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To me it always feels a little bit artificial. Roland: And then terms like BPA were invented, right? To make up the gap in between. People were all eager about automation and all those wonderful things, then the term BPM, even though the words were the same, switched. When I look forward a couple of years, things changed. How do I manage my business processes? So, the perspective coming from the discipline. So when I got started with that whole topic, which was back in the late 90s, it was only called – BPM business process management with a focus on the M. Roland: yeah, I’ve seen that in a similar way, but also with a light twist in between. And little BPM, or business process management, or business process modeling, being the documentation thereof and the methodology and the creation of flowcharts and the sharing and understanding in a visual sense of how companies work and what do you think about those things, Roland? Like the automation of process steps and the integration thereof. Big BPM being business process management. But BPM: We see people talk about the big BPM and the small bpm and get them confused. And I know you’ve set up a ton of centers of excellence and in process and engineering at organizations. So it’s creating a scenario in a situation that allows people to work in this. BPE is the whole practice and organization around the optimization of it. The way in which your organization runs business. BPA: business process analysis, which is the practice of understanding and analyzing and improving the way in which you do processes. So, let’s start with the ones that are the easy ones. J-M: Before we necessarily talk about the process management itself, we want to define the terms right, so I feel like we both heard a lot of people use / misuse / be confused by these acronyms, BPM, BPA, BPE. How would you describe process management as a discipline for somebody who hasn’t heard about this? I know you were very involved in process management in general. Roland: Maybe we get started with the first point. And then we look at: what are the values of having those disciplines in an organization.
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Roland: Like today when we’re going to talk about why architecture? Why business process management? And I’m really looking forward to our conversation about when we look at where those disciplines come from. You know, you should not think about bad things but live the dream and enjoy the day to your fullest. Roland: Yeah, as you should, that’s the way life should go. (The transcript is auto-generated and was slightly edited for clarity) Sandra Lusk, Staci Paley, and Andrew Spanyi
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