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Craig Schiff

I am very excited about this opportunity to share my perspectives and experience in my BeyeNETWORK Blog. For those of you who may not have read my articles and newsletters over the past few years, I hope you will appreciate a vendor-independent perspective on all things related to Business Performance Management (BPM). I focus on key topics organizations should consider throughout their BPM project lifecycle, from early stage requirements definition and justification, key measure development, vendor selection and finally, successful deployment and rollout. Of course, market trends and vendor updates will also be part of the mix. Please stop by on a regular basis to see what's new, and to make this interactive, please share your opinions. If you have a specific question, contact me directly at cschiff@bpmpartners.com.

About the author >

Craig, President and CEO of BPM Partners, is a pioneer in business performance management (BPM). Craig helped create and define the field as it evolved from business intelligence and analytic applications into BPM. He has worked with BPM and related technologies for more than 20 years, first as a founding member at IMRS/Hyperion Software (now Hyperion Solutions) and later cofounded OutlookSoft where he was President and CEO.

Craig is a frequent author on BPM topics and monthly columnist for the BeyeNETWORK. He has led several jointly produced webcasts with Business Finance Magazine including "Beyond the Hype: The Truth about BPM Vendors," the three-part vendor review entitled "BPM Xpo" and "BPM 101: Navigating the Treacherous Waters of Business Performance Management." He is a recipient of the prestigious Ernst & Young Entrepreneur of the Year award. BPM Partners is a vendor-independent professional services firm focused exclusively on BPM, providing expertise that helps companies successfully evaluate and deploy BPM systems. Craig can be reached at cschiff@bpmpartners.com.

Editor's Note: More articles and resources are available in Craig's BeyeNETWORK Expert Channel. Be sure to visit today!

In talking with vendors recently some new phrases were used that I found intriguing. There are many phrases that I hear again and again in the business performance management world. These include things like: 'one version of the truth', 'profitability optimization', 'unified platform', and other equally boring stuff. It's refreshing to hear something new once in a while. I don't know if these two will catch on, but I like the concepts behind the words. The first one is 'BPM Squared'. This is based on the fact that BPM stands for both business performance management and business process management. The company using this term, Inforsense, is basically saying that their solutions bring business performance type analytics to everyday business processes throughout the organization. The other term is 'difference-maker'. In BPM we often talk about giving every decision-maker the information they need to make the right choices. Microsoft, in using this term when talking about PerformancePoint, is essentially saying there is a broader group of workers that have an impact on the business that should be included in the solution. This goes along with their 'pervasive BI' message. I doubt that these phrases are trademarked so feel free to use them and make them part of the language we use to discuss BI and BPM.

Posted June 26, 2007 9:17 AM
Permalink | 2 Comments |


This isn't an indictment of InforSense, but I do have a problem with the term BPM squared. Business Process Management requires process intelligence, which implies there is an understanding of processes themselves, such as process steps, sequence, loops, etc. To understand and measure your process, you have to be able to model it. Business Performance Mgt deals with data at a different level. It looks at the results of things as a proxy for the things that happened. Dimensional models, for example, can't work with process intelligence.

I think it is possible to bring the two together, but it shouldn't start with a new term.


I agree with you that this field has a problem with semantics. Other new terms I have heard are "Performance Management 2.0" and "Next Generation Performance Management." My sense is it will be less important what we call things and more important to discuss what do they do ... which ideally lead people to taking actions to improve performance.

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