Hype Cycle for Business Process Management, 2010


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Our 2010 Hype Cycle shows that BPM hype is pervasive, but BPM itself is not a passing fad. A balance of technology and management disciplines, BPM can deliver tangible value, disrupt the status quo and transform the organization when done well.

Table of Contents

  • Analysis
    • What You Need to Know
    • The Hype Cycle
      • BPM Hype and Reality
      • New Hype Cycle Entries Added for 2010
    • The Priority Matrix
    • Off the Hype Cycle
    • On the Rise
      • BPA for the Masses
      • Case Management in BPM
      • Event-Driven BPM
      • Process Registry and Repository
      • Social BPM
      • BPM Methodology Toolbox
      • Dynamic BPM
      • Automated Business Process Discovery
      • Agile Development for BPM
      • Multienterprise Business Process Platform
      • Optimization and Simulation
    • At the Peak
      • Business Service Repository
      • Cloud-Enabled BPM Platforms
      • Communications-Enabled Business Processes
      • Complex-Event Processing
      • Integrated Composition Environments
      • Metadata Repositories
      • Business Process Networks
      • Process Templates
      • BPMS-Enabled BPO
      • Business Process Management in C&SI
      • Business Process Management as a Discipline
    • Sliding Into the Trough
      • Business Process Management Suites
      • Business Rule Management Systems
      • Business Process Competency Center
      • BPM Standards
    • Climbing the Slope
      • Business Activity Monitoring
      • SOA
    • Entering the Plateau
      • Business Process Analysis
    • Appendixes
      • Hype Cycle Phases, Benefit Ratings and Maturity Levels
  • Recommended Reading
© 2010 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartners research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

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