Roger Burlton

Roger BurltonRoger Burlton is Chairman of the BPTrends Board of Advisors and a Founder and Chief Consultant of BPTrends Associates. He is considered a global innovator in methods for Business Process and is recognized internationally for his thought leadership in Business Process Management. Roger has developed and chaired several high profile conferences on Advanced Business and Information Management and Business Process Management, globally.  He currently chairs the annual BPM Forum at the Building Business Capability Conference in the US and the IRM UK BPM Conference in Europe and his pragmatic BPM global seminar series, started in 1991, is the longest continuous running BPM seminar in the world. Rogers is the author of the best selling book, Business Process Management: Profiting from Process and the Business Process Manifesto. He is widely recognized for his thought leadership in business process strategy, business architecture, process analysis and design and process management, measurement and governance.  Roger graduated with a B.A.Sc. in Industrial Engineering from the University of Toronto and is a certified Professional Engineer in the Province of Ontario.


Essentials of Business Architecture: Developing your Concept Model: What do you manage and what do the words mean

In several earlier Columns, Roger Burlton has referred to the importance of a common semantic framework in developing other architectural models. Since he began writing his Column 3 years ago, he has increasingly relied on the formal structuring of a Concept Model as the foundation of several other types of domain models. In this Column, he presents an architectural framework that has evolved to be at least as workable as his original model but much easier to communicate to practitioners.

Essentials of Business Architecture: ‘Prioritizing Process and Capability Change Part 2 “Comprehensive Treatment”‘

In the tenth Column of his Essentials of Business Architecture series, Roger Burlton provides a more sophisticated method for dealing with the challenge of selecting the right problem to solve. In doing so, Roger delves more deeply into the “fast track” method possibilities he presented in Column 9 last month.

Essentials of Business Architecture: ‘Prioritizing Business and Process Change Part 1: A Fast-tracked Approach’

This is the ninth Column in Roger Burlton’s series on the Essentials of Business Architecture, and it leverages all of the knowledge contained in the previous eight Columns.

Business Architecture: Measuring Performance, Part 2

In Part 1 of this two-part series, Roger provided a list of key performance indicators and how to apply them. In Part 2, he elaborates on the structure of measurement and what you should consider to achieve an accurate and useful measure of your processes.

Essentials of Business Architecture: Measuring Performance Part 1

Having covered a variety of topics relating to business architecture, Roger Burlton turns his attention to the question of how we can measure what we have defined. In Part 1 of a two-part series, he provides a list of key performance indicators and how to apply them. Part 2 of Measuring Performance will be published in the October Update.

Essentials of Business Architecture: ‘Developing your Capability Architecture: It’s all about being able to get things done’

Roger Burlton explores the various perspectives on the definition of a “capability.” His goal is to ensure that, regardless of how you define capability, that you maintain an approach that is business oriented and not just about IT.

Business Architecture Essentials: What Does A Good End-to-End Process Architecture Look Like?

Continuing his series on the Essentials of Business Architecture, Roger focuses this month on defining a good end to end business architecture. With the use of numerous illustrations, he provides a clear step-by-step presentation of how to develop a good business architecture.

Business Architecture Essentials: ‘Developing your Process Architecture: It’s all about your work’

Continuing his series on the Essentials of Business Architecture, Roger focuses this Column on “the work that must be done.” He believes that a useful process architecture should be built by working from the outside in. Read his Column to learn the techniques he uses to achieve this end. Part 2 of this Article will be published in the November Update and will focus on the Components of a Good Business Architecture.

Business Architecture Essentials: Synthesizing your Architecture’s Strategic Guidance

In this, the fourth Column in his series on Business Architecture, Roger Burlton discusses the external pressures that organizations must accommodate in planning a successful business architecture. He presents an approach he favors in analyzing external pressures—the STEEPL structure: Social, Technological, Economic, Environmental, Political, and Legal. Read Roger’s Column to understand how applying the STEEPL structure can create a set of simplified statements that make it easier to align the business considerations and communicate the overall direction of the business architecture.

Business Architecture: Defining your External Stakeholders–Interactions, Value, and Performance

In his third Column in the series on Business Architecture Essentials, Roger Burlton analyzes the stakeholder’s role in defining an organization’s business architecture. He presents the stakeholder model he uses to reconcile the various stakeholders’ perspectives. He provides a list of questions and responses which will help you to define your external stakeholders and, ultimately, the most viable strategic goals.

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