Paul Harmon comes in to provide much simpler, quicker, less expensive yet equally beneficial ways of improving the performance of one’s business. Paul picks up from Rummler and Brache who introduced a very straight forward modeling approach (Harmon, 2003). They named this approach Process Mapping.
The Process Mapping model was further developed to form the Unified Language Modeling and later into the Business Process Modeling Notation. Paul argues that these models involve the use of extra work and he tries to simplify them while at the same time ensuring that the end results will be equally worth it. He starts by saying that any business that wants to carry out a business process modeling needs to identify its current position, reasons for the remodeling as well as what it wants to achieve at the end of the process.
In his book Business Process Change, Paul picks up on the Unified Modeling Language to describe and uses it to describe various business processes that may need remodeling if a business is to improve its efficiency. Here, Paul identifies different levels of business process from external processes, top-level processes down to the junior-level processes where roles have been assigned to various junior officers in the company. He says that it is important for every business level to be remodeled if the company wants the best results from the whole business modeling process (Harmon, 2003).
Paul Harmon brings out various business modeling diagrams that are essential for a business to have. He introduces that ‘is diagrams’ which reflect the company’s current position, the ‘could diagrams’ which indicate the company’s targets and that ‘should diagrams’ which are a must attain target for the company. He recognizes the need for a business to integrate human activities and information technology (IT) activities in the modeling process for best results.