Industry business Architecture models
- The use of organization specific Business Reference models
- The use of Business process improvement methodologies
- Lean, a quantitative data driven methodology based on statistics, process understanding and process control
- Six Sigma, a methodology that mainly focuses on eliminating bad products or services to clients by using statistical evaluation
- Business Process Reengineering, which in reality is a facet of BPM
- The understanding of Business Change Management, the process that empowers staff to accept changes that will improve performance and productivity
- The understanding of Business Transformation, the continuous process, essential to any organization in implementing its business strategy and achieving its vision
- The use of Business Rules Management which enables organizations to manage business rules for decision automation
- The understanding of Business Process Outsourcing (BPO) services to reduce costs and increase efficiency
- The support of Business Process modeling and design, which is illustrated description of business processes, usually created with flow diagrams. The model contains the relationship between activities, processes, sub-processes and information, as well as roles, the organization and resources. 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 support of BPM tools and suites implementation. 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 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
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. Both are needed for sustainable continuous improvement. When referring to Enterprise Architecture, we would mainly refer to Business Architecture. Business Architecture involves more than just the structure of business processes. It also entails the organization of departments, roles, documents, assets, and all other process-related information.
Business 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. Lean, Six Sigma). The business process owners and Business Analysts are working within their guidelines at multiple levels throughout the organizations’ business process. They have roles and responsibilities to manage, monitor and control their processes.