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.
Roger Burlton
Roger 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: Measuring Performance Part 1
September 4, 2017 , By
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’
February 6, 2017 , By
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?
October 31, 2016 , By
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’
October 3, 2016 , By
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
April 4, 2016 , By
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
February 1, 2016 , By
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.
Business Architecture Essentials: Defining Your Architecture Scope—The Role of Value Chains
November 30, 2015 , By
In the second Column in his Business Architecture Essentials series, Roger Burlton describes the types of value chains that exist in the various types of organizations. He asserts that this part of the architecture effort needs to happen early on, and offers useful tools for successfully defining an organization’s value chain.
Business Architecture Essentials: The Business Architecture Landscape
August 31, 2015 , By
In his initial Column, Roger lays out a set of principles for Business Architecture and examines some popular architectural approaches that are currently available. His focus is on Business Architecture and the paradigms he presents are apropos business executives as well as BPM professionals.
Real World Business Processes: ‘There is no such thing as a bad example’—’After the Fire Alarm’
January 5, 2015 , By
In the second installment of his series of Articles on real world business processes, Roger Burlton relates the problems that occurred after a fire broke out in his condominium complex. In analyzing the ensuing chaos, he finds many parallels to problems that occur in business when individuals pursue their own best interests, oblivious to how their actions undermine the overall performance of a process.
