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Articles Tagged with: Business Process & Analysis
However, the goalposts are starting to shift with the popularity of Agile. The non-traditional management approach alters the structure of planning and benefits realization significantly. It also decentralizes control, allowing team members to make decisions without requiring managerial oversight. This can all create an environment unfamiliar to your traditionally focused business analyst, making it more difficult for them to perform their role.
AgileBA practitioners are fully equipped to succeed in Agile projects and programs, and can even play a role in helping businesses transition to Agile ways of working by optimizing the process and helping to justify it to stakeholders.
With a BA’s job being to assess and scrutinize projects, programs, and other areas of value generation, they can prove highly valuable in ensuring work is optimized in terms of efficiency and strategic alignment. At the same time, however, the interference of BAs has the potential to limit the speed and flexibility of Agile, which emphasizes the importance of pursuing short-term goals and reducing management oversight.
There will typically be several stages where the direction of a process can go one of several ways. Displaying these ‘decision points’ is the purpose of ‘BPMN Gateways’. They are used in a BPMN diagram to symbolize points where conditions have the potential to divert a flow’s path.
Learning BPMN brings great benefits to your professional career and business. BPMN diagrams can be clearly understood by less technically minded executives, providing them with greater clarity for making important decisions. By understanding the ways in which processes are linked, actors from across disparate departments can all contribute towards making improvements and, where possible, automating processes in order to enjoy major savings.
When analyzing, improving, and managing processes, it is important to engage with a wide range of stakeholders. In the world of business process analysis, the word ‘stakeholder’ seems ubiquitous, and it is easy to understand why.
The terms ‘diagram’ and ‘model’ are often used interchangeably, yet there is actually an important difference between them. It can be useful to reflect on these differences when undertaking process analysis, management or improvement - and it can be particularly important when utilizing the BPMN approach to modelling.
BPMN provides a number of ways to show automation and the use of IT. This includes the ability to denote different types of task (such as ‘manual tasks’ that are entirely manual, ‘user tasks’ where IT is used as well as ‘service tasks’ that are automated and call on some type of service).
In a BPMN process diagram, an activity is represented with a rounded-corner rectangle and named according to the kind of work, which has to be done.
BPMN Process diagrams are most common, and are depicted as a graph of flow elements – Activities, Events, Gateways, and Sequence Flows that define finite execution semantics.