Model To Execute Capabilities

MODEL-TO-EXECUTE CAPABILITIES

Learning about a Model to Execute approach: different views for different people

Benefits of a Model-to-Exectue approach
Common language
Sharing models, even from different perspectives, allows stakeholders to have a common reference and share a single vision of the process improvement.
Cost savings
Shared business and IT models shorten the required time from “vision” to “execution”, resulting in significant cost savings.
Alignment of Business and IT
Creating a link from business-level process models to executable processes through lifecycle governance is critical to achieving business and IT alignment.

Ban katian hdAs process modeling tools become more integrated with the process execution environments, it becomes obvious that different roles, such as those of process owners, business analysts, process engineers and developers, require different perspectives of a process model. These different views or perspectives can be implemented as a shared model, or translated between multiple models. Changes for different reasons can be made to the models at any perspective, and those changes get propagated through all perspectives. Different stakeholders can use different process tools appropriate to their needs, yet sharing the resultant models between the tools, making  possible thus to create a shared vision of process excellence while allowing creativity across all modeling efforts.

SHARING MODELS BETWEEN PERSPECTIVES

Ban katian hdRegardless of whether the different perspectives are implemented as a shared model or translated between multiple models, the key issue is establishing links between information at different levels:

  • Process model flow diagram, typically modeled at all levels of business, logical and implementation perspectives
  • Data model, modeled at the logical level and implementation level
  • Service definitions, including access to a service repository, modeled at the implementation level
  • User interface, possibly modeled at the business and logical levels as use cases or storyboards, and in a more representational form at lower levels
  • KPIs, modeled at the business level and translated to events and metrics at lower levels

Ban katian hdINTEGRATED PROCESS LIFECYCLE GOVERNANCE

These links between levels cannot be ad hoc if they are to be applied consistently. It is necessary to have not only a methodology for model translation, but governance to control how this synchronization occurs. Governance over the lifecycle of process modeling will guide and support the collaboration that must occur between business and IT in order to create, modify and maintain process models across multiple perspectives. Sharing a vision of process excellence between business and IT is no longer a dream. Business and IT working together will enable:

  • Reduction of translation errors between different process model perspectives
  • Decrease of the time required to model and implement business processes
  • Improvement of business and IT collaboration
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