Articles

Organisation Ring of Influence

Author(s):

Imtiaz Abdul Kader

Head Core Banking PMO, Standard Bank Group

A famous quote, “Installing a Rolls Royce engine in a Hyundai can make it inoperable,” (Russell Ackoff, 1999) as used to explain why improving parts of a system can be detrimental as opposed to improving the entire system, could also be used to explain why you should consider improving Business Process Reengineering BPR project execution as part of an organisation in terms of how they operate and not just by focusing on the technical execution of a project in terms of the project lifecycle. In other words the “BPR Project System” is made up of the environment in which it is executed as well as the BPR project itself inclusive of its execution method, its team structure, its project objectives and execution deliverables.

The Illusive Bridge between Business Architecture and IT

Author(s):

Frank Fabian

Owner, Frank Fabian Group

In this world of “It’s not my job!” thinking, I look at the practice of business architecture and noticed that nowhere does anyone discuss business requirements as part of business architecture. “We are not IT, we are aligned to the business.” Yet, one of the values of business architecture is to create the bridge between business and IT which means at some point we need to be involved in translating business requirements or business needs.

Building a Process Catalog: Moving Ahead

Author(s):

Karen Tricomi

Consultant, The Process Geek

This is the third in a series. The first installment, Building a Process Catalog – The Journey Begins, was published in the April BPM Institute’s online journal. The second installment, Building a Process Catalog, The Ongoing Journey, was featured in the August bulletin.

Recap

My first two features described how I use SIPOC (Supplier, Input, Process, Output, Customer) diagrams to capture some essential characteristics of major business functions.

Business Architects Architect your Success

Author(s):

Drew Guitarte

Enterprise Business Architect, Wells Fargo & Company

I am not an enterprise architect. I’m a business architect. The difference lies in the customers we primarily serve. Historically, the business architecture perspective has been part of every enterprise architecture framework. Only recently has there been a clamor to treat business architecture as a separate profession and discipline with its own set of culture, adherents, and customers.

Process Centric Enterprise Architecture: Aligning with Successful Customer Outcomes

Author(s):

Gerhard Basson

Process Architect, Old Mutual plc

Every primary process in the Enterprise Architecture should have some bearing on how it affects the customer. The process, its activities and the resources to perform the activities should be geared towards achieving Successful Customer Outcomes. When we state the requirements for the services, the processes, the resources and the IT systems or when we design or develop the solution, the interaction with the customer and the goals of the customer should be stated and represented clearly.

I discussed the process centric approach to Enterprise Architecture in a previous article. In this article I will focus on the solutions from such architecture.

How do we change our solutions to achieve Successful Customer Outcomes?

Automating Capture to Transform Unstructured Data Processes

Author(s):

Anthony Murphy

Director / owner, Lithe IT Ltd

We live in a fast paced world where consumers demand high quality and rapid services. When we buy an item on-line we expect a confirmation email in seconds or we start to be concerned that something has gone wrong.

The desire for rapid and meaningful response is also growing in more complex transactions such as a mortgage or insurance application, even though these often require documents to be supplied that contain the data needed to decide on the claim or application. Consumers can now take and send pictures on mobile devices or scan documents from home, and are attracted by the simplicity and availability of 24/7 e-business.

When transforming these types of business process a capture strategy is needed to enable documents to be delivered and processed in a fast and low cost means, with a consistent high level of quality.

A Non-Profit Profits From Business Architecture

Author(s):

Raj Ramesh

Chief Story Teller, TopSigma

Large companies do not have exclusivity on using the discipline of business architecture. Smaller companies and non-profits can derive tremendous value by leveraging the discipline.

Like many other states, the funding for schools in Illinois has been on the decline. A concerned group of local citizens in one town wanted to do something about it. They started a non-profit Foundation with the goal of raising funds from the local community; funds that will be used to supplement the loss of revenue from the state.

A major strength of this Foundation is the high degree of enthusiasm amongst its members. There is no dearth of ideas on how to raise funds and how to spend it. Proposals for fund raising range from holding bake sales to getting corporate sponsorships. Likewise, proposals for spending those funds range from educational excursions for students, to buying equipment for the school.

Process Centric Enterprise Architecture: Towards an agile Enterprise and Architecture

Author(s):

Gerhard Basson

Process Architect, Old Mutual plc

We live in a process powered world and the only thing the customer is interested in is WIFM (What’s in-it for me?). Customers are tired of hearing phrases such as “customer centric” and “world class” and “service oriented”. If your process outcomes are not aligned to the customer’s goals and you do not provide an excellent service (note: not a superior product) – guess what?

How does this affect Enterprise Architecture?

If an organisation doesn’t change its way of developing products for more than 40 years, do we expect that organisation to stay in business for very much longer?

Process Governance: Leadership or Management?

Author(s):

Shelley Sweet

Faculty Member, BPMInstitute.org and President, i4 Process

Gartner’s definition of BPM is “a management practice that provides for governance of a business’s process environment toward the goal of improving agility and operational performance.“

The definition implies that BPM has both management and leadership and I agree. I would clarify further: leadership of the environment and management of the practices. Let’s see how they both play out by looking at the What, Who, When, and Where of Process Governance.

WHAT are the elements of Process Governance?

There are two important streams to governance:

Leadership includes:

Accountability and Decision Making
Vision and strategy
Process Prioritization
Regular Monitoring

Management includes:

Business Rules: Going Old School with Expert Systems

Author(s):

Brian Stucky

Managing Director, Business Decision Management, Allegiance Advisory Group

During a recent client meeting, we were reviewing the proposed business architecture for a new system. Decision Management will play a crucial role in the application and the rule processing had been nicely delineated in the architecture. While the rules themselves had been fairly well articulated, their “insertion” in the requirements suggested quite a bit of work remained. However, I was generally pleased with the state of the work to date.

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