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.
Harmon on BPM
Paul Harmon’s monthly Editorial, Harmon on BPM is posted in chronological order, beginning with the most recent posting.
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.
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.
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 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.
In a world in which water and energy are becoming increasingly more expensive, and the negative effects of industrial processes and waste disposal are increasingly scrutinized, efforts at sustainable waste processing processes are going to be increasingly necessary. Read Paul’s Column for an account of his recent visits to companies where sustainable waste processing has become a major priority.
In his Column this month, Paul highlights the development of BPM from 2003 to the present. While the focus on BPM may appear to have declined a bit, Paul observes that it has morphed into something more complex, but no less important… Today, leading companies are working to automate more complex cognitive processes – an effort that will continue to be a challenge over the course of the next few decades.
Organizations need to constantly work on updating and improving their basic processes by identifying not only major problems but also the hundreds of small tasks and activities which, if not attended to, can lead to serious problems. Paul believes that teams of engaged and process aware employees can contribute to an organization’s excellence by identifying all problems, large and small.