Global University Research has demonstrated very conclusively the strong link that exists between process modelling and Enterprise Architecture. For further reading and more information on the subject of process oriented architecture, process architecture and what BPM can learn from Enterprise Architecture concepts do we refer to the first and second volume of The Complete Business Process Handbook3 The main point of why process
architecture is relevant is that it adds a different view and modelling perspective. For example,in process design there is a tendency to treat all processes as though they are of equal value. By way of example, “Lean” looks to identify value from the standpoint of the end customer and to then focus on optimizing from that perspective, while Hammer sought to create workflows and processes to improve customer service, reduce costs, and therefore to improve competitive position. Neither these nor any other models of process improvement recognize that some processes are of significant strategic value and therefore of great importance to the organization, whereas other processes, while they must be done, offer nothing of particular significance to the business, and therefore have little or no value. Some process experts think that sorting the process according to main and supporting processes solves this challenge. This is not the case. Sorting the process according to main and
supporting processes categorizes the processes according to the aspect if the one is a part of the ‘main flow’ and the other a part of the supporting processes. In both of them there can be value creating aspects. So that is a terrible misunderstanding in process modelling.
At the same time, some processes are simple, highly repeatable, and involve the same transactional and transformational work which can be done over and over again; others are more complex or dynamic, involved in cases where the rules either are not clear, are chaotic, or subject to dynamic change. Understanding the nature and relationship of processes and it’s context is therefore central to effective process management and the basis to develop a
process architecture. Because of this, there has been no recognition that a “one size fits all” approach is not appropriate and that attempting to improve processes based on a single model can actually place the organization at risk. In the following we will therefore see as illustrated in figure 23 focus on processes and its context to architectural concepts.
3 von Rosing, M., Scheer, A.W., von Scheel, H., The Complete Business Process Handbook, Volume I and Volume II,
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Figure 22 – The Process Oriented Architecture Meta Model - Relationships and Key Cross Relations.
Figure 22 shows the main concepts within the process oriented architecture meta model, the nature of the structural properties needed to fully describe our knowledge of process and therefore to provide tools to both design and evaluate process designs. The figure also very importantly shows the key “cross connections” or relationship between each of the related concepts.
In figure 22, we see:
Enterprise Capability
o enables Value Proposition
class Process Oriented Architecture
Business Process Strategy (Strategic Business Obj ectiv e) Value Proposition Cost Risk Location Quality Security Business Compliance Process Measurement (PPI) Process Ow ner Enterprise Capability +enables +enabled by +mitigates +mitigated by +threatened by+threatens +protected by +protects +monitors +monitored through +measures/measured by +measured by/ measures +monitors +monitored through +specialisation of +generalization of +monitored through +selection influenced by
+influences the selection of +produced by +produces +threatened by +threatens +realized by +attempts to realize +design influenced by
+influences the design of +motivated by
+motivates +owns and controls
+owned by +protected by +protects +protected by +protects +influences +influenced by +interests threated by +threatens interests of +enables +enabled by +occurance of +occurs at +threatened by +threatens +uses to control +controlled through +sets +set by
+monitors +monitored through
+incurred by +incurs
+selection and design influenced by
+influences the selection and design of +enables +enabled by +monitors +monitored through +threatens +threatened by +protected by +protects +protected by +protects +motivates +motivation for +influenced by +influences +protects +protected by +informs +informed by +influenced by +influences
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o influences Quality
o enables Strategy (Strategic Business Objective) o protected by Security
o selection influenced by Risk o consumed by Business Process
Business Compliance o monitors Quality
o monitors Strategy (Strategic Business Objective) o monitors Security
o monitors Risk
o monitors Business Process
Business Process
o protected by Security o design influenced by Risk o occurs at Location
o consumes Enterprise Capability o incurs Cost
o influenced by Strategy (Strategic Business Objective) o monitored through Business Compliance
o measured by Process Measurement (PPI) o owned and controlled by Process Owner
Cost
o influenced by Quality
o informed by Strategy (Strategic Business Objective) o protected by Security
o threatened by Risk
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Location
o Motivated by Strategy (Strategic Business Objective) o selection and design influenced by Risk
o occurrence of Business Process
Process Measurement (PPI) o measures Business Process o used by control Process Owner
Process Owner o sets Security
o interests threated by Risk
o uses Process Measurement (PPI) o owns Business Process
Quality
o specialization of Value Proposition o monitored through Business Compliance o influenced by Enterprise Capability o influences Cost
o influences the selection and design of Location o motivated by Strategy (Strategic Business Objective) o threatened by Risk
Risk
o threatens Strategy (Strategic Business Objective) o influences the selection of Enterprise Capability o mitigated by Security
o threatens Cost o threatens Quality
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o influences the selection and design of Location o threatens interests of Process Owner
o threatens Value Proposition
o monitored through Business Compliance o influences the design of Business Process
Security
o protects Strategy (Strategic Business Objective) o protects Cost
o protects Enterprise Capability
o monitored through Business Compliance o protects Value Proposition
o protects Location o set by Process Owner o mitigates Risk
o protects Business Process
Strategy (Strategic Business Objective) o informs Cost
o motivation for Location
o enabled by Enterprise Capability o attempts to realize Value Proposition o monitored through Business Compliance o motivates Quality
o protected by Security o threatened by Risk
o influenced by Business Process
Value Proposition
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o generalization of Quality
o realized by Strategy (Strategic Business Objective) o protected by Security
o threatened by Risk
These objects, their relationship both to process and to each other situate process, not within and with respect to each but act as part of a larger story that provides a standard form to the entire enterprise relations (from the context of a process), providing connections across the layers of the enterprise i.e. business, application, and technology layer.