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Comment on Harmon on BPM: Business Process Architectures by John Blackham

Blog: BPTrends - Harmon on BPM

From our experiences we believe that successful and dynamic business (process) modeling requires a layered approach – of views of the business, and skills to create the content. The Business Architect is the critical role – a person with extensive knowledge of multiple business environments …end-to-end. Someone with the experience to know that what they are being told is probably incorrect. Someone with the experience to drill into a manager’s description of what happens in a process to expose the pieces that have been omitted.

The Business Architect is responsible for creating the executive management view of the organization – The way our business works – the end-to-end flow of activity from desk to desk, machine to machine etc. that shows how value creation and enabling processes link demand and supply. They are not interested in the specifics of what happens at a desk or machine, just the flow of work through the business. We have seen CEOs from large organization’s and SMEs print out enlarged flows and display them on the boardroom wall to provide senior management with a shared picture of how their business works.

The second tier, the detail of what happens at each desk/machine/etc., is collected by Business Analysts. This tier defines the tasks workers perform within a process and the flow of these activities at their desk, machine or another workplace. It effectively connects them to the real world – linking than to software, documents and any digital artifacts needed to undertake the task.

The third tier, that the Analysts organize, is the collection of procedural detail from the people who do the actual work – the push-button set of step-by-step instructions that define a procedure.

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