Process architecture refers to the hierarchal design of processes and systems that are applied when transforming inputs into outputs. The term can be applied to computing, the processes businesses undertake, and project management to name but a few. In fact, it can describe any process or system of processes.
Now that we’ve seen that mouthful of a definition, we can easily understand why we find this term being used in so many contexts. But is it just a buzz word, or can you reap real rewards by capturing and analyzing current process architecture? The answer is a definite “yes.”
In this article, we’ll use simple, generic examples of process architecture, but as you read, do remember the breadth of the definition.
Why Process Architecture is More Complex Than It Seems on the Surface
When capturing and considering process architecture of any kind, it’s important to remember that no process, no matter how simple it may seem, exists in isolation. There are always factors that contribute to the process. Without these, transforming inputs into outputs would be impossible.
For example, making hot dogs may seem like the simplest process imaginable. The chef heats up a sausage, puts in a bun, wraps it, and hands it to the client in exchange for money. It’s easy, right?
But if we think about it in a little more depth, other processes are essential to the core process of making a hot dog. For example, before our hot dog vendor can get started, he has to undertake a purchasing process during which he buys hot dog rolls and sausages, packaging, and sauce.
He also needs to undertake processes that ensure an acceptable quality standard, and he needs to keep his hot-dog stand hygienic. And that’s not all. He also must take care of many other processes, such as ensuring he has the right change on hand, and so on.
If a hot dog vendor works with so many interdependent processes, you can be sure that more complex operations will involve even more processes – and if one of them isn’t working as it should, the final output will be flawed at best, impossible to attain at worst.
Why Understanding Process Architecture is so Important
We’ve already seen that interdependent processes are vital to producing an output from inputs. But processes also require energy, time, and space.
In the business context, the process architecture results in one output without which there is little point of being in business at all: profit. If we fail to understand the full process architecture that goes into making that profit, we are very likely wasting at least some of our inputs, energy, time, and space. And, of course, these wastes will have a negative influence on profits.
The same example could apply to almost any other type of process. The ultimate output is not only what we come up with after completing a process or set of processes. Rather, it is the benefit to ourselves that we are trying to accrue by undertaking it.
By picking up the flaws in sub-processes, we can fine-tune the overall process architecture, helping us to move towards the fulfillment of the goal we had in mind when we embarked on our undertaking.
The Benefits of Defining and Analyzing Process Architecture
The potential for maximizing profit is the primary reason why businesses undertake the study and analysis of process architecture. However, there are additional benefits that could be realized. Once again, our examples will focus on process architecture in the business context.
A full overview of all activities and how they relate to one another: When capturing all the processes that your business undertakes, you will be able to see which sub-processes or tasks add the most value. Any adjustments that can enhance these value-adding steps will have obvious benefits. You’ll also see how support functions enable the value-add – and which aspects of their activities have the least impact or even impose a burden on the value-adding activities that matter so much.
This allows for simplification: For example, when capturing an existing business process architecture, you may find that the administrative tasks that accompany value-adding activities are excessive. While some admin tasks and record-keeping activities are certainly necessary, you may spot unnecessary ones that are just diverting energy and financial resources away from the business.
This is particularly true of older businesses where systems and procedures have been added on top of others over the years. There may be duplication or steps that, while they seemed like a good idea at the time, now have no functional use.
Cutting costs: Needless complexity costs time, energy, and money. Cutting costs improves profit. Thus, simplification is a very worthwhile exercise.
Improving response times: When analyzing the process architecture, bottlenecks and resulting delays become apparent. Apart from saving time and money, businesses are able to improve the time it takes to move from one process element to the next.
Aligning regular activities with overall business strategies and goals: When surveying business process architecture, executives will constantly be asking themselves how various activities contribute towards organizational goals and strategies. Very often, they will identify areas where a few tweaks can improve that contribution.
Identifying opportunities for automation: Although automation will imply investment, the returns can range from the substantial to the astounding. Repetitive, highly uniform tasks that are seldom if ever open to variation are the most likely areas to explore automation options. The process of compiling payrolls is an excellent example. Instead of manually calculating hours worked and remuneration due, most businesses use some form of payroll software.
Easier training and onboarding: Whether appointing staff at executive or lower levels, helping them to see the way in which different processes or parts of processes contribute to what the business does is a big help. Not only does it provide a roadmap showing what must be done, and when, it also highlights the reasons why task performance is important to outputs.
Strategizing: Knowing where energy is being exerted helps with SWOT analysis and may influence strategic direction. For example, if a manufacturing concern with a diversified product range discovers that niche products are using up a disproportionate amount of effort and resources, the company can strategically redesign its product range. More resources are then diverted towards processes that yield better profits.
Predicting the impact of systems changes: When viewing a process in isolation, it is easy to make the mistake of implementing changes that will negatively affect dependant processes. Knowing just how each process affects subsequent ones limits the chances of this happening.
Capturing and Testing Process Architecture
Pen and paper are the old-fashioned way of capturing process architecture. As you can no doubt imagine, even relatively simplistic business models can generate files packed full of flow charts that are a chore to go through and piece together. Plus, there’s a massive gap between having process architecture for an entire organization on paper and seeing how it works in practice.
Digital tools simplify the process, and few of them are as useful as Tallyfy. Simply put, Tallyfy is a workflow engine, and since processes consist of workflows, it becomes a powerful tool for capturing and evaluating process architecture.
When you use Tallyfy, you not only set up processes and automate the transfer of tasks between one person or department and the next, you can also evaluate how it is working in real time. You can also model and test new processes before implementing them. With one of the benefits of studying an organization’s process architecture being opportunities for simplification, choosing a user-friendly, time-saving tool is the sensible thing to do.
Would you like to see how Tallyfy can help you to capture, adjust, and monitor the practical outcomes of process architecture? It’s as easy as getting started.
Related Questions
What is meant by process architecture?
In laying out a process architecture, you’re establishing a blueprint for how an organization works. It’s a method for visualising the various tasks that take place within a company, including its steps along with activities that detail how the tasks fit into the overall flow of the process. You can think of it as creating a map of a city, except instead of streets and buildings you are mapping workflows and business processes. Abstract view helps everybody understand what is being done and where you need some improvements.
What does a process architect do?
A process architect is the high-level planner of how things are done in an organization. They watch, analyze and redesign how work moves through a company during the day. These professionals converse with employees, draw out process diagrams and use specialized software to create visual representations of workflows. They are here to ensure all is streamlined, swift, and efficient. They’re constantly watching out for bottlenecks, unnecessary steps, or ways to leverage technology to improve things.
Why is process architecture important?
Process architecture matters — so organizations can see the forest for the trees. Otherwise companies can become lost in the daily din and forget how everything fits. A good process architecture helps you identify inefficiencies, reduce costs, and improve customer satisfaction. It’s like having a roadmap that, rather than just showing you how to get there, tells you the best route to take and what not to do to avoid a bad outcome. And when everyone knows in what way their work affects the other people’s, things work smoother and misunderstandings are reduced.
What is a process architecture in BPM?
The mortar that holds everything together in Business Process Management is process architecture. It is a standardized method to structure and organize all processes of a business. Think of it like the family tree you might know, then replace the people with business processes and their relationships. BPM professionals can thus easily know whether the changes applied to an area might affect other areas that come as a result of this architecture which facilitates the management and improvement of the entire system. Think of it as the control room of a vast bird’s-eye view of a diverse ensemble of machinery, where you can touch the parts you want to bring into play.
What are the key characteristics of effective process architecture?
Like a well-designed city plan, a good process architecture is effective. First, it is perfectly clear and something anyone can understand, even without expertise in the field. Second, because it’s flexible enough to be relevant as the business world evolves. Third, it illustrates interdependencies between processes and illustrates to everyone the ways in which their work affects others. Fourth, it knows how to walk the line between too much detail and too high-level, putting in just enough but not too much information. Finally, good process architecture is actionable – it can describe how things are, but it describes the way they could be better. Properly conducted, it helps fuel ongoing improvement and innovation.
What are the four steps of process mapping?
There are four key steps that help break down process mapping: identify, gather, visualize, and analyze. You start by identifying the process you wish to map. You then collect all the information regarding that process. After that, you make a map of this process. And you use the map to identify opportunities for improvement. It is clear and intuitive and allows teams to visualize and improve their workflows.
What are the six main methods to create business process maps?
There are six major ways that business process maps can be produced: flow charts, swimlane diagrams, value stream maps, SIPOC diagrams, data flow diagrams, and BPMN (Business Process Model and Notation). From the basic flow charts to the elaborative cross-functional lanes, each provides distinctive advantages. The pathway you take ultimately depends on your unique needs and how complex the process you want to define is.
How to write a business process map?
Define the process scope and boundaries: To get started with writing a business process map, first define the scope and boundaries of the process. After that, map out all the steps in the process, and who will own each step. Use each shape to write one action or decision, and connect them with arrows to show the flow. Append any pertinent details, such as time, resources and inputs/outputs. Your map must be straightforward enough, such that anyone can catch the gist at a glance.
What is the tool for business process mapping?
Business process mapping comes with countless tools, and from simple drawing programs to specialized process management platforms. There are many popular tools such as Lucid chart, Microsoft Visio and Tallyfy. These tools provide drag-and-drop interfaces, collaboration features, & integration w/ other business systems. Which tool is best for you depends on your needs, budget, and the complexity of your processes.
What is the difference between a flowchart and a BPM?
Even though flowcharts and Business Process Maps (BPM) visualize processes, the two have different functionalities. Flowcharts are less complex, as they show only the order of steps in a procedure. BPMs provide a higher-level overview that can include roles, responsibilities, timelines and how surrounding processes interrelate. While you can think of a flow chart as a road map with directions, a BPM is more like an urban planning map showing not only the roads but the buildings, zones, and infrastructure.
How can I start using business process mapping?
To get started with business process mapping, pick a small, specific process in your organization. You are not a mind reader, so get your team together and start brainstorming all the steps. Make a quick outline on a whiteboard or on paper. Next, use a digital tool to design a tidier version. Share this map with others who take part in the process to get feedback. As you learn to get more comfortable, take on bigger, more complex processes. After all, the key is to produce a common, clear understanding of how things work in your organization.
Why is process mapping important?
Why process mapping is important is because it helps bringing clarity and efficiency within the organizations. It remains a great way to help highlight bottlenecks and redundancies as well as areas in need of improvement that may otherwise go undetected. When it comes to creative, solution-oriented work, you want to be visualizing processes so that groups can see where they fit into a plan and how that relates to all of the moving parts of a project. They can also be useful training tools for new employees, and help ensure consistency throughout an organization. So, if done right, process mapping can help organizations save time and money as well as improve quality and customer satisfaction.
