"1 + 1 = 3 is a formula that describes the merger of BPM and BI into Process Intelligence."
Enterprises benefit from this approach by continuously comparing key performance indicators with live core processes and automatic process discovery.
Process Intelligence(PI) is something new: Until now, there has been no real interest in looking at the way processes behave and how processes can drive towards key performance indicators(KPIs). BPM has driven this behavior as it matures and focuses on what is happening right now and potentially what is about to happen. When tied with inline modeling, BPM, leveraging PI, can adjust it's behavior (sometimes with the help of business folks and sometimes semi-automatically) to changing conditions that may inhibit or enhance the attainment of stated KPIs. PI is new and different by leveraging real time events and real time modeling to guide the built-in flexibility BPM can offer.
Process Intelligence is just an extension of Business Intelligence: Sure BI is focused on data and not necessarily processes, but feed BI event streams and see what happens. BI has been focused in the 'rear view mirror' up until recently, but it BI can leverage process data just like any other data. In fact some of these modeling capabilities that are proposed for PI are indeed already emended in some BI offerings today. Predictive analytics for instance. There is nothing new here. Let BI at the events as well and leverage in memory cubes and "It's all good"
Both are compelling views, but I believe that process context and near real time adjustment adds new dimensions that BI has not considered, but I believe that PI and BI share some common components and behavior.
A MEMBER OF THE GARTNER BLOG NETWORK
Event processing is a method of tracking and analyzing (processing) streams of information (data) about things that happen and deriving a conclusion
from them. Complex event processing, or CEP, is event processing that combines data from multiple sources to infer events or patterns that suggest more
"The goal of complex event processing is to identify meaningful events (such as opportunities or threats) and respond to them as quickly as possible."
These events may be happening across the various layers of an organization as sales leads, orders or customer service calls. Or, they may be news items, text messages, social media posts, stock market feeds, traffic reports, weather reports, or other kinds of data. An event may also be defined as a "change of state," when a measurement exceeds a predefined threshold of time, temperature, or other value. Analysts suggest that CEP will give organizations a new way to analyze patterns in real-time, and help the business side communicate better with IT and service departments. The vast amount of information available about events is sometimes referred to as the event cloud.
Among thousands of incoming events, a monitoring system may for instance receive the following three from the same source: church bells ringing.
the appearance of a man in a tuxedo with a woman in a flowing white gown. rice flying through the air.
From these events the monitoring system may infer a complex event: a wedding. CEP as a technique helps discover complex events by analyzing and correlating other events: the bells, the man and woman in wedding attire and the rice flying through the air. CEP relies on a number of techniques, including:
Modeling event hierarchies
Detecting relationships (such as causality, membership or timing) between events
Abstracting event-driven processes
Commercial applications of CEP include algorithmic stock-trading, the detection of credit-card fraud, business activity monitoring, and security
"SOA governance is a concept used for activities related to exercising control
over services in a service-oriented architecture (SOA)."
One viewpoint, from IBM and others, is that SOA governance is an extension (subset) of IT governance which itself is an extension of corporate governance. The implicit assumption in this view is that SOA is just one more IT asset in need of governance, with the corollary that SOA governance does not apply to IT assets that are "not SOA". A contrasting viewpoint, expressed by blogger Dave Oliver and others, is that service orientation provides a broad organising principle for all aspects of IT in an organisation - including IT governance. Hence SOA governance is nothing but IT governance informed by SOA principles.
The focus is on those resources to be leveraged for SOA to deliver value to the business. SOA requires a number of IT support processes as well as organizational processes that will also involve the business leaders. SOA needs a solid foundation that is based on standards and includes policies, contracts, and service level agreements. The business is expected to be able to use services to build and change the organization's business process quickly. To do so, a degree of granularity in the services available will be required. Consequently a SOA increases the need for good governance as it will help assign decision-making authorities, roles, and responsibilities and bring focus to the organizational capabilities needed to be successful.
The definitions of SOA governance agree in its purpose of exercising control, but differ in the responsibilities it should have. Some narrow definitions focus on imposing policies and monitoring services, while other definitions use a broader business-oriented perspective.
Anne Thomas Manes defines governance as: "The processes that an enterprise puts in place to ensure that things are done in accordance with best practices, architectural principles, government regulations, laws, and other determining factors."
SOA governance refers to the processes used to govern adoption and implementation of SOA.
The specific focus of SOA governance is on the development of services that add value to the business, effective SOA governance must cover the people, processes, and technologies involved in the entire SOA life cycle from business point of view and connectivity and reuse from IT point of view, thus aligning business with IT.
Business Process Model and Notation (BPMN) is a standard for business process modeling that provides a graphical notation for specifying business
processes in a Business Process Diagram (BPD), based on a flowcharting technique very similar to activity diagrams from Unified Modeling Language (UML).
 The objective of BPMN is to support business process management, for both technical users and business users, by providing a notation that is intuitive
to business users, yet able to represent complex process semantics. The BPMN specification also provides a mapping between the graphics of the notation
and the underlying constructs of execution languages, particularly Business Process Execution Language (BPEL).
The primary goal of BPMN is to provide a standard notation readily understandable by all business stakeholders. These include the business analysts who create and refine the processes, the technical developers responsible for implementing them, and the business managers who monitor and manage them. Consequently, BPMN serves as a common language, bridging the communication gap that frequently occurs between business process design and implementation. Currently there are several competing standards for business process modeling languages used by modeling tools and processes.
Widespread adoption of the BPMN will help unify the expression of basic business process concepts (e.g., public and private processes, choreographies), as well as advanced process concepts (e.g., exception handling, transaction compensation).
I would be very pleased to say to my customers, prospects, associates and partners, at PERICENT we are really focused to extend our value propositions
to be able to deliver best in class services. We are continously aligning methodologies on a better way, adopting top class technological solutions and
practices to enable agility, accountability, compliance in your business activities. We are well committed to make your business really very easy and
accessible for your customers, to enable high responsiveness in your front office services.
Today BPM and Mobile technologies are proving like complementy to each other and ultimately extend reachability & agility of your business. BPM is not mere a technology, it is also a subject of strong business analysis and process improvement on case to case basis to achieve best outcome in particular business secnrios.
I am also quite excited about the utlimate power of smartphone devices not just to do calls, however these devices has a great potential make your day to day life really easy.
CEO, PERICENT SOFTWARE (P) LTD