Process Mining is a subject that has garnered a lot of attention over the past two to three years. Much of the noise has centred around the mergers and acquisitions in the vendor space, and contrary to what some write, it is still in its infancy when it comes to end user adoption.
Some academics and industry analysts suggest that Process Mining is a technique that replaces the need for traditional business and process analysis, but this is never likely to be the case. Instead Process Mining and its closely related cousin Task Mining, are complementary to traditional approaches, and should be thought of in the context of “and” rather than “or”.
For the past 30 or more years we have increasingly applied automation to processes, both with and without proper documentation. The result is that many of the processes we use, business decisions taken, rules applied, and customer journeys are now embedded or hidden within systems. This cloak of “invisibility” makes it practically impossible for us to apply traditional analysis techniques to discover and analyse these rules, processes decisions and journeys.
During a recent open roundtable, industry experts gathered to discuss the advantages of integrating AI and citizen development during times of inflation. These discussions shed light on how AI-powered automation, in the hands of business analysts turned citizen developers, can revolutionize resource management, uncover cost-saving potentials, and foster operational efficiency. The panel also emphasized the significance of citizen development in fostering innovation, agility, and a sense of ownership within the workforce, empowering business analysts to spearhead transformative changes within their organizations.
Informed business analysts know that one of the secrets to producing a high-quality process model is to establish a clear mission for each model. To be successful, you should mindfully establish the mission of your next process model within the business process management, information technology, or regulatory compliance project that the model will serve. You will then tailor your elicitations of the model’s content and configuration to meet project needs. Part of your process model mission-setting elicitation agenda will include asking and answering this important question: What is this model’s required degree of abstraction?
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.
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.
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.
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.
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
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.
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.
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.
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.
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.
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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