Process Architecture provides a vivid, visual representation of various processes carried out by any Division. It helps to identify entry, exit and integration points within groups of that same Division or other parts of the Organization.
One of the best ways to start a Process Architecture project is by chalking out a Process Pyramid. At the top of the pyramid we have the main Business Group. This is followed by any sub-group if applicable. Next comes all the main processes that are conducted by that group to accomplish different business functions. Various sub-processes for each of the main processes are identified in the next tier and finally at the very bottom of the pyramid, we have various process steps.
Such a Process Pyramid is a quick but comprehensive visual representation of the all the constituent process flows. This makes it much easier for those who are viewing it to easily understand and contribute in a meaningful way during process mapping workshops. It also helps to identify process areas where there are repetitions, overlaps, gaps and breaks between work conducted by the same team as well as by other teams within that Division.
When used correctly, Process Pyramids truly help to highlight areas of gaps and inefficiencies. These can then act as main gateways to formulate methods to improve process effectiveness. Process Pyramids are definitely not a substitute for comprehensive Process Architecture Maps- they can however, be a key step, which when conducted correctly, can help to provide a good overview of process hierarchy.
Process Pyramids are most helpful:
when organizations do not want to spend a whole lot of time, resource or money to build comprehensive workflow maps.
want to benefit from over-all high level understanding of how their divisions work within themselves and with the rest of the organization.
when technology tool needs to be selected for a division where proper process-understanding is not available.
A Rose by any name would still smell as sweet!! When Shakespeare wrote those lines, he probably did not need to worry much about being politically correct or present his ideas in a very emotion-sensitive corporate environment like the Human Resources department.