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9.5 Summary
My purpose in presenting these three examples has been to give a sense of how my approach to process modeling actually unfolds in practice. However, even without the use of the taxonomy, it is still possible to get some insights about these processes. For example, I identified some critical coordination issues for business process reengineering:The need to manage the hand off (flow dependency) between the design task and the implementation task.
The critical coordination role played by the centralized design team in managing the fit dependency among the various inputs to the reengineering design activity.Even in this limited analysis, I was able to arrive at an interesting possible response to some of these issues: the use of TQM as a way to coordinate these dependencies. This gives a rather different view of the relationship between TQM and business process reengineering than the one put forward in the Hammer and Champy text itself.
I would argue that this analysis follows from two key features: a representation that focuses on the main coordination issues, and a chain of abstraction that leads from the text to a concise graphical representation of the design method it depicts. These aspects of my modeling approach work in concert to make salient aspects of a design method that might otherwise remain obscured.
