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Based on the attachment explain in your own words (no quotations)

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Based on the attachment explain in your own words (no quotations) the purpose and intent of Process Architecture phase. Please do not simply paraphrase the article.;Attachment Preview;help.doc;BusinessArchitectureisnotanintuitivelyobviousconcept.Itdoesnotconjureupan;immediatevisionofwhatitis,orwhatitcomprises.Withthisinherentdisadvantagethe;businesscan'tarticulateiteasilyhowcanitbeusedtoalignITwiththebusiness?;BusinessArchitectureincludesthreecomponents:theFunctionalArchitecture,the;ProcessArchitectureandtheInformationArchitecture.Therearewelldocumented;methodologiesfordevelopingeachcomponent.Thequestionbecomes"Wheredoyou;begin,andwhatdoyouwithitonceyouhaveit?"Whentheseareanswered;determininghowtoleveragetheBusinessArchitecturetoalignITwiththebusiness;becomesclearer.;BusinessArchitecture:WheretoBegin?;TheFunctionalArchitectureisacriticalfirststepindevelopingtheBusiness;Architecture.ThoughitisnotthemostcomplexcomponentoftheBusinessArchitecture;(infact,itisarathersmallstep),itisimportanttosegmentitproperlysothatthenext;step,theProcessArchitecture,focusesonthecustomerandrevenuegeneration.;Beginbysegregatingbusinessfunctionsintostrategic,coreandsupportfunctions.;Strategicfunctionsdealprimarilywithvisionandstrategy,andresultinidentificationof;desiredmarkets,customers,products,andservices.SupportfunctionslikeFinance,IT;andHRsupportcorebusinessfunctions,whichfocusonthecustomerandrevenue;generation.Butitisnotthateasy,thecorebusinessfunctionsmustbefurther;segregated.;Breakthecorebusinessfunctionsdownintocustomerfacing,internaland"network;managementlayers.Forexample,ClaimsAdministrationisnotasinglecorebusiness;function.IthasacustomerfacingcomponentClaimsSubmissionwherebythe;businesssupportscustomers'effortstosubmitclaims.Ithasaninternalbusiness;managementcomponentClaimsProcessingwherebyclaimsareactuallypaid/denied.;And,ithasa"network"componentClaimsAdministrationwherebythebusiness;makesorganizationaldecisionsregardingtheefficiencyofclaimsprocessingandthe;effectivenessofcustomersupport.;Havingsegregatedthecorebusinessfunctions,definethemenoughtounderstandthe;scopeofeach.Thisshouldnotbealaborintensiveexercise,typicallyaparagraphwill;suffice.Fromhere,twopathsareinitiated:performanApplicationRationalization,to;ensuretherightmixofapplicationsisinplace,andlaunchtheProcessArchitecture.;ProcessArchitecture:DirectingtheTechnicalArchitecture;DevelopingtheProcessArchitectureisnotanallornothingendeavor.Totreatitas;suchrisksdevelopingandmanagingprocessesforthesakeofdevelopingand;managingprocesses.Thereislittlepotentialtorealizetruevalue.;Havingisolatedandsegregatedthecorebusinessfunctions,letbusinessprioritiesand;painpointsdictatefunctionsthatshouldbearticulatedfurther.Ifthecustomer;experiencehasthehighestbusinesspriority,thefocusshouldbeoncustomerfacing;businessfunctions.Orshouldit?;ContinuingwiththeClaimsAdministrationexample,byallmeans,worktoimprove;businessprocessesthatinvolvethecustomersandtheirclaims.Theseinclude;submittingaclaim,checkingonitsstatusandevenquestioningitsdisposition.However;wecannotstopthere.IftheClaimsAdministrationbusinessfunctionmakesan;organizationaldecisioninfluencingtheeffectivenessofsupportingclaimssubmission;wemustalsoreviewbusinessprocessesinthe"network"managementlayer.;Thereareanynumberofmethodstogradeasetofprocessinitiativesbasedon;businesspriorities.Somearemorescientificthanothers.Pickonethatfitsthe;environment,applyitconsistently,anduseittoachieveconsensusbetweenthe;businesscommunityandIT.However,dependingontheorganization,thisstepcouldbe;moredifficultthanitsounds.;Oncethisiscomplete,itisfinallytimetostartdevelopingtheProcessArchitecture.;Thereareindustrystandardtechniquestodocumentchosenprocesses.Theparticular;technique,however,isnotasimportantastheoutcome.IftheProcessArchitecturewill;telltheApplicationArchitecturewhatdatatopassbetweenapplicationsandwhen,the;processmodelsmustincludesufficientdetailregardinginformationflow.IftheProcess;Architectureistoensurethateverypersonororganizationinvolvedeffectivelyexecutes;againsttheprocess,themodelsmustfullydocumenttheirrespectiveinvolvementinthe;process.Toooften,processmodelsthatdescribetheprocessverywellfailto;demonstrateinformationfloweffectively.Inaddition,theyrarelydocumentthe;involvementofpeopleandorganizationssuitably(evenwithswimlanes).Ensurethat;theProcessArchitectureeffectivelyanswersquestionsaboutthepeople,processand;informationaspectsofthebusiness.;BPMS:LeveragingServices;ACIOrecentlyexpressedaninterestinaBPMstrategybyasking"HowcanIgetthe;businesstousetheseserviceswe'vedeveloped?"Itoldhimhewasaskingthewrong;question.Heshouldhaveasked"HowdoIknowwhatservicesthebusinessneeds?;TheBusinessArchitectureishowyouknow.Itindicatespreciselyhowmanyprocesses;areshared,whatinformationissharedandwherethecommonprocessesfitintheend;toendvaluechain.Simply,itshowswhichserviceswillprovidethemostvaluetothe;business.;ThefirststepforITistorationalizetheApplicationArchitectureagainsttheFunctional;Architecture.ThatwilltellITifithastherightmixofapplicationstosupportthebusiness;withminimalredundancy,andcost.Whilerationalizationisunderway,theProcess;ArchitectureandtheInformationArchitecturearedeveloped.;UsingtheProcessArchitecturetoidentifywherecommonserviceswillbenefitthe;businessisthesecondstep.Ofcourse,mostITorganizationsconsideringaService;OrientedArchitecture(SOA)donotwaitforaProcessArchitecture.Theyalreadyhave;anIntegrationArchitecture,whichmayormaynotincludeanESB,andtheyalready;haveservicesdeveloped.However,justbecauseITdidnotwaitforaProcess;ArchitecturetomoveforwardwithServicesdoesnotmeantheeffortwaswasted.Atthe;veryleast,IThasanexcellentprototype.Atbest,ITknowsenoughaboutthebusiness;tohavedevelopedvaluableservicesforit.Eitherway,theworkwasworthwhile.;ThethirdstepistoimplementaBusinessProcessManagementSuite(BPMS)to;assemblebusinessprocessesthatenhanceoperationalefficiency.ITmustimplement;thetechnologyandworkhandinhandwiththebusinesstoensureitleveragesthe;technologyoptimally.ITmustalsoprovidethegovernance.Ifnot,itissimplyprovidinga;newtechnologytoperpetuatesilos,ratherthanusingthenewtechnologytobreakthem;down.Also,byworkingcloselywiththebusiness,ITgainsfirsthandexperiencewiththe;servicesthatbenefititmost.Thisbeginsthecontinuouscycleofimprovement:the;BPMSleveragestheservicesandmonitorsthebusinessprocesses,thebusiness;improvestheprocesses,andITimprovesthesuiteofservices.;ThefinalstepremainsformalOrganizationalChangeManagement.Remember,defining;changeisnotenough.Neveroverlookthevalueinsharingthevisionforchange;creatingincentivesforit,supportingit,andcraftingaprogramthatensuresthatevery;constituencyisconsidered.Whenembarkingonacycleofcontinuousimprovement(i.e.;change)itisimportantnottoexceedtheorganization'scapacitytochange.

 

Paper#34132 | Written in 18-Jul-2015

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