Describe why an architect should be involved in this skill at a corporate level
Due to effects that changes to processes have on the working habits of individuals, interaction skills are valuable in a BPM initiative. As such the Architect have to be on the neutral side by being an independent facilitator of the change. They are urged to frequently negotiate and arbitrate between individuals with different opinions, and expose and resolve conflicts between different groups within the organization.
This individual works to build and facilitate a business architecture that leverages enterprise capabilities and efficient usage of process, technology, data and people to align these capabilities. The Architect influences the interconnections between the business processes, technology, data and people, and facilitates the execution of these components to drive business performance throughout the enterprise.
He or she sees patterns in process, data and technology that are common across the enterprise and facilitates efficient execution of the business operation by leveraging these patterns.
Primary push back and/or challenges for architects
Oftentimes, it will be difficult or impossible to prove the delivery of a new capability will meet a business need, even in cases where it appears reasonable to assume that the new capability will have the desired effect. In particular when happened at uncertain times and environments. Therefore, several assumptions must be revealed and clearly understood, so appropriate decisions can be made if later on they are proved invalid.
Additionally, Business Capability Analysis requires a broad, cross–functional collaboration in defining the capability model and the value framework. This is something quite often pretty challenging.
In BPM practice, business processes are not generally supported by Information Technology systems while on the other hand the development of those systems is not covered by most BPM methods. Therefore, the Architect may suggest additional business requirements based on existing IT systems.
Lack of senior management and other unit, section, function support on BPM initiatives and so the Architect may be pretty involved in suggesting additional business requirements based on organizational strategies.
Most BPM methods do not tackle the development of strategy whilst BPM systems require a tight integration with organizational strategy.
How would a stakeholder engage an architect for assistance utilizing this skill?
Stakeholders can engage with the Architect at any stage of BPM life cycle from designing, modelling, execution and monitoring as well as optimizing. Regardless of techniques they capitalize from such as BPR, substantial discovery, process bench marking and Business Process Management Systems (BPMS) applications, the outcomes ranging from business process models, business rules, business decisions, process performance measures, and process performance assessment.
Ideally, the Architect works at highest levels of abstraction, ambiguity and complexity within the organization. He or she will perform business capability analysis tasks to connect information, technology, processes and business needs in varying levels of detail.