Friday, October 19, 2012

Intelligent Process vs. Process Intelligence

Well align multi-dimensional business fundamentals such as "process", "people" and "technology" and link these dimensions intelligently (via both intelligent process and process intelligence) to get optimal business performance.

Intelligence Process is the process by which information is converted into intelligence and made available to users. 

The process intelligence can provide process some “intelligence” such as programmability, adaptability, flexibility.



1. What are Intelligent Process & Process Intelligence?

Process intelligence vs. intelligent processes

  • Intelligence Process is the process by which information is converted into intelligence and made available to users. The process consists of six interrelated intelligence operations: planning and direction, collection, processing and exploitation, analysis and production, dissemination and integration, and evaluation and feedback. 

  • Process Intelligence: is information that is extracted from a process about the process; throughput times, bottlenecks etc. as the process could be a simple, badly designed or clever. Process intelligence can also mean process governance –the process to manage process, such as risk control, compliance, monitoring etc.

2. Where do you draw the line between process intelligence and intelligent processes?

  • Process Intelligence Tool to Measure Intelligent Processes: Intelligent Processes are smart because they are well designed and are self monitoring. Not only do they cleverly do the job they are designed for,  but also they provide precise, predictive and important information (from event logs or alerts). This allows them to be closely monitored by a process intelligence tool (using process mining or predictive analysis., etc). Ultimately they may be self monitoring.
  • The line between intelligent process & process intelligence: the processes which are programmed and adaptable to be classified as "intelligent" processes, and this kind of programmability/adaptability incorporated in these processes is what may be called as "process" intelligence. 

3. What makes a process intelligent?

  • A Close-Loop PDCA Cycle: A typical plan-do-check-act cycle is a good way to make a process intelligent, but remember to close the cycle, otherwise, the process will not benefit from its learning. 
  • Holistic Process Management System: As a whole, you create a system around the process, call it a management system, and if you look at sophisticated management systems, you align process with the organization's strategy, the system becomes a vehicle for strategy execution in this way, and the intelligent process is well shaped.
  • “Intelligent” Process is ineffective without People: Separating process from people was the approach used by industrial engineers, where the “Experts” defined the well-thought out processes. This approach, although intellectually engaging, has been proven ineffective by Lean methods in practice. 
  • There is no such thing as intelligent processes ... only intelligent people. Where people do not have a hands-on relationship to process, a culture of conformity replaces innovation and the process becomes stagnant very quickly. 

4. What kind of input does an intelligent process need from process intelligence?

The process intelligence can provide process some “intelligence” such as programmability, adaptability, flexibility ... some form of information & feedback into the process to account for changes inside the process and those coming from outside that impact the process and influence what actions to take, when and where.
  • 'Doing a process intelligence' also means that you're an outsider observing a process, trying to figure out what it's doing and how it's doing it so that you can copy it, maintain it, change it or destroy it. 
  • 'Doing/having an intelligent process' is about design and construction with built in checks, rules, feedbacks and all those nice things all internal to the process itself,  its behavior. You can also observe an intelligent process to extract some process intelligence!

5. What are the business drivers for intelligent processes?


  • Process Automation: can process automation provide the tools (process intelligence and escalation vehicles) to help humans make processes intelligent? Many organizations are combining BPM, BAM (Business Activity Management) and Business BRM (Business Rules Management: possibly causing escalations in the context of the process) - but does this already make the processes "intelligent"? If the automation is done right and the correct intelligence put in place, then the automation will complement and enhance the processes and controls that go along with it.
  • Collaboration & Innovation: Process is one of the greatest tools for collaboration. The intelligence in a process comes from people. An intelligent process is therefore one that can capture knowledge and provide a structure for collaboration and innovation; intelligent process easily grows more intelligent.
  • Business Goal Oriented: Intelligence is a human quality. Processes get 'smarter' by being A) goal-oriented; B) behavioral patterns; C) Dynamic. Goal-oriented programs are dynamic as they bend with circumstances to best meet objectives rather than inflexibly enforcing procedures despite circumstances. 
  • Optimal Business Performance: Well align multi-dimensional business fundamentals such as "process", "people" and "technology" and link these dimensions intelligently (via both intelligent process and process intelligence) to get optimal business performance




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