By Jon Holt
A realistic guide for engaging in exact and powerful procedure modelling, drawn from the author's massive event in consulting.
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Extra info for A Pragmatic Guide to Business Process Modelling
These two questions will be answered separately. Some of the reasons why people feel this way are discussed below: • • Too long: Some process descriptions are very long which, on first appearance, can be very off-putting to any potential users of the process. In fact, the length of the process description can often be misleading, as the number of pages is often not an indicator of the complexity of a process description, and it is the complexity of the process description, rather than the length of it that causes problems.
Of course, different people in different jobs will naturally use different techniques and tools to perform their work, but if the core knowledge behind the work is defined in a common language, then this knowledge can be turned into effective value in the business. For example, using a single core notation in training will decrease the number of different techniques being used, hence enabling a single, common view to be communicated by and to all members of staff by an effective training unit or partner.
Transfer: transferring the risk onto a third party is considered by many as the easiest way to address risk. Although this seems like a good idea, extreme caution must be exercised, as the risk still exists and, regardless of who takes the rap, the project may fail anyway. For example, when using a financial software package for doing company accounts, there is a risk that the software will not perform the calculations correctly, in which case who takes the blame – the users or the software producers?
A Pragmatic Guide to Business Process Modelling by Jon Holt