Want to know how it’s done?

The Business Analysis technique for today’s post is “business process model”.

A business process model is a representation of how a business task is completed. The previously discussed ‘as is process analysis’ can be completed with the help of a ‘as is business process model’.

A business process model is constructed to aid thorough analysis and to encourage stakeholder engagement. A business process model is usually some sort of visual representation of all of the steps that must be completed to accomplish a task or goal. Steps can be manual or systematic. Inputs and outputs are also included.

Fact: algorithm is a difficult sounding term used to describe a set of detailed instructions for accomplishing a task. Thus, a business process model is a type of algorithm.

Here’s a cute example of a business process model.

Algorithm showing how cars are counted as the enter a parking garage.
Car Park Algorithm

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The Robinson Method: 4 questions I ask myself before I make a choice

It’s been several years now since I identified the four questions I ask myself before I make a choice. I call this process the Robinson Method (patent pending 🙂 ). [For those of you who want to correct me by saying, Wait, thought methods can’t be patented- yes, I know that thought methods cannot be patented. That was a joke. Now I’ve had to explain it to you. Now it’s not funny anymore. You’ve ruined my joke. What kind of person are you to go around ruining other people’s jokes?]

I’ve always asked myself these questions, but I didn’t realize the process was so well defined in my brain until I described it to a friend of mine. (Sometimes I even draw diagrams. Nerd.) I always knew that highly technical techniques could be used for more intimate purposes, but it didn’t really dawn on me that I had been doing …

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Indecision can be a business killer, part 4

Now, Blink: The Power of Thinking Without Thinking. In direct contrast to the previous books, Malcolm Gladwell dedicates Blink to our brain’s ability to make judgments in the blink of an eye, resulting in delightfully and surprisingly accurate decisions that we struggle to explain. He explains that this is possible when we draw a conclusion based on narrow “slices” of experience.

Gladwell says snap judgments are most accurate when two things are present: experience and expertise. We must train our intuition.

For example, a firefighter who has fought hundreds of fires can make a snap decision to leave a burning building seconds before it collapses because he’s been in similar situations many times before. Without being conscious of it, his brain is instantly detecting a pattern based on previous experiences.

Gladwell acknowledges that while snap judgments can be accurate, they can go horribly wrong, especially when we’re under stress.…

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