F R I D A Y , F E B R U A R Y 2 5 , 2 0 0 5
PROCESS MANAGEMENT vs INFORMATION MANAGEMENT
How to achieve better efficiency in location-driven economy
PANEL QUESTIONS:
1. What does Business Process Management (BPM) mean to you as opposed to Information Management (IM) in the context of leveraging Information Technology (IT); considering also IM extensive, but often hidden, location components?
2. Please share an instance where you have witnessed the BPM approach to defining either the purpose or the value of IT investments was key to its success, or an instance where you think a BPM approach would have been helpful to a failed IT project.
3. Is BPM regarding fixed location assets (like fire hydrants, power lines or natural gas lines) significantly different than BPM regarding dynamic assets (like mission critical manufacturing inputs or finished goods)?
4. Is BPM significantly different between government and private business in the context of planning an IT project focused on location driven assets?
5. In any context, fixed asset or dynamic asset, government or private, should BPM be superior to, equal to, or subordinate to IM when defining an IT project?
6. Assuming integrating BPM is at least one pillar in a successful IT project, how do you successfully integrate those responsible for BPM into an IT project’s development?
7. Assuming BPM integration is beneficial on an individual company or individual government department basis, does that scale on an industry or government-wide basis and is that achievable or cost prohibitive as regards location driven assets? Is that the Holy Grail? [This question opens up the idea of whether BPM is reasonably scaleable. Is the benefit worth the pain?]
8. To the audience: what do you think?
- Have you witnessed a dichotomy between IM and BPM?
- Does the importance of BPM vs. IM necessarily vary from the public to the private context or with regard to
fixed assets vs. dynamic assets?
- What are the keys to successful integration of BPM?
- Is it feasibly scaleable?