A process perspective can assist organizations to deliver attractive products and services to clients and stakeholders, add value to the context in which they operate and facilitate their survival and prosperity in the face of competition.
Unfortunately, many process initiatives bog down in excessive detail and lengthy project durations leading to frustration and non-delivery. Quality sometimes suffers due to fatigue of the business participants or the volatility of the business which may change faster than the process modelling effort can track.
Over decades of practice in process and enterprise architecture (EA) work as well as analysis of techniques and EA frameworks, we have evolved an approach which separates process architecture from process modelling (detailed analysis and design) while keeping the two perspectives fully integrated and congruent. This paper argues for separation, illustrates how it can be done from a methods and representation perspective, and highlights benefits achievable.
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