Business Process Management (BPM)

Aug 28, 2022
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In the eyes of process analysts, quality improvement professionals, and business analysts, who still rely on the more than 100 years-old, strictly procedural notions of a process and on flowcharting notations that were also invented in the last century, IT IS IMPOSSIBLE to perceive and model something like playing soccer as a sequential process.

The most effective business processes are not only structurally sound and efficient but also highly dynamic and agile.  A high-quality business process structure today is one that has been conceived, structured, and can be readily configured as a network of specialized, collaborating, event-driven, and outcome-oriented services, not just as a sequential procedure.   

Feb 27, 2022
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Business analysts, process analysts, systems analysts, and process owners use Business Process Normalization to more effectively elicit and perceive, unequivocally define, and model sound, modern business process structures, and workflow configurations. Proficiency with this analysis technique benefits their process management, digital transformation, and regulatory compliance projects.

Feb 21, 2022
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Recent years have brought a stream of exciting developments in the field of Business Process Management (BPM). The maturation of advanced analytics and AI technology have given way to a new approach to BPM called Augmented BPM. This article explores the trends driving the emergence of Augmented BPM and how organizations can start benefitting from these trends.

Sep 06, 2021
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BPMS has evolved and has come a long way over the past one or two decades. It's quite interesting to take a peek into the BPMS journey then and now. Business needs and technology, both have gone through a huge change in the meantime.

Right since the earlier days of BPMS, I always found working in this space quite an intriguing thing. The very capability of BPM to model, design, automate, run and track any process seemed to be extremely useful.

Jun 20, 2021
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Business analysts should bring more than an ad-hoc or experience-based business process modeling competence to digital transformation projects.  This article explains why and practically, how.  Here are 5 ways to improve your business process modeling competence and become better prepared for producing high-quality business process models that serve digital transformation projects

Apr 04, 2021
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Despite significant investments of time and well-intended stakeholder effort, many business process models still end up being not very useful for their intended purposes. Too many do not reflect the business accurately enough to be useful, do not have sufficient key stakeholders’ buy-in for real decision making, or do not include the kinds of process information that the model’s readers are looking for. Some even confuse their readers with complex or incongruous graphical notation.

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In the computer age, we’ve limped along literally for a human lifetime without blueprints for business knowledge and the vocabulary used to communicate it. How well is that working out?

If you have any doubt, do a quick internet search on all the problems associated with ‘data quality’ and their costs. Or look at the still dismal success rates of IT projects. Or consider how much sharper your decisions could be if the data were better.

A business knowledge blueprint, whose core component is a concept model, permits you to deeply analyze your concepts, your vocabulary, and your business knowledge. In this post, Ron explains all the critical reasons you need that blueprint.

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Business process mapping is the most indispensable technique for performance improvement and technology innovation initiatives. More than just boxes and arrows, the process map reveals the “magic” and wisdom of how and why work gets done.

Sadly, too many professionals give process mapping short shrift. Here are 10 tips that will ensure process mapping helps you achieve full potential from your improvement/innovation project.

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No-one (in their right mind anyway!) ever sets out to design processes that qualify in the above categories, so why then do we end up with them?  This might be because of tight deadlines, not starting with the customer in mind, not testing the processes with the target audience or even not updating implemented processes once they are found to be sub-optimal or S.U.C.K.’y… Whatever the reasons, we should seek to prevent the creation of processes like these by all means.

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One of the Sidebars to the Business Agility Manifesto introduces the notion of Reconfiguration Agility. It’s a fundamental capability your organization needs in the Knowledge Age. What’s it about?  In the big scheme of things, you have two basic choices for conceiving, and ultimately implementing, business capabilities: procedural or declarative. They are fundamentally different.  Traditionally, the vast majority of business systems have been modeled and constructed on a largely procedural basis – virtually all things tied together step-by-step in processes. Unfortunately, that procedural approach simply doesn’t scale.

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In a classic business analyst universe, requirements are the soul of all the work a business analyst does. If a business analyst fails to identify and translate the right requirements, they’re out of a job. This is the reason why a successful business analyst is always good at requirements handling/management process. What makes requirements...
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Chaos! Stress! Everyday mess! Isn’t this an everyday situation for a business analyst? If not, either you’ve job satisfaction or you’re not being introduced to the real world of business analysis.

A person might possess great skills, however, (s)he might not be able to utilize skills without the right mix of tools and environment. A toolbox enables a person to implement the skills in the most efficient way. Possessing necessary tools is just the one part of it. Another is the knowledge to utilize the right tools at the right time to cater the solution and ensure timely committed delivery.

What are these tools? How do we map the usage of tools to the given circumstance? How can we efficiently utilize the tool? Does it depend on the solution or the approach?

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In a large firm, a business analyst (BA) organization makes an effort to identify, analyze and provide a solution to the above questions. A BA organization is a prime pillar in optimizing resources to provide maximum value out of it to the business.

A BA organization consists of business analysts in various roles like Product Manager, Program Manager, Project Manager, Business Analyst, Business Systems Analyst, Business Systems Consultant, Business Process Analyst etc.  The prime objective is to analyze business to maximize value addition.

To understand more about the BA organization, it is important to understand what is business analysis

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The success of process improvement projects is greatly influenced by good planning for gathering requirements or user stories. Part of the planning is identifying which of the analysis techniques will be effective for the elicitation of business needs with stakeholders. One objective for these techniques is to enhance project team collaboration by establishing a common understanding of the business process, thus providing a knowledge basis for developing changes. This article explores using job task instructions as an analysis technique for supporting project team collaboration by providing a platform to keep team members informed with the decisions on workplace changes.

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When my older son graduated from college, he worked as an intern for a professional sports team. At the end of his very first day of work he called me, puzzled. "I asked them what my responsibilities were," he related, "and they said, 'We need you to know what we are supposed to be doing'." After a long pause he went on, "I wanted to ask them why they didn't already know what they were supposed to be doing, but I didn't think that would be such a great idea my very first day there."
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