tag:blogger.com,1999:blog-4560463190032436692.post717270108461895598..comments2024-03-01T15:09:15.362+01:00Comments on Improving Enterprise Business Process Management Systems: Practical Process Patterns: FRAPAlexhttp://www.blogger.com/profile/07571303538841911828noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-4560463190032436692.post-70757595182469612962011-02-12T17:24:04.922+01:002011-02-12T17:24:04.922+01:00Thanks Bruce for your comments.
I don’t think tha...Thanks Bruce for your comments.<br /><br />I don’t think that existing limitations in some BPM tools/repositories should block the better understanding of processes. Naming, managing of many artefacts is rather doable. Also I found that the power of multi-BPMN-pools processes is the main advantage of BPM technology vs old workflows. <br /><br />Maybe the wider acceptance of such processes will Alexhttps://www.blogger.com/profile/07571303538841911828noreply@blogger.comtag:blogger.com,1999:blog-4560463190032436692.post-28706652364071990752011-02-11T20:06:55.645+01:002011-02-11T20:06:55.645+01:00I discovered this from Anatoly's blog. I disa...I discovered this from Anatoly's blog. I disagree with FRAP from perspective of business management of the process portfolio. If each actor is a pool, that means that each actor defines a separate BPMN process. Now think about naming each one and maintaining hundreds of them in a repository. Impossible. FRAP only works if the unit of model management and governance is what BPMN calls a Brucehttps://www.blogger.com/profile/11946522395352321295noreply@blogger.com