Paul Harmon says that “Words decay with use.” In his Column this month he explores the various definitions of Business Architecture that have evolved over the years.
This month Paul continues his discussion of Digital Transformation. In this Column, Paul draws a distinction between Digital Transformations that are, in fact, redesigns, and those that really involve creating a new process from scratch.
This month Paul reviews Process Based Approach to Operational Risk Management by Kannan Subramanian.
In this Column, Paul discusses the impact of the digital transformation on BPM. He urges business process analysts and developers to rethink how their organizations’ work and to develop the new kinds of digital systems and infrastructure needed to survive in the near future.
This month Paul Harmon reviews Workflow Patterns—The Definitive Guide by Nick Russell, Wil M.P.van der Aalst and Arthur H.M. ter Hofstede.
In his first Column of the New Year, Paul speculates on what changes might be in store for Business Process Management in 2017. Do you agree or disagree with his projections? We hope you will share your thoughts on the subject.
This month, Paul Harmon reviews Real World Decision Modeling with DMN by James Taylor and Jan Purchase. Paul posed a series of questions to the authors concerning DMN (Decision Modeling Notation) and based his review of the book on their responses.
This month, Paul focuses on Business Architecture and examines the various forms it has taken over the last few decades. He suggests that the comprehensive and complex business architectures from the 80’s and 90’s are no longer viable in the current culture where technology and change are moving at exponential speed. Instead, he recommends that most organizations would do better to focus on defining value chains that contain the problems and analyzing just those business process architectures required to understand and improve the process.
At this point in time, we are halfway between the old approach to process analysis and a new approach. In this Column, Paul discusses the new dynamic process modeling techniques which will enable us to model processes that change from one instance to the next.
Paul uses an anecdote about an engineer who charged what the customer thought to be an unreasonable sum for tapping his hammer on a pipe joint to repair a problem. When questioned about his fee, the engineer explained that “knowing where to tap with the hammer” required a great deal of hard won expertise. Similarly, the value a good BPM consultant brings to a job is a result of education and lots of experience. Read Paul’s Column to see if you have encountered some of the scenarios Paul describes.