impactos da adoção das novas tecnologias bpm ... - GVpesquisa

GV Pesquisa
Centro de Estudos em
Tecnologia de Informação para Governo
This is true for a private company and yet more for any government agency, because, in this case, the web of
intercross relationships is much more wide, and if a government doesn’t succeed in operating with agility and
efficiency, the impact is much more profound, reducing the chance for a city, a region and a country to create
welfare for its citizens. More yet than any private owned company, governments must achieve a much higher level
of agility and efficiency.
The strategic relevance of BPM-Business Process Management and SOA–Services Oriented Architecture
The challenge to integrate what was dispersed during the 1980s, because of the micro-computer / local area
networks phenomenon, lead to the emergence of the integrated information systems (ERPs), in parallel with the
Internet changing everything, making it possible the dream of business integration.
ERPs, CRMs and SCMs were built on the assumption that companies would be more and more integrated at their
basic processes, but that didn’t happen, just because there is no more a company; now there is an organism that
is part of a complete business chain, and each part of this chain has its own processes and tools to support them.
There won’t be a day in which every agent in a business chain will agree to use the same solutions for automating
its processes. That’s why the days of the monolithic ERPs, CRMs, and so on are gone, even if many of them
haven’t yet paid the investments made.
There was, at the end of the 1990s, a clear perception that a new need was in course, the need to integrate
disparate processes, linking different organizations, which promoted a new “Eldorado” race in the directions of
new technologies that would support that new need.
Companies from the field of systems integration came to the battle with the EAI – Enterprise Application
Integration tools, which, with some exceptions, is almost past now, because it didn’t realize the promise to easily
integrate even internal processes of an organization.
There came also the vendors that were in the field of workflow tools, but they also had the problem that almost
everything should be treated as internal components operated by the tools.
Coming in parallel, new ways of constructing artifacts for information systems were being developed, so that the
“lego’ concept could be introduced in the information systems arena, just as it was in the house buildings, car
making and even in micro-computers conception. Now it came the time for the software “lego” concept.
Some other related movements should be mentioned, but for the purpose of this article, this is enough.
All of these movements led to a completely new platform to operate processes for the business chain, and that
now is comprised by BPM-Business Process Management (with BPMS-Business Process Management Systems)
and SOA-Service Oriented Architecture.
They are at the core of the new revolution we are living, the one which Smith & Fingar (2003) call the “third wave”
(in business process and management): “in the first wave of business process management, which began in the
1920s and was dominated by Frederick Taylor’s theory of management, process were implicit in work practices
and not automated; in the second wave of business process management of the past decade or so, process were
manually reengineered….; in the third wave of BPM, the business process is freed from its concrete castings and
made central focus and basic building block of all automation and business systems…”.
Just to illustrate the enormous gap that companies and government are forced to, because of the proprietary
solutions they have adopted since the 1990s, and from which it is now very difficult to get rid off, the following
pictures show where it is possible to be today, and where most of the organizations are, mainly because of their
information systems based on the main vendors in the market (SAP, Oracle, Peoplesoft, etc.):
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