Read the following excerpt and discuss whether you agree or disagree with the writer’s assessment.

A common business process mistake is; starting at a detailed level, with no model context, architecture or scope. As planners and BPM experts find themselves over-relying on technical solutions, they often encounter a related problem: kicking off a process discovery effort at the lowest level of detail. “They end up having thousands of [process-modeling] boxes”—but with no context about what fits where, Burlton says.  He recommends instead developing a process architecture to provide a working framework. “With a process architecture, each process is quite well defined in terms of scope, addressing questions such as: Where does it start? When does it stop? When does another one pick up? What are the boundaries of all the processes?” he says. “If you start at the bottom, you end up connecting all of the dots all over the place, and they don’t line up to business strategy.” Ultimately, adhering to a process architecture helps navigate the political minefields that BPM proponents will encounter. “Nobody wants to offend somebody else by changing process,” Burlton says. “If you’ve got a good process architecture, you should be able to say: ‘Some of these are more value-added than others, and if they’re working great, then it’s really going to help the company a lot. The other ones, it doesn’t matter that much. It’s okay as long as we’re getting by.'”

Reference: Burlton, R. T. (2001). Business process management: Profiting from process. Indianapolis, IN: SAMS Publishing.