Hello,

In my practice, I've notice the usage of standard tools for process description enhances discussion and knowledge sharing more easily than other approaches.

A few explanations could be the acceptance of the authority of an approved standard, the lower barrier of entrance with free tools and training, the availability of a certification path for professionals.

Mind you, BPMN alone is not enough to describe the business practice: decision modeling with DMN and CMMN, system analysis with COBIT, data models and API using UML, performance indicators, and many others, are a few of the concepts I use in my 'knowledge toolkit'.

Thanks Garardo

You need to go back to the table, extract exchange processes and chart them, identify points of waste or loss of revenue or man hours, identify broken or faulty seam to seam links that reduce efficiency

within the exchange processes you also need to extend them to outline how consumer/client satisfaction and follow up is managed and ensure you include the steps and workflow for this in your BPM

You then need to revisit the value propositions in the overall business strategy including the means and goals and identify enabling and hindering elements by looking over your updated exchange processes and BPM and recreate a value map that covers missed points as well as a business generation and retention

for all this be clear about how you will monitor, control and adapt the system to internal and external strains and conflicts

then go back again and reconfigure the business model to align with the value map processes and business generation costs

finally back to your business model plan and execute short and long term costings aligned with cash in hand and cash possible to access keeping in mind the potential problem areas

then adjust everything you did before to align with this redoing the overall business model plan and check you did not miss any process

another step you might want to include is in work observations to ensure the processes - exchange, business process, value mapping, retention mapping etc are all validated by the current actions and behaviours of the staff and or whether the staff have inputs that can improve your models

while you’re doing this you can attempt to motivate co-ownership of long and short term goals and value propositions and evaluate the potential reaction to change and hidden problems within the human capital

if you do this it might send you back to the beginning to change all the maps and charts and Bp models but it is what is needed ad you cannot simply create a BPM and sit back, it is an active and iterative process that requires monitoring and strategic execution with good leadership

good luck