Which BPM training is best?  Well, the proof is in the pudding – in the results for the organization and in the results for the resources.  For the organization you want to see process improvements implemented and success metrics achieved.  For the resources –leaders, managers, and employees– you want understanding and advocacy of the principles, new skills and continued usage of the skills.  So the answer to this question—Which BPM Training is Best?—is in the approach to training, not the specific vendor, instructor, or content.


There are all kinds of training methods.  The basic ones are

  1. Presentation:  in college it was lecture; today it is death by Powerpoint 
  2. Self study: be it a booklet (Traffic school still has them) or on demand on-line courses
  3. Workshop: small groups come together to learn something in their group (This is my definition to separate it from presentation, which is people coming mostly individually to learn from the presenter.)
  4. Apprentice:  a master teaches one on one from his/her experience

Training can be conducted using different media—online formats, videoconference, teleconferencing, or face to face. And methods might include interactive exercises like questions and answers, case studies, skill practice exercises, group discussions, and tests.

So which of these gets the best results? Results need to be measured. Where did the organization people resources start and what do you want to accomplish? I think the Presentation and Self study style are fine if you want to increase the skills of individual employees but without support when those employees get back to their organizations their learning may just enhance their education and not get applied.  If you want to get more results with these two types of methods, engage a team  (3-6 or more) people together with a real project they have to complete already identified when they attend the training.

The Apprentice method has several benefits:  it’s learning one-on-one with a real expert.  Assuming the Master is a good teacher – he demonstrates first, does it with you, watches you do it and coaches, and then sets you off on your own with a review again later.  This see and do method gives the learner lots of time to practice with immediate feedback.  The major drawbacks to this method are 1) it’s scalability because of doing it one-on-one are reduced and 2) it can produce a lot of variation in method, as different Masters may use quite different methods. 

The Workshop method brings people together in groups, and these are particular groups.  I suggest THE TEAM that will work on each BPM project you currently are addressing.  In other words, for the best success with a BPM project, start with some prework—writing a  charter for project ahead of time with the executive sponsor and process owner, and as part of that charter, identify the resources/people on the team.  Then send the team to  the workshop together.

Increase the results exponentially by having the workshop focus on real work – have each team work on their project during the workshop.  This method is called Action Learning.  Action Learning is an educational process where people work and learn together by tackling real issues and reflecting on their actions. I think the ultimate action learning process is captured with a great basketball team, who starts playing the opponents and adjusts their game as they go in real time  and with quick team coaching sessions on the sideline.

What this means in an i4Process workshop is the team learns skills and uses them right away, applying them to the next steps in their own process.  So they are learning skills in the workshop and doing real work in the workshop.   They have already completed some of the discovery, analysis or redesign phases in the workshop. Then they go apply the skills in the workplace and gain more insights (for future improvements to the work process) and reflect on what is working or not working in their group and organization. 

Want to learn more?  Sign up for my live-online BPMessentials workshop, Starting and Organizing a BPM Project (June 18 and19, 2013) and Analyzing and Optimizing BPM Processes (July 30 and 31, 2013)  Find out how to build high level maps with process owners and project leads, how to write a charter in 90 minutes, how to get the right members for a BPM team, how to document process models in the BPMN standard, using the free ITP software, how to use the 4 required techniques to analyze processes, and creative ways to build optimized processes

Part 2 of this blog will cover the framework of the Core Workshops in the Workshop method;  Part 3 will cover the leadership sessions and team meetings.


  • IActive

    First Impressions: IActive ACM Suite

    One of the most notably unique aspects of theIActive’s Intelligent Process Suite, the“secret sauce” if you will, is the artificial intelligence (AI) component that makes explicit the relevant tacit knowledge of the case expert (i.e., the knowledge worker). It is this part of the platform that brings the adaptive power of AI to bear on the management challenges associated with a case domain. IActive ACM Suite represents almost twenty years’ worth of advanced AI research conducted at the Intelligent Systems Research Group at the University of Granada in Spain. The technology is domain-agnostic, input-agnostic, output-agnostic, and is compatible with any programming environment.

    Read More

  • Fujitsu Interstate BOP

    First Impressions: Fujitsu Interstage Business Operations Platform

    Since the earliest days of the BPM market, Fujitsu has been a leading innovator in delivering Web-based process management frameworks, including pioneering one of first truly n-tier, pure Java BPMS platforms. Today Fujitsu offers Fujitsu Interstage Business Operations Platform ("Interstage BOP"), a unified, multi-tier platform built on J2SE (Java 2 Platform, Standard Edition) technology combining composite application development capabilities with robust integration and data-driven BPM.

    Read More

  • EMC

    First Impression: EMC Documentum xCP 2.1

    EMC Documentum xCP 2.1 is a next generation solution development platform designed for quickly building and deploying smart apps to support information-intensive processes and decision-making.

    Notable key features of Documentum xCP 2.1 include:

    • Support for Big Data – leveraging Pivotal Greenplum Database for actionable analytics and real-time visibility across processes and Big Data sets.
    • Content Intelligence – out-of-the-box capabilities for analyzing unstructured content and automated metadata extraction.
    • Cloud-ready Architecture and Supporting Services – ready-to-go support for deploying to the EMC OnDemand cloud environment.

    Read More

  • Verint

    First Impression: Verint Systems’ Impact 360

    Verint® Systems (NASDAQ: VRNT) is a global firm focused on delivering solutions defined by Actionable Intelligence™ – combining analytics with specific capabilities designed to enable its customers to capture, analyze and act on customer and operational data to achieve better business outcomes. Verint Systems’ solutions are used at over 80% of the Fortune 100 and across more than 10,000 customers worldwide. Today the majority of its total business (60-65%) is composed of its Enterprise Intelligence division, which consists of practice areas focused on support back-office operations, contact centers, retail branches, and a Voice of the Customer set of analytics solutions.

    Read More

  • BP Logix

    First Impressions: BP Logix Process Director 3.0

    Recently the BPM.com team was provided with a comprehensive demonstration of the latest release, version 3.0, of Process Director from BP Logix. This was not a literal introduction, as we have had the opportunity to explore Process Director through prior briefings by BP Logix, as well as through working independently with two key customers. This has allowed us to understand both the potential value and the differentiating features offered by Process Director historically, as well as provide us with a unique appreciation of the critical milestones achieved with the V 3.0 release.

    Read More

  • Image 01

    First Impressions: JBoss Enterprise BRMS

    Red Hat’s New JBoss Enterprise BRMS 5.3 Business Process Management Software - a look at the current offering and future roadmap. Founded in 1993, Red Hat, Inc. (NYSE: RHT) is easily the most commercially successful open source vendor, and the first to exceed $1B in software-related sales (which it did in 2012). Red Hat entered the middleware arena in 2006, with its acquisition of JBoss and the related community projects around the “JavaBeans Open Source Software Application Server” (or simply JBoss for short). JBoss was then, and remains today, the most widely-adopted open source Java EE App Server.

    Read More

  • Image 03

    First Impressions: Integrify 6

    Lean BPM is distinguished from today’s consolidating group of “stack” or platform vendors in its focus on the quick deployment of process-driven applications (such as purpose-built forms and web apps) rather than broad-reaching system modernization and integration efforts. The latter typically involves project lifecycles of several months, and often 100s or even 1,000s of vertically-integrated function points. In contrast, Lean BPM can be applied to targeted areas to realize immediate benefit, without imposing the deployment overhead and integration effort involved with those environments.

    Read More

  • Image 03

    First Impressions: Intellect BPM Platform Version 7

    Originally formed as an engineering consultancy more than a dozen years ago by a group of mechanical and aerospace engineers who saw an opportunity to build a web-oriented application with integrated workflow, since then, Interneer has built its Interneer Intellect Platform that allows technically capable business people to configure web-based applications to support integrated workflow, without programming. Today Interneer has hundreds of customers including Bose, Jacobs Engineering, and Host Hotels in markets including construction, manufacturing, energy, public sector, and services.

    Read More

  • Image 03

    First Impressions: Bonita Open Solutions

    Bonita Open Solution (BOS) 5.6 is the latest release of an open source BPMS from BonitaSoft, available in both a free downloadable version and as part of paid ”subscription packs” including access to live support and enhanced product capabilities. The freely downloadable version of BOS provides the complete framework of the BPMS, consisting of the Bonita Studio, for complete process and initial application design with BPMN 2.0 based modeling, the Bonita User Experience (User XP) design module which follows an email-like worklist metaphor and portal experience, and the Bonita Execution Engine which provides the run-time execution environment. 

    Read More

  • Image 03

    First Impressions: Laserfiche

    Laserfiche is a familiar name to anyone who follows the ECM market. As a long-time leader of solutions for document capture and transactional content management,  Laserfiche 8.3 builds on this history with new capabilities that address the needs of both document-centric BPM and case management.  A critical aspect of document-centric BPM is the ability to link a document to a business process, based on content and context (i.e., metadata) from the moment of capture.  Rather than launching a process and in the course of that process capturing a document, it is the document itself that drives the process.   In other words, the process launched or “instantiated” is based on the document itself, rather than choosing the process then capturing the document.

    Read More

  • Serena

    First Impressions: Serena Lean BPM

    Should you follow a pragmatic approach with BPM initiatives? After nearly a decade of market research on what drives BPM implementations, we have found the most common answer for what prevents BPM projects from advancing is consistently “lack of sponsorship” by upper management (cited by 25% of respondents to our most recent survey -- more than twice the frequency of any other answer, and consistent with similar studies we have performed over the last 10 years.)  Why the lack of sponsorship? The basic requirement and typical challenge in achieving project sponsorship (true of BPM as with another area) is building a credible argument that demonstrates value while keeping risks in check.

    Read More

  • Image 02 IActive
  • Fujitsu Interstate BOPFujitsu
  • Image 02 EMC
  • Verint Verint
  • BP LogixBP Logix
  • Image 01 JBoss
  • Image 03 Integrify
  • Image 01 Interneer
  • Image 01 Bonita
  • Image 01 Laserfiche
  • Image 02 Serena
  • Farmers Insurance Group

    Case Study: Farmers Insurance Group

    To leverage the power of their many recent acquisitions, Farmers Insurance Group assembled a road map of activities encompassing more than 300 separate initiatives to be accomplished through cooperative efforts between business teams and IT. Farmers’ challenge was integrating the technology of legacy customer services systems from their acquired companies and, in doing so, ensure a unified consistent standard of quality of customer service for all Farmers customers.

    Read More

  • Lincoln Trust

    Case Study: Lincoln Trust

    Lincoln Trust Company constituted a BPM program in 2007 with the initial goals focused on operational efficiency and going paperless in our back office processes. The overall program has been widely acknowledged for its tremendous success and directly contributed to Lincoln Trust Company’s survival in the face of the global financial crisis. This paper discusses the continuation of the program and specifically describes our experiences implementing one of our most evolved BPM processes to date.

    Read More

  • Nokia Siemens

    Case Study: Nokia Siemens Networks

    Nokia Siemens Networks’ initial foray into Business Process Management (BPM) was the award-winning “Zeus” project which thoroughly transformed its Consulting & Systems Integration division and delivered an estimated €6 million annual productivity savings. Based on this success, NSN has now deployed a sophisticated, pan-organizational BPM Program, leveraging and extending the success of “Zeus” through one of the most mature Center of Excellence organizations in the BPM industry.

    Read More

  • Naval Special Warfare Group

    Case Study: Naval Special Warfare Group

    Naval Special Warfare (NSW) is a division within the U.S. Navy that includes more than 2,400 active-duty Special Warfare Operators, known as SEALs. All of these personnel are divided among “groups”. NSW Group 4 (NSWG4) consists of three Special Boat Teams (SBT) and one international training command—all working together towards the common goal of fighting the global war on terrorism. In the past, NSWG4 always had more than adequate numbers of craft, engines and spare parts. However, with today’s current high demand for combat operations, security force assistance (SFA) and fiscal downsizing, NSWG4 had to develop a different business sustainment model to complete missions with less assets.

    Read More

  • County of San Joaquin Calif

    Case Study: County of San Joaquin, Calif

    The modernization of San Joaquin County’s Integrated Justice Information System (IJIS) was a strategic initiative that started with setting our visions and goals to modernize interfaces and functions that continue to support the law and justice duties of the residents of San Joaquin County, Sheriff’s Office, Public Defender, District Attorney and Probation Department, as well as the needs of other local, state and national law enforcement entities. We focused on reducing unnecessary redundancy and consolidating like functions to decrease costs and improve overall system performance.

    Read More

  • Audi Japan KK

    Case Study: Audi Japan KK

    At a certain point of business maturity, companies find it necessary to increase productivity and efficiency in order to stay ahead of industry standards. Audi Japan KK, importer of Audi vehicles and subsidiary of Audi AG, discovered that to reach operational efficiency it was necessary to gain more control and visibility over its core management and administrative processes. To fulfill this objective, the financial department decided to develop a BPM initiative within the organization that would revolutionize the operations of Audi Japan KK.

    Read More

  • Farmers Insurance GroupFarmers Insurance
  • Lincoln Trust Lincoln Trust
  • Nokia Siemens Nokia Siemens
  • Naval Special Warfare Group NSWG
  • County of San Joaquin, Calif San Joaquin
  • Audi Japan KK Audi Japan KK