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[[Image:Sample_HPM_Process_Diagram.png|thumb|300px|right|HPM Process Diagram]]
'''Harbarian Process Modeling (HPM)''' is a method of eliciting process information and visually documenting an organization’s internal processes in an effective and simplistic manner. This method provides a high-level overview of
* 1. Process diagrams: High-level overviews of specific processes or workflows.
* 2. Systems diagrams: Mapping how each process is correlated, as well as various inputs, outputs, goals, feedback loops, and external factors.
==HPM Parts==▼
The final output of the HPM method is the formalized master documentation of an organization's or branch's workflows and processes. This collection is divided into specific '''process series''', each for a specific group or team. Each process series is divided into the team's major workflows which are individually documented into HPM process diagrams. Each process series also includes an '''HPM systems diagram''' which shows the relationships and connections between the various processes, inputs, outputs, feedback loops, external environment, and system goals.▼
==HPM Method Purpose==
The primary purpose of the HPM method is to
==Business Psychology Concepts==▼
▲The final output of the HPM method is the formalized master documentation of an organization's or branch's workflows and processes. This collection is divided into specific '''process series''', each for a specific group or team. Each process series is divided into the team's major workflows which are individually documented into HPM process diagrams. Each process series also includes an '''HPM systems diagram''' which shows the relationships and connections between the various processes, inputs, outputs, feedback loops, external environment, and system goals.
The HPM method utilizes four core concepts derived from Business Psychology: (a) flowcharts, (b) brainstorming, (c) Appreciative Inquiry (AI), and (d) systems thinking.▼
===Flowcharts===▼
Flowcharts are “easy-to-understand diagrams that show how the steps of a process fit together”.<ref>(Mind Tools, 2016a)</ref> They provide a visual reference to stakeholders so that steps can clearly be followed in a chronological order. Flowcharts are “used commonly with non-technical audiences and are good for gaining both alignment with what the process is and context for a solution”.<ref>(International Institute of Business Analysis [IIBA], 2015, p. 320)</ref> ▼
This neuroscience tool was incorporated into the HPM method for its numerous applications: (a) defining a process, (b) standardizing a process, (c) communicating a process, (d) identifying bottlenecks or waste in a process, (e) solving a problem, and (f) improving a process.<ref>(Mind Tools, 2016a)</ref> Flowcharts provide a useful and straightforward visual reference for all members of an organization. Utilizing flowcharts offers increased process transparency and decreased ambiguity, often resulting in an increase to overall workplace efficiency.▼
===Brainstorming===▼
Brainstorming is an effective neuroscience tool that can be used with groups to generate ideas that draw on the experience and strengths of all stakeholders. This tool was incorporated into the HPM method for its potential to provide teams with the opportunity to “open up possibilities and break down incorrect assumptions about the problem's limits” (Mind Tools, 2016b). Additionally, studies have shown that groups that engage in brainstorming “can be cognitively stimulated as a result of exposure to the ideas of others”.<ref>(Dugosh, Paulus, Roland, & Yang, 2000)</ref> This implies there is a synergistic relationship among stakeholders’ individual strengths and the ideas generated throughout a brainstorming session.▼
===Appreciative inquiry and the 4-D cycle===▼
AI is based on recognizing a “positive core” by appreciating the qualities and strengths of the people who make up an organization.<ref>Cooperrider and Whitney (2001)</ref> assert that “human systems grow in the direction of what they persistently ask questions about and this propensity is strongest and most sustainable when the means and ends of inquiry are positively correlated” (pp. 3–4). This implies that asking positive and optimistic questions will likely guide a group or organization towards a positive, optimistic future.▼
AI involves four key stages, known as the 4-D cycle: (1) discovery, (2) dream, (3) design, and (4) destiny.<ref>(Cooperrider & Whitney, 2001)</ref> Each stage engages stakeholders in appreciating their organization, constructing a holistic appreciation for the people they work with, and creating a “positive core” that allows the organization to change and grow.▼
AI was incorporated into the HPM method for its promotion of positive perspectives to stakeholders.,<ref>Cooperrider and Srivastva (1987)</ref> the creators of AI, assert that AI focuses on the positive philosophy behind the approach rather than viewing AI solely as a problem-solving technique. AI-based questions can be used to elicit constructive ideas and solutions from stakeholders throughout the elicitation portion of the project.▼
===Systems thinking===▼
Systems thinking is a theory that provides stakeholders with an “understanding [of] how the people, processes, and technology within an organization interact allow[ing] business analysts to understand the enterprise from a holistic point of view”.<ref>(IIBA, 2015, p. 191)</ref> While traditional forms of analysis look at specific parts of a system, systems thinking looks at the “big picture,” focusing on the interactions between parts including dependencies and synergistic relationships.<ref>(Aronson, 1996)</ref>▼
While there are many approaches and models of systems thinking,<ref>Katz and Kahn (1978)</ref> provide an open system model that analyzes a system by its (a) inputs, (b) throughputs or transformations, (c) outputs, (d) feedback, and (e) environment. This model has been adapted for use in analyzing each of the organizational teams as a system through their (a) inputs, (b) transformations, (c) outputs, (d) feedback loops, (e) goals, and (f) environment.▼
==HPM Implementation==
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===Final Documentation===
At this point, all relevant information has been elicited from the organizational teams and is ready to be documented. First, HPM process diagrams should be updated to reflect feedback and insights from stakeholders. Second, the collective HPM process diagrams of each team are reviewed and analyzed. Systems thinking is then applied to identify a “deeper understanding of the linkages, relationships, interactions and behaviours among the elements that characterize the entire system”.<ref>(World Health Organization, 2009, p. 33)</ref>
▲==Business Psychology Concepts==
▲The HPM method utilizes four core concepts derived from Business Psychology: (a) [[flowcharts]], (b) [[brainstorming]], (c) [[Appreciative Inquiry]] (AI), and (d) [[systems thinking]].
▲===Flowcharts===
▲ [[Flowcharts]] are “easy-to-understand diagrams that show how the steps of a process fit together”.<ref>(Mind Tools, 2016a)</ref> They provide a visual reference to stakeholders so that steps can clearly be followed in a chronological order. Flowcharts are “used commonly with non-technical audiences and are good for gaining both alignment with what the process is and context for a solution”.<ref>(International Institute of Business Analysis [IIBA], 2015, p. 320)</ref>
▲ This neuroscience tool was incorporated into the HPM method for its numerous applications: (a) defining a process, (b) standardizing a process, (c) communicating a process, (d) identifying bottlenecks or waste in a process, (e) solving a problem, and (f) improving a process.<ref>(Mind Tools, 2016a)</ref> Flowcharts provide a useful and straightforward visual reference for all members of an organization. Utilizing flowcharts offers increased process transparency and decreased ambiguity, often resulting in an increase to overall workplace efficiency.
▲===Brainstorming===
▲[[Brainstorming]] is an effective neuroscience tool that can be used with groups to generate ideas that draw on the experience and strengths of all stakeholders. This tool was incorporated into the HPM method for its potential to provide teams with the opportunity to “open up possibilities and break down incorrect assumptions about the problem's limits” (Mind Tools, 2016b). Additionally, studies have shown that groups that engage in brainstorming “can be cognitively stimulated as a result of exposure to the ideas of others”.<ref>(Dugosh, Paulus, Roland, & Yang, 2000)</ref> This implies there is a synergistic relationship among stakeholders’ individual strengths and the ideas generated throughout a brainstorming session.
▲===Appreciative inquiry and the 4-D cycle===
▲[[Appreciative Inquiry]] (AI) is based on recognizing a “positive core” by appreciating the qualities and strengths of the people who make up an organization.<ref>Cooperrider and Whitney (2001)</ref> assert that “human systems grow in the direction of what they persistently ask questions about and this propensity is strongest and most sustainable when the means and ends of inquiry are positively correlated” (pp. 3–4). This implies that asking positive and optimistic questions will likely guide a group or organization towards a positive, optimistic future.
▲AI involves four key stages, known as the 4-D cycle: (1) discovery, (2) dream, (3) design, and (4) destiny.<ref>(Cooperrider & Whitney, 2001)</ref> Each stage engages stakeholders in appreciating their organization, constructing a holistic appreciation for the people they work with, and creating a “positive core” that allows the organization to change and grow.
▲AI was incorporated into the HPM method for its promotion of positive perspectives to stakeholders.,<ref>Cooperrider and Srivastva (1987)</ref> the creators of AI, assert that AI focuses on the positive philosophy behind the approach rather than viewing AI solely as a problem-solving technique. AI-based questions can be used to elicit constructive ideas and solutions from stakeholders throughout the elicitation portion of the project.
▲===Systems thinking===
▲[[Systems thinking]] is a theory that provides stakeholders with an “understanding [of] how the people, processes, and technology within an organization interact allow[ing] business analysts to understand the enterprise from a holistic point of view”.<ref>(IIBA, 2015, p. 191)</ref> While traditional forms of analysis look at specific parts of a system, systems thinking looks at the “big picture,” focusing on the interactions between parts including dependencies and synergistic relationships.<ref>(Aronson, 1996)</ref>
▲ While there are many approaches and models of systems thinking,<ref>Katz and Kahn (1978)</ref> provide an [[open system
==References==
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