Summary
Business process pros need to engage their business colleagues throughout business process management (BPM) projects; flow diagrams alone are not good enough. By understanding and adopting the language underpinning different modeling perspectives, practitioners will enrich the organization's business language — providing a framework for better decision-making and increasing the velocity of change. This research report focuses on the pragmatic needs and language of process architects, process analysts, and business analysts; Part 1 explored the strategic language used by business process change agents, business architects, and process architects.
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