Overview
The architecture gives one language for processes across the company. It prevents duplicate names, unclear scope, and tool-driven maps. Each level adds detail without mixing roles, systems, or organization charts into the wrong layer.
Levels & decomposition (L0–L4)
L0–L1: Domain and end-to-end
- L0 (domain/value streams): e.g., “Acquire Customers,” “Deliver Products,” “Support Operations.”
- L1 (end-to-end processes): e.g., “Order-to-Cash,” “Procure-to-Pay,” “Record-to-Report.”
L2–L3: Sub-process and activities
- L2 groups steps across roles (e.g., “Credit & Terms,” “Fulfilment & Shipment”).
- L3 activities/tasks that a team performs with clear inputs/outputs.
L4: Work instructions
- Step-by-step instructions tied to systems and evidence. Used for training and audit.
Decomposition rules
- One purpose per node; avoid mixing goals across levels.
- Break only when a distinct outcome or owner changes.
- Do not assign systems or teams at L0–L1; add them at L3–L4.
- Keep counts practical (e.g., 6–12 items per level) to stay readable.
Naming & boundaries
Naming style
- Verb–Noun at L1–L3 (e.g., “Approve Credit,” “Post Invoice”).
- Avoid system or team names in process titles.
- Use the same name everywhere the process appears.
Boundaries
- Start: trigger event and inputs. End: output and customer.
- List exceptions but do not bury them inside the main path.
- Show handoffs; avoid loops that hide rework.
Building the map
1) Frame
Pick one L1 to start. Confirm scope with SIPOC. Set the glossary and owners.
2) Model
Draft L2–L3 in BPMN. Add lanes, gateways, events, inputs/outputs, and timing.
3) Validate
Check with front-line teams and logs from systems. Fix names, steps, and variants.
Linking to capability & value streams
Capabilities (what)
Map each L1/L2 to the capability it realizes. Capabilities guide strategy and funding.
Reference: capability-based planning (TOGAF). Guide (PDF)
Value streams (outcome paths)
Show how value flows to the customer. Link processes that support each stage. Combine with capability maps for portfolio choices.
Data & controls in the map
Data
- List the key data objects per step (order, invoice, case, meter read).
- Define sources, owners, and retention.
Controls
- Place controls where risk occurs. Keep evidence at that step.
- Test controls on a schedule; track issues to closure.
Quality references
- ISO 9001 process approach and documented information. ISO guidance
Governance & lifecycle
Own the map
- Assign an owner per L1 and editors per L2–L3.
- Set version rules and a change calendar.
- Retire duplicates; archive old versions.
Conformance & drift
- Use event logs to compare reality with the model. Process mining overview
- Run a monthly drift check and fix the root cause (training, system rule, or map).
Common patterns by function
Finance
- Procure-to-Pay, Order-to-Cash, Record-to-Report
- Controls: approvals, three-way match, close calendar
IT / Service
- Incident, Request, Change, Problem (ITIL)
- Controls: SoD, change windows, rollback
Operations
- Plan-to-Produce, Schedule-to-Deliver, Maintenance
- Measures: cycle time, yield, backlog health
90-day starter
Days 0–30
- Pick one L1. Build a SIPOC. Agree names and owners.
- Draft the L1 map; list L2 candidates.
Days 31–60
- Model L2–L3 in BPMN. Add data and controls.
- Validate with logs and front-line teams.
Days 61–90
- Publish the architecture and RACI.
- Install a monthly drift check and a change calendar.
References
- APQC Process Classification Framework — link
- OMG BPMN 2.0.2 specification — link
- ISO 9001 documented information (process approach) — link
- Capability-based planning (TOGAF) — link (PDF)
- Process mining overview (van der Aalst) — link
Create one clean process architecture. Use it to drive every change.
If you want a starter kit (L0–L4 template, naming rules, BPMN stencil), ask for a copy.