BPTrends.com – Business Process Trends – will be focused on Business Architectures later this month. That’s very interesting – to see where this has now gotten to after 16 years. This – having something akin to a “Business Architectural view” – is VERY important to working both systematically and systemically. Rather than incrementally. For Process Performance improvements. Or Process Performance design – in the first place (greenfield applications).
Here is the 1994 view of business architectures at my former firm – SWI Svenson & Wallace Inc. – from our business brochure at the time…
This was detailed in our book: The Quality RoadMap (Amacom 1994) – which is out of print – which presented our view of TQM and HPT combined.
This all came out of our consulting practice efforts and our clients’ focus on TQM – Total Quality Management – combined with our focus on the enabling systems within Enterprises that “provision” the right stuff to the processes at the right time, with the right quantity, with the right quality. That “stuff” being the people and the non-people things needed by the Process itself. Think: PULL. The Process PULL what it needs – or dictates its needs to the Provisioning Systems – which are typically very unique one Enterprise to the next.
In 1993 “my view” of all of this looked like this…from an HR perspective…
More recently “my view” looks like this…
That BIG PICTURE view continues in 2 graphics.
What’s also needed is to understand all of your Processes in terms of the Stakeholder Requirements…not an easy task to “formally” catch up to.
An article from me, published in 1995, on Balancing Conflicting Stakeholder Requirements – or: “The Customer Is King – Not” – here. Use this to adapt from – to create your Enterprise view of Stakeholders – for your key Processes – which is different at the Enterprise level, the Business Unit/Division level – the Functional level and the Departmental level.
Then my adaptation of Business Architecture and “its utility to an Enterprise” continues here…to create a view that has a prayer of finding the commonalities among all of the unique processes, practices, sets of human and non-human (environmental) assets required to get the job done, the process performed, the products/services rendered. And then the costs and revenues tallied and profits before and after taxes, interest, etc. is determine. That’s how score is kept in most public and private businesses.
How is score kept where you serve?
For more on all of this – see my BPTrends quarterly column collection (11 columns from 2005-2007) here – covering EPPI – Enterprise Process Performance Improvement – my version of HPT – Human Performance Technology – or HPI – Human Performance Improvement. In combination with TQM – Total Quality Management too!
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