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It can be considered as being the backbone of an Enterprise Architecture program. BPM is often project based and the Business Architect (or Enterprise Architect) may be responsible for identifying cross-project and cross-process capabilities. In this table, we observe that, there is a perfect match between Business Process Management and the use of an Enterprise Architecture framework such as TOGAF. To illustrate the touch points between Enterprise Architecture and Business Process Management, I have illustrated in the table below the synergies between the two approaches using TOGAF® 9. The shared vocabulary (verbal and visual) that emerges from these efforts promotes clear and effective communication. They can be developed in the organization to build and extend the information architecture. These types of models are enormously beneficial. They have roles and responsibilities to manage, monitor and control their processes.Īn important tool in developing Business Architecture is a Business Reference Model. The business process owners and Business Analysts are working within their guidelines at multiple levels throughout the organizations’ business process.
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It also entails the organization of departments, roles, documents, assets, and all other process-related information.īusiness Architects may be defining and implementing the Business Process framework and, in parallel, influencing the strategic direction for Business Process Management and improvement methodologies (e.g.
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Business Architecture involves more than just the structure of business processes. When referring to Enterprise Architecture, we would mainly refer to Business Architecture. Both are needed for sustainable continuous improvement. To combine Business Process Management and Enterprise Architecture for better business outcomes is definitely the way forward, where BPM provides the business context, understanding, and- metrics, and Enterprise Architecture provides the discipline to translate business vision and strategy into architectural changes. The support of Business Activity Monitoring (BAM), the ability to have end-to-end visibility and control over all parts of a process or transaction that spans multiple applications and people in one or even more companies.With the right, process models can be simulated, to drive workflow or BPMS systems, and can be used as the basis for an automated process monitoring system (BAM) The support of BPM tools and suites implementation.This can done with many notations such as flow chart, functional flow block diagram, control flow diagram, Gantt chart, PERT diagram, IDEF, and nowadays with the standard de facto notations such as UML and BPMN The model contains the relationship between activities, processes, sub-processes and information, as well as roles, the organization and resources. The support of Business Process modeling and design, which is illustrated description of business processes, usually created with flow diagrams.The understanding of Business Process Outsourcing (BPO) services to reduce costs and increase efficiency.The use of Business Rules Management which enables organizations to manage business rules for decision automation.The understanding of Business Transformation, the continuous process, essential to any organization in implementing its business strategy and achieving its vision.The understanding of Business Change Management, the process that empowers staff to accept changes that will improve performance and productivity.Business Process Reengineering, which in reality is a facet of BPM.Six Sigma, a methodology that mainly focuses on eliminating bad products or services to clients by using statistical evaluation.Lean, a quantitative data driven methodology based on statistics, process understanding and process control.