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In my experience, very few business analysts produce models of the things a business cares about. Of course my experience is that of one person across the whole IT industry, so my view is a thin slice through a very big cake. What’s more, my experience is limited to process-driven projects. […] Case Types are a key element in Pega BPM development and it is important for Pega Business Architects to have an understanding of them. Case Type is what Pega used to call a Work Type prior to Pega 7. Although the Type is a Pega implementation device, the concept also has […] Since my blog post on Pegasystems DCO, several people have asked me to expand upon what I said about Discovery Maps. The expansion is in the slide deck below. In summary, although Pega Discovery Maps are intended as a mechanism for Pega Business Architects to model business processes in business terms, […] I’m bumping this post because of some updates, as highlighted in green below. Note that this post relates to Pega 6.1 and was originally drafted in 2009. Some of you Pega Business Architects were wondering how the modelling techniques I use relate to Pegasystems’ Direct Capture of Objectives approach, so […] Here is a re-cap of my approach to modelling a To Be process: Part 1: we modelled the As Is change control process in order to understand the current business model. Part 2: we reminded ourselves to be sensitive to the fact that the customer owns the process.
Once again I have heard from a colleague from the development discipline that a requirements analyst is proving to be an obstacle to success because once the customer signs off on the requirements specification, the analyst considers his work to be done and disappears over the horizon.
Very […] Business Process Management (BPM) is partly about change and managing your response to it. Still, it’s human nature to cling to old ways and old myths. As the ability of science to scan the brain improves, we are dispelling more and more myths about how people behave. Dr. Ellen Weber exposes […] |