business architecture & analysis
Take a minute to think about your latest change project. Did you achieve the goals of the project? Can you actually, honestly tell? If not, you’re not alone. Most projects fail to specify concrete, falsifiable goals. Goals that allow you to check whether you have achieved them or not.
Why is this, and how can we improve?
Often, the trigger for new projects consists of ideas at two levels: very generic and very specific. For example:
- Generic: “We need to improve customer experience.”
- Specific: “We should let customers enter their personal data online before their visit to our branch office.”
Both levels are relevant. Both contain useful information. But something is missing: the link between them. Luckily, the BA is in the perfect position to make that link visible.
It’s been already two weeks after the end of the 2015 edition of the European Business Analysis Conference, but it still feels like yesterday. I’ve finally come around to write up some of the things that stick with me (a good trigger to revive my blog :)). Only some of the things, though: there were plenty other inspiring moments and ideas. But here’s a small sample to give you a taste.
Back home after an inspiring and entertaining co-located EA conference & BPM conference. There was way too much going on to wrap it up in a short blog post, but here are some themes that stick with me after the talks and informal discussions.
Gartner says by 2016, 70 percent of the most profitable companies will manage their business processes using real-time predictive analytics or extreme collaboration. By making processes “aware” of a wide range of work interactions and their context, these processes can dynamically change their behavior through a feedback loop.
Looking at the clients I have recently worked with, I can see examples where process execution can benefit from such real-time analytics. For example, in the postal sector, the sorting and transporting activities could become more efficient when they are dynamically optimised for the current flow of incoming mail items. This may even improve the customer service and experience: as the logistic process becomes more dynamic, there is less need for planning, which increases the customer’s flexibility. Business process managers and architects should thus assess the trade-of between cost efficiency and customer experience.