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Admin: Created page with "{{DISPLAYTITLE: Variation in Business Processes}} == Introduction == During business processes analysis and development, we are often confronted with the criticism that we in..."

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Created page with "{{DISPLAYTITLE: Variation in Business Processes}} == Introduction == During business processes analysis and development, we are often confronted with the criticism that we in..."

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{{DISPLAYTITLE: Variation in Business Processes}}
== Introduction ==

During business processes analysis and development, we are often confronted with
the criticism that we introduce additional administration and stifle the creativity of
those who play a part in the process. As analysts and architects, we naturally oppose
this notion in our quest for simplicity and optimal solutions. With good reason too;
enterprises are complicated, and it is not uncommon to encounter hundreds of business processes, categorized into dozens of process groups and several process areas.

Such decomposition may lead to thousands of process activities and tasks, quickly
becoming a managerial burden. This makes it easy for us to make the argument for
standardization, because allowing every business unit or competency area to have its
own variation of common processes will exponentially grow those numbers. Yet we know that variation exists, and the goal of business process modeling is to capture things that reflect reality. For example, the way quality management is performed in manufacturing operations differs quite significantly from the way it is done in accounting.

Although these business processes have similar goals and contribute towards the overall quality targets of the enterprise, the techniques applied and skills required are so different that we do not even consider these the same processes. Manufacturing applies techniques like statistical process control and is concerned with concepts such as sample sizes, whereas accounting relies more heavily on checks, balances, and audits. Clearly, these two very different practices should not be unified and standardized, as that will decrease value while cutting very little cost. In fact, the decision to allow variation in business processes is always a trade-off between value to the enterprise and the potential to decrease costs.

'''Document''': [[Media:Variation in Business Processes.pdf|Download the Variation in Business Processes document]]

[[Category: Process Modelling Knowledge]]

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	'''Document''': [[Media:Variation in Business Processes.pdf\|Download the Variation in Business Processes document]]		'''Document''': [[Media:Variation in Business Processes.pdf\|Download the Variation in Business Processes document]]

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← Older revision		Revision as of 11:33, 11 January 2017
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	'''Document''': [[Media:Variation in Business Processes.pdf\|Download the Variation in Business Processes document]]		'''Document''': [[Media:Variation in Business Processes.pdf\|Download the Variation in Business Processes document]]

−	[[Category: Process ~~Modelling Knowledge~~]]	+	[[Category: Process Management and Process Optimization]]

LEAD Reference Content:Variation in Business Processes - Revision history

Admin at 10:50, 19 September 2018

Admin at 11:33, 11 January 2017

Admin: Created page with "{{DISPLAYTITLE: Variation in Business Processes}} == Introduction == During business processes analysis and development, we are often confronted with the criticism that we in..."