Wendan Consulting
Wendan Consulting

Papers, Columns and Articles by Wendan

Wendan's Dan Morris is a columnis for PEX and a webinar host for ABPMP.


Dan's columns and papers can be found through the main PEX website and his webinars can be found through the ABPMP website.

To find out more about the services we offer, please call +1 630-290-4858 or send us an email at daniel.morris@wendan-consulting.com.


Or use our contact form.

News & Events

Wendan Consulting has just become a Trisotech business partner.  See the news and evants tab.

We are excited to announce the ADDI (Analyze, Design, Develop, Implement) BPM/BPMS Methodology. 


ADDI is the first and only formal iBPM project execution and orchestration methodology.


With over 1,500 formal tasks, ADDI is ready to help with the tough business transformation projects.  ADDI is also fleixible and adjustable - by removing tasks it can be customized to eliminate unneeded work and guide smaller business improvement projects.  If you need consistency, governance and reduced risk, ADDI is for you.


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Why Should You Use ADDI?


Are your BPMS supported BPM projects consistently successful?

Ask yourself:

Do your process improvement teams follow the same approach for each project?

Do you have multiple business areas using BPM and at least thinking about using a BPMS?

Could your BPM and BPMS project teams benefit from structure, approach, technique, and data collection consistency?

Do you believe your BPM teams have a good way to deal with performance management in the business operations they design?

Is performance measurement based on KPIs and CSFs? Is measurement formal and agreed on by all involved?

Do you have confidence in the approach that is being taken with BPM and possibly a BPMS?

Do the resulting models and supporting information fit together to show you a bigger picture of the business?

Are results of BPMS supported BPM projects outstanding or simply adequate?

Are these projects simply technical solutions to business issues?

What do the business managers and their staff think of the results of past BPM or BPMS projects? Were they happy with results?

Do your project teams try to apply IT methods that don’t really fit into BPM projects?

Do you have BPMS vendor methods that focus on the technical side – using their tools?

Are you happy with the results of your BPMS investment and your journey into BPM?

Do improvement projects really improve much – do they make a difference?

Is the risk of failure or limited success acceptable?


If these issues are not a concern, you are fortunate. If they are a concern, you may need to do something about it.

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