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.
For years my partners and I at the Performance Design Lab have defined a business process as “a sequence of steps or tasks that produce a valued output”, or words to that effect. Every definition of process I have seen in the books and articles written by others use pretty much the same verbiage. Nothing wrong with the definition – it does describe what a process consists of – but it does nothing to indicate some of the key principles of process design, nor does it do more than hint at why processes are so important (i.e., “valued output”).
So we have come to modify our definition
A dictionary definition of innovation is “introducing something new.” But these days, with the rise of the buzzword “innovation” in the business literature, you’d be led to think that innovation itself is something new. Let’s see if we can net out what’s new about innovation by asking a few questions about this hot business topic.
Here we go again with yet another hype curve, the Innovation Hype Curve. Why all the newfound interest in innovation? In short, globalization.
At this point, the business benefits of business process management seem clear. Virtually every sector of society, including areas that seem relatively impervious to dramatic change, such as higher education and government, are becoming much more outcome-oriented....
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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