Process Architecture: A Comprehensive Report and Analysis

This report delves into the concept of process architecture, crucial for modern organizations relying on efficient business operations, especially for complex projects. It defines process architecture as a tool for managing and integrating system information, addressing complexity. The report explores its benefits, including improved project planning, continuous improvement, and training. It examines the training and implementation factors, emphasizing the importance of proper training and integration within existing frameworks. The working mechanism of process architecture is discussed, focusing on its application to complex products and project management tasks. The report also compares process architecture with other models, highlighting its advantages in process domain focus. The conclusion emphasizes the benefits of process architecture and the importance of professional implementation.

Running head: PROCESS ARCHITECTURE
PROCESS ARCHITECTURE
Name of the Student
Name of the University
Author Note

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Table of Contents
Link............................................................................................................................................3
Introduction................................................................................................................................3
Definition...................................................................................................................................3
Benefit........................................................................................................................................3
Training factor............................................................................................................................4
Implementation factor................................................................................................................4
Working mechanism..................................................................................................................4
Comparing with other architectures...........................................................................................5
Conclusion..................................................................................................................................5
References..................................................................................................................................6

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Link
Browning, T. R. (2014). Managing complex project process models with a process
architecture framework. International Journal of Project Management, 32(2), 229-241.
Introduction
In recent times it can be stated that most of the organisation directly rely on the
functionality which is related to the process which is related to the process architecture is
directly related to the business operation. The main concept which can be applied to the
concept is that most of the complex and large projects are manipulated by the concept of the
process architecture. The main functionality in this context can be directly related to the
business process architecture which provides a basic overview of the different process which
can be implemented within the concept of the project to execute to the desired level of
success. In the working of the project there can be utilisation of different tools and model
which makes the role of the implementation very much easy and less complicated. Some of
the process architecture aspects which can be included into the working of an organisation
can be Gantt chart, network diagram, metrics of the assignment resources and the risk
management plan. Although it can be stated that some of the projects may include complex
processing which may directly impact the process architecture due to the complexity which
would be generated in the field.
Definition
A process architecture can be considered as a tool which can be used for the aspect of
managing and integrating the information relating to the architecture of the system which
directly addresses both the sector of complicatedness and complexity (Pourmirza et al.,
2107). Many of the models which are related to the concept can be unsophisticated and can
directly fail in the aspect of the account of the system complexity. At the aspect of process

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architecture it can be stated that to make a complex model very much detailed and breadth
seeking the complexity of the system. It can be stated here that the concept which is related to
the process architecture can be used for the aspect of synchronizing and organizing the
different view which is very much similar to the aspect of getting a men to associatate their
direct experience of the elephant relating to an old Asian feeble.
The concept of the process architecture was basically developed taking into
consideration the aspect which is related to the information system management. The
implementation of the process can be applied to different sector for example the enterprise
information system, software development, and space system and software development
architecture. The policy which directly governs the process architecture is the ISO 42010 and
most of the organisation
Benefit
The process architecture can be beneficial for many ways for the users in the sector of
processing of information besides the different types of benefit which is given to the project
manager. The sector which are mainly taken into consideration in the process architecture
related to the implementation in the project are the sectors of virtualisation of a project,
execution and planning of the project, improvement which is very much continuous,
knowledge management system, compliance and training. It can be stated that in the sector of
implementation there can be different types of disadvantage in the sector that if any of the
processes are violated it can directly impact the overall working of the organisation. It can be
stated here that the process framework directly gets accompanied into the concept of the
working of the organisation and it directly focus on one of the primary factors which is
related to the project which is the process subsystem. Other of the domains which are majorly
taken into consideration is the organisation of the team and the people who are involved into
the overall working of the process. According to (Tregear, 2015) the sector of

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implementation of the process architecture and its different advantage can be directly be
related to the need and the sector in which it would be implemented. In most of the cases the
adaptation of the process would be dependent on the implementation phase of the concept
and risk orientation which is related to the concept.
Training factor
The training factor can be considered as one of the primary sector which is related to
the adoption of the framework. This is due to the factor that if training is not given proper
implementation of the process would not be done, it can result in direct failure of the
architecture. The sector of implementation should be given a proper form and besides this it
can be stated that there would be internal as external advantage within the concept if the
implementation is done properly. The process architecture can be stated in this context to be
one of the aspects which directly upsurges the richness in the project process model while
providing different view which is tailored to the various users.
Implementation factor
It can be stated here that there are different concept which are relayed to the
implementation of the process architecture within the concept of the project. It can be stated
here that there are different factors which should be taken into consideration by the project
manager before he intends to implement the process into the working of the organisation. The
main sector which is related to the implementation of the model is that the model would be
implemented within the predefined and working framework of the organisation. This aspect
is mainly taken into consideration so that there are no issue related to the alteration of the
normal working of the organisation (Lapouchnian, Yu & Sturm, 2015). The main aspect
which is taken into consideration in the aspect is that there should not be any type of
alteration in the sector of the working of the organisation so that the internal working of the

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organisation is not changed and on the other hand there is no change in the working policy of
the organisation. In this sector it can be stated that role of the project manager is very much
important so that the right framework is implemented into the working of the organisation.
Working mechanism
It can be stated here that the working which is related to the concept of the process
architecture is directly concentrate on the aspect of the complex products for example
hardware, software and so called the “system of system”. There can be different types of task
which are implemented within the working of a project. The project manager in this case can
directly make use of the structure of the framework to draft the overall working which is
related to the concept. The project manager in this context can directly use the aspect for the
calculation which is related to the start date and the end date of the task. It can be stated here
that it can be very much beneficial for the project manager to have an overall control of the
system and make the working of the organisation more concentrate and value based
approach. In most of the cases there are no task left and it should be the role of the workers to
directly get indulged into the schedule and finish the task which is appointed to him in a
timely manner which would be giving the organisation competitive advantage.
Comparing with other architectures
It can be stated here that there are different types of architecture models which can be
implemented within the working of the organisation (Harmon, 2014). The process
architecture can be considered as one the most advantageous sector which is related to the
working. This is mainly stated due to the factor that the working which is related to the
process of process architecture mainly focus on the aspect of process domain and not the
product domain. The main sector of advantage which is related to the context is that emphasis
is given to the process which mainly alters the overall working of the organisation and takes

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into consideration different aspect of functionality which is related to the context (Rosemann
& vom Brocke, 2015). Majorly the implementation phase in the process model can be
considered to be complex but the advantage which is seen in the sector after the implantation
phase gives it an added advantage. One most of the cases this architecture is taken into
consideration due to capacity of the architecture to take into consideration different aspect
which are related to the working of the organisation and altering the working which would be
beneficial in the sector of the internal as well as external working of the organisation.
Conclusion
The report mainly focus in the different aspects which are related to the concept of the
process architecture. It can be stated here that there are different types of advantage which
can be seen in the concept which would be altering the need of the organisation. The role of
the project manager in this context can also be very much less hectic as this architecture takes
into consideration all the internal working of the organisation. The main factor which should
be taken into consideration in the aspect is the implementation phase of the architecture due
to the factor that there are different types of complicity which can be seen and which has to
resolved by professional people who have earlier indulged into the concept.

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References
Alles, M., Brennan, G., Kogan, A., & Vasarhelyi, M. A. (2018). Continuous monitoring of
business process controls: A pilot implementation of a continuous auditing system at
Siemens. In Continuous Auditing: Theory and Application (pp. 219-246). Emerald
Publishing Limited.
Browning, T. R. (2014). Managing complex project process models with a process
architecture framework. International Journal of Project Management, 32(2), 229-
241.
Harmon, P. (2014). Business process change. Morgan Kaufmann.
Jeston, J., 2014. Business process management. Routledge.
Lapouchnian, A., Yu, E., & Sturm, A. (2015, October). Design dimensions for business
process architecture. In International Conference on Conceptual Modeling (pp. 276-
284). Springer, Cham.
Mohammadi, M., 2017. Combination of Modeling Techniques for Supporting Business
Process Architecture Layers. International Journal on Advanced Science,
Engineering and Information Technology, 7(3), pp.1038-1048.
Ouyang, C., Adams, M., ter Hofstede, A. H., & Yu, Y. (2018). Towards the design of a
scalable business process management system architecture in the cloud.
Pourmirza, S., Peters, S., Dijkman, R., & Grefen, P. (2017). A systematic literature review on
the architecture of business process management systems. Information Systems, 66,
43-58.

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Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process
management. In Handbook on business process management 1 (pp. 105-122).
Springer, Berlin, Heidelberg.
Tregear, R. (2015). Business process standardization. In Handbook on Business Process
Management 2 (pp. 421-441). Springer, Berlin, Heidelberg.