendling, J. y Weidlich, M. (2012) Business Process Model and Notation: 4th International Workshop, BPMN 2012, Vienna, Austria, September 12-13, 2012, Proceedings (Lecture Notes in Business Information Processing) Springer
Pant,K. (2008) Business Process Driven SOA using BPMN and BPEL: From Business Process Modeling to Orchestration and Service Oriented Architecture. Packt Publishing
Recker, J. (2011) Evaluations of Process Modeling Grammars : Ontological, Qualitative and Quantitative Analyses Using the Example of BPMN. Springer-Verlag Berlin and Heidelberg GmbH & Co. KG
Shapiro, R. (2011) BPMN 2.0 Handbook Second Edition: Methods, Concepts, Case Studies and Standards in Business Process Modeling Notation (BPMN) Future Strategies Inc
Sherry, K. (2015) BPMN Process Examples: Modelling Business Processes Using Practical Examples  
Sherry, K. (2015) Complete BPMN Pocket Reference: A Comprehensive Reference Guide To BPMN Including Specification version 2.0.2 Admaks Publishing
Sherry, K. (2014) Business Process Collaboration: A Course Book on Designing, Modelling and Understanding Business Process Collaboration Essentials using BPMN Version 2.0 CreateSpace Independent Publishing Platform
Silver,B. (2017) BPMN Method and Style, Second Edition, with BPMN Implementer's Guide. Cody-Cassidy Press
Silver,B. (2017) BPMN Quick and Easy Using Method and Style: Process Mapping Guidelines and Examples Using the Business Process Modeling Standard. Cody-Cassidy Press
Stiehl, V. (2014) Process-Driven Applications with BPMN. Springer
Taylor,J. y  Debevoise, T. (2014)The MicroGuide to Process and Decision Modeling in BPMN/DMN: Building More Effective Processes by Integrating Process Modeling with Decision Modeling (English Edition). Advanced Components Research, Inc.
White, S.A. (2008) BPMN Modeling and Reference Guide: Understanding and Using BPMN Future Strategies Inc 




lunes, 13 de noviembre de 2017

Bibliography about Decision Management, Decision Modeling Notation (DMN) and Business Rules Management Systems (BRMS)



Here a list of books about Decision Management, Decision Modeling Notation (DMN) and Business Rules Management Systems (BRMS):

·         Berstel-Da Silva, B. (2016) Verification of Business Rules ProgramsSpringer
·         Blokdyk, G. (2017)  Business Rule Engines BRE: Professional EditionCreateSpace Independent Publishing Platform 
·         Blokdyk, G. (2017)  Business Rule Management Systems Complete Self-Assessment Guide. CreateSpace Independent Publishing Platform
·         Boyer, J. y Mili, H. (2011) Agile Business Rule Development: Process, Architecture, and JRules ExamplesSpringer  
·         Chisholm, M. (2003) How to Build a Business Rules Engine: Extending Application Functionality through Metadata Engineering. The Morgan Kaufmann Series in Data Management Systems
·         Crags,S. y Safron, B. (2014) Gestión de Decisiones Operacionales para Dummies. John Wiley & Sons. Edición limitada para IBM.
·         Crags,S. y Safron, B. (2014) Operational Decision Management for Dummies. John Wiley & Sons. Limited Edition for IBM.
·         Date,C.J. (2000) What Not How: The Business Rules Approach to Application Development. Addison-Wesley Educational Publishers Inc
·         Debevoise, T. (2007) Business Process Management with a Business Rules Approach: Implementing the Service Oriented Architecture. BookSurge Publishing
·         Graham, I. (2006) Business Rules Management and Service Oriented Architecture: A Pattern Language.Wiley; 1 edition
·         Halle,V. (2001) Business Rules Applied. John Wiley & Sons; 1 edition
·         Halle V.  y Goldberg, L.(2006) The Business Rule Revolution. Running Business the Right Way.  Barbara von Halle Larry Goldberg.
·         Herbst, H. (2013) Business Rule-Oriented Conceptual Modeling. Springer
·         Jones,D. (2014) Decision Making for Dummies. John Wiley & Sons. 
·         McComb,D. y Hendler,J. (2003) Semantics in Business Systems: The Savvy Manager's Guide: the Discipline Underlying Web Services, Business Rules and the Semantic Web (The Savvy Manager's Guides). Morgan Kaufmann
·         Morgan,T. (2002) Business Rules and Information Systems: Aligning IT with Business Goals. Addison-Wesley Professional
·         Nalepa,G.J. (2017) Modeling with Rules Using Semantic Knowledge Engineering. Intelligent Systems Reference Library, Springer.
·         Roebuck, K. ( ) BRMS Business Rule Management SystemsTebbo.
·         Ross, R.G. y Lam, G.S.W. (2015) Building Business Solutions: Business Analysis with Business Rules2nd.Edition. Business Rule Solutions Inc
·         Ross,R.G. (2003) Principles of the Business Rule ApproachAddison Wesley; 01 edition 
·         Ross, R.G. (2013) Business Rule Concepts: Getting to the Point of Knowledge. Business Rule Solutions, LLC  
·         Ross,R.G. (1994) The Business Rule Book: Classifying, Defining and Modeling Rules, Version 4.0. Batus. 
·         Taylor, J. (2011) Decision Management Systems: A Practical Guide to Using Business Rules and Predictive AnalyticsIBM Press
·         Witt, G. (2012) Writing Effective Business RulesMorgan Kaufmann

DMN

·         Debvoise, T., Taylor, J., Sinur, J. y Geneva, R. (2014) The MicroGuide to Process and Decision Modeling in BPMN/DMN: Building More Effective Processes by Integrating Process Modeling with Decision Modeling.  CreateSpace Independent Publishing Platform.
·         Feldman, J. (2017) DMN in Action with OpenRules: A Practical Guide for Development of Business Rules and Decision Management Applications using Decision Model and ... and OpenRules (Business Decision Modeling)Independently published 
·         Silver,B. y Sayles,A. (2016) DMN Method and Style: The Practitioner's Guide to Decision Modeling with Business RulesCody-Cassidy Press
·         Taylor,J., Purchase, J. y Soley, R. (2016) Real-World Decision Modeling with DMNMeghan-Kiffer Press


VENDORS

·         Albrecht, T. y Ziegler, C. (2010) BRFplus - Business Rule Management for ABAP Applications. SAP Press
·         Aliverti, E., De Maio, M. y Salatino, M. (2016) Mastering Jboss Drools 6. Packt Publishing.
·         Amador, L. (2012) Drools Developer's CookbookPackt Publishing
·         Ary, J. (2013) Instant Drools Starter.  Packt Publishing
·         Bali, M. (2013) Drools JBoss Rules 5.X Developer's Guide.Packt Publishing
·         Browne, P. (2009) Jboss Drools Business RulesPackt Publishing


Suggested Citation:

       Bibliography about #DecisionManagement, Decision Modeling Notation (#DMN) and Business Rules Management Systems (#BRMS) http://bit.ly/2iccqok  by @pedrorobledobpm BPMteca.com