Sharing knowledge and good practices is one of the core values of BiZZdesign. We regularly organize and contribute to online and offline seminars, conferences and round table sessions. Recently there was a very successful seminar on Enterprise Risk and Security Architecture for Dutch financial institutions. After presentations on “Security is not an IT problem”, the lacking relations between policies and measures in many organizations, we organized a World Café on various topics. Please share your good and worst practices by reacting to this blog.
Throughout this blog series we talked about using ArchiMate, and approaches for setting up ArchiMate models. We first discussed a top-down, and then a bottom-up approach, and presented examples from our consulting practice for both. Now here is an important fact, that for some may just too obvious, but something we still encounter in every ArchiMate training, or consulting project: ArchiMate is not a tool.
Everybody scopes in their daily life at school or work. Mostly this is done without any second thought. Whom is responsible for getting groceries and making dinner? Considering holidays where do I go, with whom and how many days? All these questions are quite familiar to all of us. However, not only in daily life these types of questions are asked. At work, where we experience a complex web of responsibilities, actors and political games we are constantly busy with questions that need to be answered. The same goes for scoping within the area of Business Process Management. When do I start modelling a process, or how do we scope that kind of complexity? It is very difficult to decide where your process starts and finishes or who (roles or systems) and what (data) is involved in the process.
In our previous article we explained how a commander started to initially prepare his organisation – the “Cold Phase”. He got his troops organized and in basic working order. His military capability - an organized element with a specific mode of operation to a specific end - encompassed several ‘building blocks’: staff, basic training, doctrine, equipment, combat drills and joint exercises. Ready for action? Not yet!
In this blog I would like to demonstrate a way of using performance indicators to improve process performance, as I did in one of my projects. In a previous blog I explained what a performance indicator entails and presented some practical tips for using them. Now I would like to demonstrate the value of using PI’s in practice.
In the previous posting we presented best practices for setting up ArchiMate models using a bottom-up approach. In this posting we will describe three case examples illustrating the added value of solution models. The three cases are:
Process models are a powerful means to describe, analyze and communicate processes. However, process models are often outdated and underused. The reasons for this differ. Sometimes it seems that people are unable to read and understand models, people do not know the models are available or content is unrecognized or outdated. Putting effort into the design and the way you publish your models are key to success in handling these issues. In that way the effect of process models can be optimized! So how can you optimally use your process models? In this blog I present five simple steps that help BPM practitioners to realize this.
After having introduced Core Objectives, understanding ‘the grand plan’, the stakeholders, their concerns and their ability to act, we will continue with the parallel between the military approach of Force Generation and our architecture case. The cold phase is all about preparation: staff, mode of operation and supporting tools. Make them work!
Do you recognize the continuous balancing of urgent vs. important matters? I am often confronted with urgent matters that need to be resolved quickly such as an escalation within a project, deadlines and engaging in interactions through meetings, e-mails, phone calls and a dozen other channels. On the other hand, I am also often confronted with important matters that are not urgent such as developing my professional skills and working on relationships. Sounds familiar? I bet it does. It is perfectly normal to prioritize between urgent and important matters and everybody does it. Organizations face many similar challenges of which one is ambidexterity.
In the previous postings we zoomed in on developing “top-down” or “enterprise” models, laced with many practical tips to help practitioners to get started. In this post we tackle the other end of the spectrum, and discuss how to get started with “Bottom-up” or “solution” models. We will zoom in on several aspects, including structuring your models, and linking to your enterprise models.