It is my observation that there are no true standards regarding business architecture. Ask any three Business Architects and they will likely agree conceptually on the components that make up business architecture. However, you will get three very different descriptions of how to develop and integrate those components.
There are many techniques available for developing business architecture; and a good Business Architect can adapt just about any set of methods to do so.
The early beginnings of Business Architecture (BA) development used a business/function process model of the enterprise. This type of model illustrates the typical functional groupings of a business. These groups are further placed into two categories: Primary, which directly relate to the business of the Enterprise, (e.g. Customer Care), and Supporting, which enable the primary functionality, (e.g. Finance). Each functional group contains several unique business processes (e.g. in Finance, there are corporate accounting and asset management).
The frustration lens diagnoses the process from the perspective of those who work in it. The purpose is to learn what frustrations people experience when doing their work. You can ask people about these as you create the as-is-flowchart, or you can complete the chart first and ask later. Use the first method if the process is relatively short and there aren’t many frustrations.
Business architecture enables an enterprise to turn business strategy into operational reality through the visualization and resolution of cross-functional inefficiencies and ineffectiveness. Consider the following scenario found in a US federal government agency....
Organizations improving performance and aligning or reengineering processes endeavor to define their core business processes. They often use ‘happy days’ use case scenarios, or they create workflow diagrams in Visio. A ‘happy-day path’ only considers flows that occur when no exceptions are encountered. So, someday the team needs to visit ‘unhappy’ branches. Converting the use case or work-flow into the formal needs of a business process model can be challenging. So I offer these simple guidelines.
The amount of information on the World Wide Web is enormous beyond belief.
Say I am a business manager at an insurance company and my job is to recruit insurance agents. These agents in turn meet the insurance needs of their customers and build their own customer base. If an agent does well, the company does well. With a finite amount of recruiting dollars available, I need to be able to make the best decisions on where to focus my recruiting efforts.
Among the numerous virtues of BPMN, foremost is vendor independence, giving process modelers many tools to choose from, all describing processes using the same shapes and semantics. That’s huge, since without low-cost (or even free) tools you’ll never establish a culture of process broadly throughout the business. Occasionally, however, a student in my BPMN training will ask the embarrassing question, “So that means I can take the models I create in this class and import them into the BPMN tool we use in our company…
Earlier this year I wrote an article outlining the critical relationship between the Process Life Cycle and the Project Life Cycle. This relationship, when treated as a partnership of equals, can improve the success of both the technical and the process improvement interests. In addition to the Project Life Cycle, there are two other important relationships that should be considered when developing or enhancing a business process.
Once upon a time, whenever we connected application A to application B, or applications A and B to an integration server, we had to interact with those applications using some sort of interface that (hopefully) the applications provided.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
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