Jacob-this is what I like about your approach. Explaining both the tenchical details of how you approach the problem (which some call ACM, but for the moment the label doesn't matter), and then also communicating that it isn't just the fact that the tenchical detail exists, but the HOW you've addressed it that makes the solutions interesting. Too many of the conversations in this area are too theoretical. For example, there is nothing particularly preventing a BPM player from making these conversations central to a solution, but they don't (unless you consider ActionBase one of the BPM players). I can very easily understand how to pitch the advantages of ActionBase because it is clear on both the details and the philosophy and why the implementation better supports the philosophy. Hope my comment helped clarify (or give you the opportunity to clarify) what I think makes your product really interesting. Much like when SOA/integration vendors would say they could do bpm but really meant BPEL. To them, process was a checkbox. They'd never really address it because it wasn't central to their product offering, or at least a central value proposition. BPM vendors made the process the center of the value proposition. You're making these sidebars central which might help bring them to light and doesn't eliminate the possibility of interaction between the processes and the sidebars http://iadlpju.com [url=http://smptstxjmju.com]smptstxjmju[/url] [link=http://arusewxfvf.com]arusewxfvf[/link]

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I am looking<a href="http://ksjhxiizupe.com"> frwraod</a> to your comments on ECM and BPM. Since I am on the BPM side,I want my manager to collaborate with the ECM manager and I want to keep promoting process management as a practice. We integrate both BPM and ECM on a couple of our projects especially where we need image copies of the customer requests which helps to speed up the workflow.Will you be going to BPM New York in early November?Regards,Brian MartinThe Hartford

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