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Found 9 results

  1. Hi, We've recently turned on the 'experimental.feature.bpm.allowinstanceediting' setting, which has proved useful for troubleshooting process failures. However, we've tried to use this feature over the last few days and it no longer appears to be able to load the BPM. The above screen sits and tries to load - this happens for all BPM id's. I've even tried turning off the 'experimental.feature.bpm.allowinstanceediting' setting, and then turning it on again, and still no luck. Is there a known issue with this? Is there anything you can advise, as this is a very useful tool, and I have an outstanding issue to investigate. Many thanks, Neil
  2. I thought I would post a quick preview of an upcoming feature of our business process tool. We are expanding its capability to include a new "Web Call" node. This new node will enable you to make calls to other systems or cloud services applications via restful API's which significantly expands your options for automation of business processes that need to interact with other systems. My goal as the architect for our platform technology has always been to keep the BPM 100% code free so that process managers do not have to have a programming background in order to make effective use of our BPM, but thats always a play-off, and this is one example where the absence of code limits absolute flexibility because there are so many different shapes and sizes of API's out there, code is the only "glue" that will give you ultimate flexibility. To solve that problem we are also developing an "API bridge" service that can contain and run glue code required while still keeping the BPM clean and code free for simpler day to day use. Once this feature is rolled out (expected to be in the next 2-3 weeks max) we will be exploring options for achieving the same for on-premise IT infrastructure and operations type orchestration and automation which I hope to be announcing in the coming weeks. This initial implementation is only the first step on our journey for much greater expansion of our BPM integration capability broadening our scope of IT Service Management into IT Operations Management for which there has been a significant demand for. Gerry
  3. Hi, I am currently looking into our incident process in Service Manager. Sometimes, faults need to be referred to third parties. We need to record the reference our third parties give us - I see that there is a "External Ref No." field within the "Details" section, which is editable throughout the incident lifetime. Is there any way that this can be populated automatically? I.e. if an analyst enters the third party ref in the call diary update or via an activity, it automatically enters that same reference within the "External Ref No." field. I have tried adding in a suspend node, where it waits for the external ref, but it doesn't seem to prompt the analyst for the information (i.e. with a suspend and wait for owner, it'll prompt the analyst to assign to someone by changing the tab). I am trying to make it difficult for analysts to bypass this stage, as this is important information. Any ideas are welcome! Lauren
  4. Why do people struggle to follow processes? Many a great manager has asked themselves the time-honored question; How do you make people follow procedures and not miss things?  Having more or less documented the processes, and having put them into your knowledge base tool, and having created internal training courses to make sure everyone is aware of the procedures and so on.  Despite all this effort, still the most basic things get missed. There is no glaring flaw in the process, and it seems random, sometimes its done, sometimes not, and when you ask why (assuming you or someone else has the time to monitor the process) there is always an excuse, everything from "I did not know" to "Oh, I forgot!" The answer to this is quite simple, you are dealing with people, and people are fundamentally variable in their behaviors, they are not robots, and even the best people will make mistakes from time to time.   Processes are typically designed based on logic and flow, and most often without considering the human factor,  because how do you account for the fact that a particular step in your process might get missed because of an unexpected event in a co-workers life - and that is where even the best most elegantly written procedures can fail.  I wanted to share my thoughts on the things you should be considering to make your processes work better.  You cannot rely on documenting your process Most people do not read documents, that's a fact. If you give someone a documented procedure,  they will read it once and file it away.  What you can be sure of though, is no one will have the process document in hand while they follow the process day-to-day.  Now that is not to say you should not document your processes, you absolutely should, and you should accept that the development of your process document serves two primary purposes. Firstly, it is your design document, its the physical manifestation of your thoughts and your process design, its the basis upon which you get organizational buy-in, its the thing that you "sign-off" before your process goes into operation.   Secondly, it is the "reference" to your process and its intent, its the thing you fall back to when the procedure is not working, and you need to change your process. Improving a process means, changing the document, and re-training people - in that order. Simplify your procedure portfolio We have all seen the case where over time an organization builds a mountain of processes and procedures, where each process makes sense in isolation, has already been approved and has a rational reason for existing.   You must work to reduce and simplify the things people are expected to follow.  If you have an extensive process portfolio, people will struggle with the library of process documents, let alone the procedures themselves. The truth is, processes work in an industrial setting, say manufacturing where you are re-creating the same widget over and over again, but in the case where you are dealing with knowledge workers, then process that aim to make your workers into robots are significantly less effective.  Allow Yourself to be Agile I have heard many times people refer to being agile as a lazy way of managing, or as a way to avoid having to follow a process.  The essence of being Agile is allowing your workers to think for themselves, to break away from what can be restrictive shackles of command and control and to "trust" your people will do the right thing.  It is a cultural thing because it requires your people to exhibit fundamentally different behaviors, and they need to be allowed to behave in that way.  But if you are pragmatic, being Agile can absolutely (and should) co-exist in a process controlled environment. The smart organization will know how to blend the two, in essence, be Agile where its possible, but rely on a smaller and more simplified process portfolio where its necessary to meet organizational efficiencies, regulatory or compliance needs.    Automate The go-to solution for continuous process failure is automation, but even today people, in particular, the people who are tasked with the design and deployment of processes misunderstand how Automation fits in.  In the world of IT, there are so many tools that are touted to automate everything, like software deployment or patches or creating user accounts or whatever, so it is easy to assume that automation is all about these types of things.  Now while automation can easily be applied here, it is worth taking a moment to think about the three words "Business Process Automation" and what they mean.  A great way to start to think about this is to think of your processes as concerning automating "human activity only," in other words, take the robot players like the IT automation tools out of the equation and work only with human activity.   Then you introduce a new idea into your thinking "Human Task Orchestration," and this is the most powerful weapon at your disposal when it comes to ensuring your processes are correctly followed.  A useful business process tool (like Hornbills obviously) will differentiate between human task orchestration and systems automation.  A well-designed process and the right business tool will make it possible for people (actors) to participate in a given process - without the need to understand the bigger process picture, they just need to do the tasks assigned to them, and the process will take care of orchestrating who has to do what, and when.  In summary, people are always going to make mistakes, the thing to do is to recognize and accept that, and design your processes to be tolerant of that fact. Automate the mundane work; when you have that tedious job that has to get done to keep the lights on, remove the thinking required and give people a list (of insular tasks) to work through, most people work a lot better with a simple list of jobs before them.  Life will be a lot better for everyone if you get your process strategy right. 
  5. Impact Assessments Capturing the impact of a change, an incident, or any other type of request can be crucial to determining how it is managed.  But how do you decide which impact level to select?   Service Manager provides a great way of automatically determining the impact level to be applied.  Taking the guessing out of the hands of the user, they can be walked through a number of questions where each answer has a weighted value that contributes to the automatic selection of the impact level.  The results of the assessment are captured in the request along with the automatic application of the impact level. At any point after the assessment, if things change or a mistake is found, a reassessment of the impact can be completed. The assessments are managed as part of a Business Process which allows them to be presented to a user at any given point within the workflow.  When defining your workflow, you can easily select from any number of available assessments that you wish to present.
  6. Hi We are trying to create a BPM for our change process. As part of this we would to switch to another BPM depending on the change type selected. How can I do this? I don't want to use the HUD to separate this out but would like to create different processes. Please can you help me Sonali
  7. Hi, I'm looking to set up our customer portal but I think our standard business process isn't suitable. The first action our business process takes is an automated task to assign the call to the requestor creator. This has been working ok through 'Raise New' and the Service Portal(by users). If we want a Contact to raise the call via the portal though it doesn't like it. They can log in and see the relevant Catelog items. It seems to log ok from their side but isn't created per Bus Process and we see errors when opening the request. The log file errors(attached) seem to point to this 'assignTeamOwnerCreator' aspect. What would be the best way forward to enable our Contacts to log calls through the customer portal ok? Do we need to remove the form 'Assign to creator Owner'? I'd rather not as this automates the majority of raised calls via 'Raise New' Perhaps separate Business Process' for Portal use? But then I guess that would then require all the Catelog items to be duplicated too to use those. Any advice appreciated.
  8. Good morning, I am in the process of creating a new request process for my company, and an error occurred when trialling the process, I can not progress this any further as the process has failed which is fine, but how od i force close the request so it doesnt stay open and show an error in the service portal? At present, the timeline shows the error, but i would like to force this to closed as attached,
  9. Hello, I would like to request the ability to be able to define groups in the Progressive Capture and Business Process Management area. A bit like the "Views" in the "Request List" I would like to be able to define groups based on my criteria, and to have the ability to share it to other administration users. Samuel
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