These “advanced” are adopted because nobody knows how the existing mess has occurred nor has the will or the skills to fix it. So, if an automated approach comes along, Eureka! Technology replaces thinking!

Too often IT wants to claim processes as it own in order to have control over the business. The business too often abdicates responsibility to IT and then blames them when they fail to deliver.

The emergence of “process centric” business modeling over recent years has compounded the problem with everybody modeling everything that happens in a business as a “process”.

Not everything that happens in a business is a process! STOP MODELING IT AS SUCH. Process modeling misses out up to 30% of essential business activity.

Most “process” modeling tools are only suitable for modeling procedure. This is not recognized as a problem by analysts and business managers who do not know the difference, but it is a big one. Procedure can alter significantly over time within a process, due to in changes in technology, organization, etc.

This is where approaches such as BPEL are seen as solutions. Because procedure has been modeled in place of process, changes are happening all the time and so there is a need to update things all the time and so a need for something like BPEL.

BPMN will not solve the problem either. It is only a notation and can be used to model a faulty process or a good process.

Stop modeling the wrong thing. Stop modeling complexity an trying to control it. Model simplicity by modeling the Core activities of the business – Business Functions. This will not only bring simplicity, but power and elegance too.

The Integrated Modeling Method [sincere plug] enables this simplicity and power to be achieved with far less effort and greater speed.