Como diria o Jack, vamos por partes:

Terça o treino foi com abdominais, alogamentos e flexões. E bastante descanso.

Quarta o treino foi de corrida, bem puxado, mesmo sendo na esteira. Foram 10′ de aquecimento + 2 x 2 km de Corrida Forte c/ intervalo de 2′ de trote + 10′ de desaquecimento. Foi um total de 45 min. Um pouco mais de 8k. Legal. O objetivo é na semana que vem, fazer esse mesmo treino mas aumentar a quilomentragem no mesmo tempo. Pânico! rsrs.

Quinta, hoje, provavelmente o treino será noturno, 1º até a UnG, mas sigo direto depois. No máximo de 6k. O importante é não parar!

Abraços.
www.bpmsports.com.br

The related keywords in the TEC White Papers listing for a recent article about Business Process Management (BPM) software give some clue as to its state of mind;

“managing change, management of change, business process management journal, business process management, business process management software, business process management system, business process management change, business process management systems, process change management, management changes, business change management, change managment, change management model, change management definition, change management consulting“

Mmm…pretty well everything you could ever consider included there. And that is both the strength and weakness of BPM. I think it’s wrong to consider some IT application initiatives as BPM-specific and some not. Surely any implementation of new or improved IT tools would need to align with what some describe as the cornerstones of a successful BPM effort – embedded work on change management, measurement of the effectiveness of the initiative, and the right software approach (be it SOA or anything else).

The mistake often made is in believing that there is a difference between a BPM activity and a purely standalone IT activity. IT implementations must have those components of a BPM type effort, otherwise it’s near impossible to specify, realise and measure the benefits predicted. Don’t get hung up on BPM on its own – but don’t ignore its detail either.

Before we break away for the Thanksgiving Holiday – I wanted to post an article concerning B2B marketing and the importance of having the neccessary tools in place to manage, track and engage clients, referral channels, and leads.

In today’s world of B2B marketing there are multiple channels used to for audience development, client retention and referral channel development.  These channels typically include the use of various media segments such as:

• eMail (both one to one and one to many)
• Newsletters
• Live In Person events, such as seminars and conferences
• Webinars (both live and recorded)
• Print Media

If this communication is to be effective, the sender must deploy a message of perceived value to a targeted/segmented audience that may or may not include some form of tangible takeaway benefit besides the initial content. For example, offering a free 1 hour online marketing seminar to CPA’s and accounting professionals for referral channel development that is delivered by a marketing expert from a Fortune 100 company and you should expect a 10% participation rate.  If you a add a tangible takeaway benefit to the seminar such as including 2 free CPE credits, your participation rate will increase to 20% or higher.  And your goal for the seminar?  Develop referral channels for your product.  This same scenario can be applied to consumers and businesses alike.

On the surface the above scenario appears to be a relatively benign process. You setup a conference and invite a bunch of people to attend and hope for the best.  However, if you break down the process there is a lot of administrative/organization work involved to achieve your goals.

1. Development, distribution and promotion of event via email and print,
2. Tracking results of that distribution,
3. Event registration and tracking of event registration,
4. Tieback of yes/no responses to database records,
5. Results of seminar; comments from participants, generation of referrals?

In addition to the above:

1. What the event promoted to the correct segment?
2. Did you record who did and did not respond to the event and showed up?
3. Did the attendees refer a client?
4. How does any of this tie into your contact management system? If at all?

The real question is do you have a system in place to perform this type of marketing and event management without a lot of manual interaction?  And does your ’system’  integrate with your contact management system?

In today’s world a professional services firm requires a system to distribute content to all market segments.  The result of the distribution need to be trackable, reportable and return definable measurable benefits to acquire valid ROI costs.  Systems like those developed by Cool Life Systems allow firms to perform this functions for creation and distribution of content, tracking the success of each distribution, and providing tools for follow up with persons in each identified channel.  These tools work together to allow you and your firm to increase competitive market share, achieve market differentiation from competitors and influence audience segments for a desired outcome.

• ProcessModeling.info » Blog Archive » Highlights from BPMN 2.0: Artifact Shapes
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• ProcessModeling.info » Blog Archive » Highlights from BPMN 2.0: Activity Types
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Sometimes we all struggle to get motivated for a workout and could all do with a little inspirational kick every now and then, aside from caffeine, which usually works pretty well, music can really put a kick into your workout. Here I’ll list some good songs for you to exercise to on your iPod or any other mp3 device. Obviously you’ve all got different music tastes, some people could think of nothing more unbearable or non motivating than pulling up a Tiesto classic on their iPod, whereas I would much rather listen to that than some Slipknot headbanger, here’s a list of tunes I listen to and then some I’ve found using playlists.com.au, starting with my very own play-list, be warned, they are mostly dance tunes, so skip to the bottom if they don’t interest you!…….

My playlist
Darude – Feel the beat, Kernkraft – Zombie nation, Storm – Time to burn, Tenshi – Goureyella, Encore une Fois – Blunt edit, Spiller – Groovejet, Chicane – Offshore, You’re not alone, Riverside, Darude – Rush, Art of trance – Madagascar, 4 Sttrings – Diving, DJ Tiesto – Solarcoast, DJ Tiesto – Tranceport, Energy 52 – Cafe Del Mar, Scooter – No Fate, Paul Van Dyk – For an Angel, Faithless – God is a DJ, DJ Tiesto – Adagio For Strings.

Rock

Dance, Trance, House

Rap, RnB

Other Popular Workout Songs

Technorati Tags: good, songs, to, exercise, to, on, your, ipod, mp3, workout, tunes, dance, house, rap, rnb, tiesto

Do a quick survey of companies claiming to support the IM rules for pipelines and invariably they are focused on the operations side of the business. In the operations world, compliance with the IM rule means running pigs and doing direct assessment.  In terms of time and effort, the hardest part is doing confirmatory digs.  The rulings have had minimal impact on the day-to-day life of a field services professional.

In contrast, the folks in engineering are feeling an enormous strain because of the ruling.  Typically engineering services will own compliance with the IM rule.  Whereas at one time a few engineers could run the integrity program of a major transmission company, the analytically rigorous and data intensive nature of the IM rulings have stretched these departments to the limit.

Follow along as I figure out how to make the world a better place for pipeline engineers.  I aspire to enable pipeliners to orchestrate their IM program to achieve visibility into the process, control over its behavior, and protection for the data behind it.

I am developing a concept called engineering process management (EPM).  It is an extension of business process management (BPM).  BPM has provided visibility, control, and protection to the banking, insurance, and a number of other regulated industries.  Along the way, the folks who have employed it have realized tremendous operational flexibility and control that has translated into reduced operating costs, fewer mistakes, and less harried workers.

I hope to bring the same benefits to the world of engineering where instead of banking transactions or insurance policies, we are concerned with the integrity of physical assets.  At this point EPM is only a concept.  Over the next few months I hope to begin building it. Right now I am looking for an operator who wants me to build it and is willing to pay me a little bit to do so.

Stay tuned!  I’ll share my progress, some of the things I learn, and some of my observations along the way. Here in these early days I’ll try to fill in some background as well.

Welcome! Glad you are here!

Leave me feedback below.

Craig

In my recent post about “Layers” and “Patterns”, I was trying to argue the importance of “Services” and their role (as not the only player) in an SOA.  With that said, I am being reminded of a diagram I used to see describing Enterprise Architecture Frameworks by decomposing an organization into “Layers”.

Wikipedia currently is showing this image:

I believe the intent was two-fold. (1) Identify specific roles and domains and (2) show respective hierarchy to one another.  The latter may be more subtle, but clearly it is important for architects to understand the Business artifacts come first, then the data, then applications, then technology so why not stack them like the diagram suggests.  However, I was wondering why the triangle was chosen?  By using this representation, it seems to typify another generalization, albeit maybe unintended.  The domains on top are smaller then those on the bottom.  Was this on purpose?

I am pontificating now, but is this because we think we need to put more effort in terms of output for those with larger area?  Is this true and if so why not more outcry from the business?  Or maybe we all realize that in practice we see our architectures made up of more from the bottom then the top?  If nothing else, even today I see more energy, more conversation, more debate and more specialization in the technology space then any other domain of Enterprise Architecture.  Is this age-old symbolization of architecture the genesis of unintended consequences: Technology is King and the business is it’s humble servant?  How can that be, the business is at the top right?!?  Well maybe better said, Technology is King and the business is it’s diadem.

Consider flipping the triangle.  Where not only is the business at the top but also consumes the most area.  Then follows data, applications and technology where the bottom is smallest portion of the architecture.  I know this would never fly due to experts smarter than I saying, “It all points to technology and thus counterintuitive” or my favorite, “It does not have a flat foundation, how can it stand?”  Even so, I believe there is some merit in this new depiction.

With the advent of SOA traction in Enterprise Architecture, it should ideally minimize the importance, effort, and landscape of technology.  In a very real sense, technology is merely the interface gateway and maybe infrastructure to the enterprise.  The process modeling, data management, decision intelligence, service components should begin to be extracted from the technology space and become more common place in the business domain.  BPMN, BPEL, rules engines, process improvement and the like are forcing us to get the business people more involved in architecture – the true allure to an SOA.

And since I am busting down some long-standing doors, why not even change the domains slightly.  Why do we even need to bring up Applications anymore?  In the past we modeled our business after COTS or IT limitations, so the application domain is where the real business logic resided.  This lead to it being recognized as it own domain.  Now we realize we should model our architecture, systems, technology after our business.  Allow agility to enable technology to meet the individual need.  In this sense, the application domain has become a Service Layer.  Business oriented services that interact with applications, data or people.  I would still agree that the data domain trumps the service domain in both significance and effort thus higher on the diagram.  Finally that leaves the business at the top that is most important as well most invested in.  The business thus leverages data, services and technology to build the very processes and methodologies that model their goals, motivations, differentiations, etc.

My new diagram would look like this:

Este post ya lo tenía cocinándose desde hace un tiempo pero aunque por lo general no puedo realizar un trabajo de edición perfecto siempre trato de hacerlo buscando la imagen, las citas bíblicas y leyéndolo para ver si he expuesto lo más clara posible la idea; por esa razón no lo había puesto. Jorge un Lector de Guatemala me preguntaba cuando volvería a poner post de planificación, pues Jorge, aquí iniciamos de nuevo con este post esa faceta del blog que hacía falta.

Ya habíamos hablado en la primera parte acerca de lo que era y lo que significaba scrum, en esta ocasión vamos a empezar a explicar sus componentes para que podamos aplicarlo a la gestión de nuestros proyectos.

Vamos a empezar a entrar entonces en materia definiendo a los actores de la obra ya que es importante estar organizados y saber que deben de hacer cada uno de los jugadores:

Proverbios 15:22
(22)  Los planes fracasan por falta de acuerdo,  cuando hay consejeros, se cumplen.

Scrum se divide en 5 grupos de personas que listo a continuación:

-          Product Owner

-          Scrum Master

-          Scrum Team

-          StackHolder

-          Users

Product Owner
(Propietario del producto) Este señor es el que dice que va a hacerse en cada sprint o que desea obtener, para poder mostrárselo a los interesados, el product owner debe de conocer muy bien y saber que se requiere del producto, ya que él será el que al final diga hoy haremos pantallas de ingreso o realizaremos web services, etc. Es fundamental su conocimiento de lo que se desea obtener para el éxito del proyecto.

Scrum Master
El asegura el seguimiento de la metodología y el cumplimiento de las metas trazadas, dirige las Scrum Meetings y se encarga de lidiar con las presiones externas del proyecto. En pocas palabras es el director del proyecto.

Interactua con el produc owner ya que este es el que le dice que desea ver en ese sprint y él se encarga que el equipo lo realice.

Scrum Team
Ellos son los que se encargan de desarrollar las funcionalidades que el product owner haya elegida para este sprint. Son los desarrolladores pues!!!

StackHolder
“Los interesados”, estos son los que financian el proyecto y los promotores de dicho proyecto; las gerencias interesadas en tener una nueva herramienta o software el presidente de la empresa que considera que con esto incrementara ventas etc.

A ellos el product owner le mostrara al final de cada sprint que se está haciendo y ellos decidirán si se continuo o se detiene el proyecto. El Scrum Master tiene que lidiar con estos para justificar el desarrollo que se está haciendo y para evitar que el proyecto se descarrile en el camino por interferencia de ellos o falta de paciencia.

Users
Al final pero no menos importantes los usuarios, ellos lógicamente prueban la aplicación y ven si cumple sus expectativas, aportan ideas o necesidades no consideradas.

Bueno estos son los jugadores pero si ustedes se percatan he hablado de sprints y scrum meetings, pero esto lo voy a tocar en otra entrega para que comprendan como funciona esta metodología por el momento nos quedamos aquí.

Que Dios les guie siempre, con pasos firmes hacia sus metas y objetivos.

Sabiduría 3:11
(11)  Desdichado el que desprecia la sabiduría y la educación; vana es su esperanza, baldíos sus esfuerzos, e inútiles sus obras.

Nota: Para este post usamos la biblia de Jerusalén para obtener las citas

Peter Marwan setzt sich in einem Beitrag auf zdnet.de mit dem Thema BPM auseinander. Bei der Lektüre des Artikels fallen insbesondere zwei Stellen auf, die einen Kommentar verdienen.

So heißt es etwa zu Beginn:

„Erstens ist die Zahl der Anbieter groß, zweitens sind die Unterschiede oft gering und drittens sind diese oft mehr auf unterschiedlich gesetzte Schwerpunkte zurückzuführen, als auf technologische Überlegenheit der einen oder anderen Lösung.“

Die Frage der technologischen Überlegenheit ist ohnehin herstellerzentriert und führt letztlich in die komplett falsche Richtung. Denn niemand kann am Ende des Tages allgemein gültig sagen, worin technologische Überlegenheit besteht. Für den Anwender kommt es dagegen vor allem darauf an, sein Geschäft vollständig und flexibel abbilden zu können.

Im Folgenden zitiert Marwan den BPM-Spezialisten Michael Otte:

„[Die] BPM-Architektur neuer Lösungen sollte so flexibel beschaffen sein, dass mit geringen Anpassungen auch neue Anforderungen an die Geschäftsprozesse im laufenden Betrieb unterstützt werden. Genau daran fehle es den großen Komplettlösungen jedoch oft.“

Dieser Gedanke ist vollkommen richtig. Denn auch bei einem noch so großen Sammelsurium von Regeln, wird es immer wieder zu Situationen kommen, die es bislang noch nicht gegeben hat. Der Anwender muss dann dazu in der Lage sein, Prozesse zur Laufzeit ändern zu können.

Eine der wichtigsten Voraussetzungen ist dabei die Verbindung von Daten und Prozessen: Sie bedingen sich gegenseitig. Prozesse ohne direkten engen Bezug zu Daten sind genauso nutzlos wie Daten, die sich nicht prozessgesteuert verwalten lassen.

Dazu bedarf es aber eines quasi universellen Systemmodells, das innerhalb der gesamten Organisation – also auch jenseits von Fachbereichen und ihren spezifischen Anwendungen – Gültigkeit besitzt.

Ist dieses vollständig umgesetzt, rückt auch der Gedanke der Operational Intelligence in greifbare Nähe, so dass sich Daten durch die spontane Darstellung von Prozessen aggregieren lassen. Dabei kann man sowohl neue Situationen abbilden als auch ganz konkret erfassen, welche Vorgänge in einem Prozess noch offen sind und in welchem Schritt man sich gerade befindet. Ganz praktisch bedeutet das schlussendlich auch,  dass ein solches Framework rein situativ Aufgaben an die Mitarbeiter verteilen und deren Abwicklung verfolgen kann.

Today was the much anticipated follow up US. As I mentioned before Dr.B was off spending the holiday in the sun. We met with the new doc at the clinic which can be only be described as socially awkward and it made for an uncomfortable meeting.

I went in with the knowledge that the HB of our first miscarriage was 109 and that was low… So I had an expectation that I would be satisfied with a rate of 125 or higher.

Quickly she found a sac, fetal pole, and yolk?, and a soft flicker of a hb. That was the quick run down she then went in for a closer more patient look. She turned the volume on and there it was a heartbeat. I teered up at the sound…she then told it was 119bpm and my heart sank…it just doesn’t seem high enough and it’s so close to the other number with the loss. New doc however didn’t bat an eye at this heart rate or the measurement that said the fetal pole is measuring 2 days behind at 6w3d. I am baffled and must have looked startled because she asked if i was ok… I muttered yes I think. Sat me up and said ok see you in 3 weeks! What?! That is Dec. 14!!!

What does an insane person do immediately when I get to the car? That’s right, Dr. Google! And low and behold normal is considered 120-180. My heart sank again! Can 1bpm really be an indication of prognosis? I am 1bpm away from normal low normal but normal but nope we are considered low! Damn it!!!

I don’t know what to think! I feel like shit a lot of the time and my bb are sore, huge, and heavy but all these can just continue even when something bad happens.

So keeping up with the suppositories (great) and waiting some more. I feel as though no resolution has occurred and not sure what to do. On Dec. 14 I will be 9w6d which is where I was when I started bleeding with our first loss and discovered no HB.

Also if I go to get H1N1 I need to call OBGYN and I don’t know if I can. The spazzy doc also didn’t say anything about the enormous cysts I had, do they go away are they still there! Ugh I miss Dr.B.

Proudly South African and a driving influence in growing the SA dance scene, BPM Mag also casts an eye to the rest of the world to pick up on international trends and happenings – usually well before anyone else does.

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¿Amigos que tal? Espero que no hallan extrañado mucho las frases semanales, por no haberlas publicado la semana pasada, pero tengo un buen pretexto jejejejeje sucede que le lunes anterior nació mi tercer hijo, pesando 7 libras y midiendo 51 centímetros, Asi que estuve no de vacaciones sino mas bien agarrando practica de nuevo en cambiar pañales y hacer pachas , pero muy feliz de este nuevo regalo que me hace mi Dios.

Pero aquí estamos de nueva esta semana con fuerzas renovadas.

Juan 3:3
(3)  Jesús le respondió: “En verdad, en verdad te digo: el que no nazca de nuevo no puede ver el Reino de Dios.”

Sin más los dejo con las frases de esta semana para darles ánimos.

“No sabe hablar quien no sabe callar”. Pitágoras

Comentario: El líder escucha antes de hablar o emitir juicios

“¡Estudia! No para saber una cosa más, sino para saberla mejor.”
Seneca

Comentario: Todo hombre que quiere ser exitoso se documenta y estudia lo más posible acerca de su meta

“Al principio de cualquier cosa fuera de lo común, la mayoría de la gente siempre le tiene aversión.”- Mao Zedong

Comentario: No esperemos que las nuevas ideas sean aceptadas 100% al principio, tenemos que luchar y demostrar que son efectivas.

“El éxito parece ser, por mucho, una cuestión de perseverar después de que otros han desistido.”  William Feather

Comentario: No desfallezca en buscar cumplir tus objetivos, puedes caer pero nunca dejar de perseguirlos y si así lo haces lo lograras

“Sólo hay un principio motriz: el deseo.” – Aristóteles

Comentario: La mejor motivación es desear con el corazón ver concretadas las metas de tal forma que nos haga ponernos en acción.

• Down-to-Earth Contracts that Keep the Cloud Aloft | Cloud Computing Journal
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• BPMN vs BPEL: Are We Still Debating This? « BPMS Watch
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Let’s take a giant, theological step back in time to when the earth began.  Two obvious questions come to mind.  Is earth and life as we know it, the result of a single, spectacular event…a divine intervention?  Or, have we evolved to this point over many millions of years?

Which side of this often heated debate you are on depends largely upon your theological perspective.  Each side (the creationists and evolutionists) can bring substantial bodies of evidence to support their cases and argue them ad nauseam.

Suppose we take those two controversial questions and apply them to the world of business process management.  Are great businesses, those leaders of industry emulated and admired by others, a result of an evolution that has taken place over many years?  Or, have they achieved their place at the front of the pack, through a spectacular change that has left the competition in their wake?

Once again we find ourselves in the midst of a great debate.  Should we undertake dramatic, often radical change within and across our organization?  Or, should we move forward more slowly, taking care not to upset the status quo, satisfied with incremental improvements?  While not theological in nature, this debate can be every bit as robust and emotional.

Let’s take a look at the two sides and see if we can draw some conclusions.

Business Evolution

Most organizations tend to follow the evolution path, focusing on continuous process improvement within the confines of traditional organizational structures.  And certainly this approach has its merits.  It makes us feel like we are accomplishing things; changing, restructuring, even introducing innovation, all the while taking care not to cause too much commotion with management and co-workers.

The evolutionary approach can provide business improvement.  No argument there.  Much of the change can come from grass-roots efforts with little or no executive management involvement.  There is no need for lengthy project approvals or finely honed slide presentations justifying the work.  Changes can be safely slipped in beneath the corporate radar.

Business moves along, everyone busying themselves with their departmental initiatives, content in their belief they are helping to ensure their companies future and their own job security.  Even the occasional departmental restructuring and organization chart redesign can give the impression that big things are happening, boost morale (at least temporarily) and shake up the daily routine.

When business is good, or perceived to be good, evolution can appear to make perfect sense.  Why risk mucking around with compensation, department hierarchies and silos of disjointed work activities when it does not really seem necessary?  Just focus on improving what we currently do.

But what happens when things are not so good?  What if market share starts slipping, customers become less satisfied and worker morale is not where it should be?  Is evolution still the answer, or is it time for a more dramatic approach with the help of some ‘divine intervention’?

In today’s economy of rapid product innovation, increased competition and greater customer demands than ever before, it is unlikely any business, no matter how good, has the luxury of waiting for evolution to run its course.  It is much more likely the evolutionary enterprise will find itself lost in the dust of time while innovators charge forward with new and creative ideas that dazzle and excite their customers.

Business Creation

It has often been said, especially when it comes to information technology, “We don’t need bells and whistles.  We just need a system that works.”  Any longer, simply having only a system that works is not enough.  Customers are demanding so much more from their products and services that now all those bells and whistles, once avoided, are becoming essential to help ensure differentiation in a market of sameness.  The challenge with bells and whistles is they require considerable creativity and innovation to make work.  Not only are they difficult to come up with, they take significant project management discipline to bring to market.

In his book, A Whole New Mind, Daniel Pink points out the significance of creativity, or right-brain thinking in the changing business landscape.  His point is that as we move beyond the information age, the age of the knowledge worker, concept and creativity will become much more a significant component of business success.  He notes “The main characters now are the creator and the empathizer, whose distinctive ability is mastery of R-Directed (right-brain) Thinking.”¹ In this new customer-centric world, it is clear that without creation and the resulting innovations, businesses that continue to practice incremental, evolutionary change will find it increasingly difficult to maintain a competitive edge; no matter how good things might seem at the moment.

Merriam-Webster defines ‘create’ as to bring into existence, to produce through imaginative skill. Creation is dramatic and artistic.  Producing something that previously did not exist is a challenging but exciting endeavor.  And the results can be dramatic.  Remember when you first held an MP3 player in the palm of your hand and marveled at its size and the innovation of its creators.  How marvelous it is to now be able to so easily edit our own digital photographs, no dark rooms, no messy chemicals.

MP3 is not an evolved vinyl record.  Digital photography is not made possible by advancements in celluloid film.  These are new creations, based on knowledge and past experience certainly, but not evolved versions of the same things.

Industry leaders do not rely solely upon improving existing processes.  They succeed because of their innovation.  While others, most others are focused on improving and optimizing the same processes they have always executed, the innovators are at work challenging the norm, shaking up their organizations, creating something which previously did not exist.

Incremental change rarely generates much excitement or fanfare at the corporate level, particularly when business is not so good.  Seldom do customers rally around a product or service merely because its provider has made subtle, incremental improvements to their internal processes, or modified their organization charts.  They do get excited however when that provider offers something different, something never before available which can’t be found anywhere else.  And the service they receive is so spectacular they leave wanting more.

Divine Intervention

Business process management is about change…changing the way we view our business, our customers, and our world.  Business change, significant, creative change requires powerful forces within an organization willing to mobilize, encourage, and empower its people to use right-brain thinking to break from the norm.

Fundamental organizational change, changing the core business processes, will not likely succeed as a grass-roots effort.  Senior level management commitment will be necessary to mobilize the enterprise and foster an environment of creativity and innovation.

Without intervention ‘from above’, creative change of any significant magnitude will not likely happen.  Creation and creative thinking is not easy.  It takes practice, effort and right-brain aware senior management willing to support and nurture it.  But the rewards are great.  Look around, who is creative and who is not?  The innovators are easy to spot by their produces, services and efficient customer-sensitive business processes.

Conclusion

Dramatic business change requires dramatic actions.  Dramatic actions can only occur when current business processes are challenged, when creativity and innovation are encouraged and when management makes a commitment to intervene and become the ‘divine’ agents of change.

Good times or bad, no business or industry is immune from competition.  The good times, when resources are available are perhaps the best times to look beyond evolution, business as usual, and consider the reward possibilities afforded the creative enterprise.

Business process management requires reexamination of how businesses operate and most significantly, how products and services are viewed by customers.  Put on your thinking caps and kick that right brain into gear.  It is after the creation of new business processes, products and services our efforts should be focused on evolutionary, continuous improvement, not before.

Howard Webb, Bizappia

Hoje fui pedalar e para minha surpresa descobri uma prova de bike de Guarulhos até Mairiporã, dia 22. No mesmo dia da Samsung, que já fiz a inscrição. Que beleza! Até queria ir nesse pedal, mas para variar, a prefeitura de Guarulhos, com sua super eficiência em só copiar, mais uma vez, não divulgou nada. Maravilha. Passado.

Por isso, que venha a Samsung 10k! Estaremos lá. A maior prova de 10k do Brasil. Abraços.

LP, BPM, 1988

Couple of intriguing but not madly rare compilations today, from the dim and distant early years of British acid house. Just as with the British Invasion of the US in the 60s, punk from NYC and then back to the US a few years later, and so on, in those far off early days, the music that inspired the first glowing articles was more talked about than heard, and as a result some British producers set about creating a music they had only read about. The most warped example of this is probably the Jack the Tab album, and there’s some of this “Chinese Whispers” effect happening on these two discs as well.

BPM and Warrior Records were a pair of allied dance labels formed by members of 400 Blows, and on this record Tony (Moody Boys) Thorpe is all over most tracks. Warrior released their own acid compilation around the same time, featuring many of the same contributors. Some of it’s odd, some of it’s crude, and to be honest very little is what you would call proper acid house, mostly pitched somewhere around early techno with more sampled voices. Just a couple of years later, many of the acts sounded far more at home making Depeche Mode-esque industrial electro. That New Chapter track at the start of side two, though… very tasty.

01. Joi Bangla Sound – Taj Ma House (5:29)
02. Silicon Chip – Phuture Music (6:06)
03. Construction Crew – Heartbeat (4:10)
04. Force Motive – You Will be Dealt With (4:56)
05. New Chapter – Acid Generation (5:17)
06. The Moody Boys – Boogie Woogie Music (5:43)
07. LE Bass – Acid Bitch (6:22)
08. Mister Monday – Keep On (4:44)

Link | Discogs

• Releasing the Chromium OS open source project
  (tags: google chrome os)

Fujitsu made a couple of press releases last week, announcing two things: a new release of Interstage BPM, Version 11, and our Cloud BPM offering.  This post just contains links to articles on the subject of these announcements.

• Product Review: Interstage BPM V11 – Column 2
• Fujitsu Interstage BPM in the Cloud – Column 2
• Fujitsu BPM Cloud Challenges IBM, Oracle in Cloud Computing – Channel Insider
• Fujitsu fields BPM on cloud computing platform – Search SOA
• Fujitsu Announces Free Access to Enhanced Cloud BPM Platform – Enterprise Systems
• Fujitsu Cracks BPM Auto Discovery Code – CTO Edge
• Auto-Discovery Comes to BPM – IT Business Edge
• Fujitsu releases new version of Interstage BPM Captures hybrid collaborative process patterns – CBR
• Fujitsu Interstage BPM Version 11, Lets Businesses Proactively “Sense and Respond” to Change – SOA World
• Fujitsu Announces Free Access to its Enhanced Cloud BPM Platform for Solution Providers and Enterprise Teams – EBizQ
• Process intelligence tools reduce guesswork, increase payout of BPM – Search CIO Midmarket
• Process intelligence tools reduce guesswork, increase payout of BPM – a writeup on the use of Process Discovery at ESI.
• Fujitsu gives BPM users a helping hand – article by David Worthington at SD Times.

While there are many small features in the Version 11 release, the two main ones are a significantly extended capabilities in Dynamic BPM and extended tenant management capabilities.  The latter feature helps to support the extended cloud BPM offering which includes a complete BPM design, development, and run-time capability which is free for small teams.