Designing a re‐engineering proof process architecture

Argues that it can be very difficult for someone coming to an organization to know how to cut the mass of organizational activity up into component processes and to see how they are related; in other words, to determine the process architecture of the organization.

Abstract

Argues that it can be very difficult for someone coming to an organization, with the job of designing or modelling some or all of its processes, to know how to cut the mass of organizational activity up into component processes and to see how they are related; in other words, to determine the process architecture of the organization. Calls for a partitioning into processes, that as far as possible, completely aligned to the business in which the organization is in and as independent as possible of how the business chooses to organize itself. Describes an approach to solving the problem.