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End-to-End

As every experienced analyst knows, "what the customer asks is not what he wants and what he wants is not what he really needs." Applied to business processes, it means that what a customer calls a “process” is often a process fragment, really. And this is exactly the case.

Where

A wise company devilsguidetoit.com has posted: “The first step in finding better solutions is to start asking better questionsTM”. Indeed, business solutions sound like an outcome of a proboblem solving process in business.

A wise company devilsguidetoit.com has posted: “The first step in finding better solutions is to start asking better questionsTM”. Indeed, business solutions sound like an outcome of a proboblem solving process in business. Who could do this work if not Business Architects (by function, not necesseraly by title)? I would agree with W. Ulrich in that “Business architecture was originally initiated by managers who required greater business transparency to effectively deploy strategic business solutions“ if “originally initiated” is interpreted as initially recognised and explicitly used. In reality, Business Architecture exists from the moment of creation of a business organisation’s system, do the managers want this or not. In spite of popular believe that managers decide on business solutions while “Business Architects” may only advise them (and then the advises may be simply ignored), even the aforementioned quote articulates that the managers are after a deployment of strategic business solutions, not after making these solutions. Otherwise, managers would know what ‘they meant’ without “originally initiated” Business Architecture.

So, the “better” question is: where the strategic business solutions come from? Who makes them, when and how?

Obviously, in order to make strategic business solutions one needs to have certain strategic business tasks. These tasks cannot come out of the blue, i.e. there have to be problems chosen to solve via setting particular tasks. I believe that business problems (to solve) appear because of the gaps between the position of an organisation and the business changes in the same market.

Read More at BPM and Case Management

Pipes

BPM is full of terms that are either ambiguous (which is inevitable to some extent) or taken for granted. One term that no one bothers to explain is “end-to-end process”.

Architecture Transformation

Management perceives architecture in many different ways. In addition to the variety of perceptions, there is a lack of understanding where the value comes from when working with architectures.

How to Sell Business Architecture

Many architects and even managers ask this question. They approach decision-makers and propose to do this and that to help managers to understand the corporate strategy better or they promise new architectural values to the business.

Architecture and Dynamics in Business

There are several reasons for the IT alignment problem. Consider the Zachman Framework approach, for example, using successive transformation of views of the information systems architecture.