Enterprise Systems

Week 6
Process Architecture
1. Change Management
There are many different change management approaches and models.
Here, we will discuss two of the more common models, namely, the
Lewin’s Change Management Model and the Deming Cycle.
1.1 Lewin’s Change Management Model
• Lewin observed three stages of change:
1. Unfreeze phase: In order to encourage change, it is necessary to
unfreeze the environment by motivating people to accept the
change.
2. Transition phase: This is where the change (plan) is executed and
actual change is being implemented.
3. Refreeze stage: This is when the organization once again becomes
unchanging/ frozen until the next time a change is initiated
1.2 Deming Cycle Change Management Model

• A continuous improvement model composed of four sequential

subprocesses.
1. Plan: Recognize an opportunity and plan a change. Understand the gap
between residents’ expectations and what is being delivered; set
priorities for closing gaps; and develop an action plan to close the gaps.
2. Do: Execute the plan in a small scale to prove the concept. Implement
changes and collect data to determine if gaps are closing.
3. Check: Evaluate the performance of the change and report the results to
the sponsor(s). Observe the effects of the change and test—analyze data
and pinpoint problems.
4. Act: Decide on accepting the change and standardizing it as part of the
process.
1.3 Hierarchical Orientation

The key concepts associated with hierarchical orientation are:

a. Environments are characterized by stability, limited

uncertainty, and limited “consumerism”.
b. People follow the structure and rules defined by virtue of
their position and responsibilities.
c. Markets do not change rapidly and the focus is not on
flexibility, quality, service, or innovation.
1.4 Process Orientation

• A process orientation adopts a horizontal view of organizations by

emphasizing notions of processes, process owners, teams, and
empowerment and deemphasizing hierarchical structures.
• Business process change integrates different views from quality,
information technology, organizational change, innovation, and work
redesign.
• A process-oriented organization is an organization that defines and
manages business processes explicitly.
1.4 Hierarchical Orientation vs. Process Orientation
1.5 Business Process Management
• Models of business processes are the basis for BPM.
• BPM includes areas such as business process modeling, formal
models, analysis and verification of business processes, process
mining, and workflow management.
• A BPM support system is a generic software system driven by explicit
business process designs that enacts and manages operational
business processes.
• A BPM system allows for the modification of the processes it
supports, the deletion of processes, or the incorporation of new
processes.
2. Process Architecture
• Process architecture is the design and organization of business
processes and related components into a unified structure and
hierarchy.
• Process components, also known as process elements, describe the
various units of a process.
• Process Architecture aligns perspectives and efforts across all levels
and functions in a business.
2. Process Architecture Benefits

• Process ownership: ensures accountability for the improvement of end-to-

end processes across the enterprise.
• Strategy creation: A comprehensive overview of the processes across a
company aid in the creation and adjustment of business strategies.
• Strategic alignment: provides a line of sight between corporate strategies
and frontline operational improvement activities.
• Change management: helps get employees ready, willing, and able to
accept and embrace new ways of working.
• Standardization: serves as a guideline for process analysts to devise best
practices for high-level and basic processes.
• Costing: assist with highlighting areas of waste as well as where process
outputs do not justify investment.
2. Process Architecture Benefits

• Automation opportunities: identify activities within processes that

could be automated to reduce the burden on staff members and
increase speed and efficiency.
• Simplification: enables process architectures to highlight redundant
and complicated processes.
• Process visibility: provides the ability to view and analyze end-to-end
processes individually and in the wider context of the enterprise.
• Performance metrics: embeds key performance indicators within
processes to provide immediate feedback on process performance.
• Reduced cost: The automation of processes should result in reduced
operational costs for the enterprise.
2 Process Architecture Benefits

• Faster reactions: Simplification and increased automation should also

result in quicker reaction to changing market conditions.
• Impact prediction: offer managers insight into how processes
interrelate and how modifications to any process may affect
synchronized processes.
• Training benefits: provide a visual representation of the processes
and procedures of an enterprise and can be a powerful for training
new or existing staff.
2.1 Process Perspectives
Process architecture designs and organizes business processes and related
components into a unified structure and hierarchy.
Architecting the business processes entails looking at it through various
perspectives or viewpoints
• Functional perspective: describes the processes themselves and their
structures.
• Data and dataflow perspective: describes which data (or documents) a
process step consumes or produces
• Behavioral perspective: describes the order in which processes must be
executed.
• Organizational perspective: defines persons or roles that are responsible
for the execution of a given process.
• Operational perspective: defines tools or systems that support the
execution of a process.
2.2 Process Views

• An architectural view is a representation of a system from the

perspective of a related set of concerns.
• The architectural view concept offers a separation of concerns that has
the potential to resolve the complexity challenges of a Service
Oriented Architecture (SOA) process.
• Perspectives on business process and service interactions are used as
central views, in which each of them represents a certain part of the
processes and services.
• A basic view is defined called the core view as a foundation for the
other views.
• Other views are defined by extending the core view.
2.2.1 The Core View
• The core view is the place wherein the relationships among the views
are maintained.
• The core view provides a number of important abstract elements,
specifically, View, Process, and Service.
• At the heart of the core view is
the View element that captures
the architectural view concept.
• Each specific view represents
one perspective on a particular
Process.
2.2.1 The Core View

• A Service specifies external functions that the Process provides or

requires.
• A view acts as a container for view elements representing the objects
which appear inside the Process.
• The view that represents concerns of a business process are mostly
derived from the core view.
• The hierarchical structures in which those elements are roots can be
used to define the integration points that are used to merge views.