WHAT IS DOMP 4.0?

Part 1

The history of DOMP.

My first book published by Editora Atlas was called REENGINEERING IN PRACTICE, from 1994. It was where I first introduced the DOMP Methodology. The book was a success, selling over 4,000 copies of the 1st edition and was reprinted, updated, under the name Manual of Organization. I later learned from friends that there were companies that even bought it in large quantities for their business consultants to learn about processes.

It was in the book REENGINEERING IN PRACTICE that I first explained about the DOMP Methodology through a set of forms that facilitated the work of documenting business processes.

Since my first book, I have always been concerned with teaching how to practice what I was writing; that is, always, in all my books, there are guides on how to do it, forms to help do it, and above all, my contact information to resolve any questions about the methodology and the tools.

The DOMP Methodology of 1994 was DOMP 1.0

Since 1994, the Methodology has undergone numerous updates, many of which are incremental improvements, and few are radical.

For example, there were improvements required by the Petrobras project. In 2013, the DOMP™ Methodology was chosen by PETROBRAS to map, improve, redeploy, and manage the three major macro processes of logistics within the organization: Warehousing, Transportation of People, and Transportation of Materials. A total of 35 employees from the operational bases in Macaé, Vitória, and the new and very modern, at the time, Warehouse of Rio were trained in the DOMP™ Methodology.

An example of an update prompted by the customer's need? Until that moment, the DOMP Methodology had no input, no field, or set of fields to calculate and reorganize the transportation logistics of people between the UMs (Maritime Units), which is what the offshore platforms are called. So, the process identification form received the fields so that it could calculate and redo the transportation logistics for people.

These adjustments, whether small or large, have always existed, as the DOMP is an open methodology, always willing to accommodate suggestions and the specific needs of one client or another.

In 2015, I published a book called Manual for Business Process Management, also by Editora Atlas. It became a large and expensive book, with almost 400 pages. Today, it is only found in used bookstores and some virtual bookstores. In this book, which some of my readers refer to as the bible of processes, there is an extensive chapter, the 1st, where I wrote 103 questions and answers about the business process universe. To this day, I do not know of any other similar approach.

Today the DOMP Methodology is at version 3.0!

The time has come to change again, to change in order to meet the needs of current times. It is time for a breakthrough, that is, it is time for a radical change.

The change

The DOMP Methodology will be at version 4.0 from the moment these changes begin to happen!

But what is going to happen to the DOMP Methodology now?

The foundation of the DOMP Methodology will remain the same, all existing forms will remain; some will be updated based on recent projects, and some new ones will be developed, also based on projects developed in the last four years.

The great change will come from the integration of the DOMP Methodology with AI. It won't be an easy, quick, and painless job, at least for my back, working on the computers (I have three), even though I'm sitting in a comfortable gaming chair, but it's been very interesting and rewarding. And, I must say, extremely rich in acquired knowledge.

Studying AI more in-depth since the beginning of the year, I developed several theorems on the use of AI in the DOMP Methodology. Then I conjectured how I could merge DOMP and AI to automate not only the filling of forms but also the analyses derived from the collected data. So, working with three distinct, paid AIs, as well as two integrated into app suites, I began the work.

The first set of forms to undergo updates will be the analysis and modeling of business processes. After that, the other sets will also be updated.

The initial research

I didn't want to start something without being sure of the usefulness of the work that lay ahead, as I knew it would be long and exhausting.

That's why I did a series of research with the AIs, whose main theme was always to seek answers to the following question:

It can be considered an axiom that: a project for analysis, modeling, and organization of business processes based on a methodology, such as the DOMP Methodology (Documentation, Organization, and Improvement of Processes), for example, is more suitable and easier to use generative AI, or would it be easier when there is no methodology at all?

The responses from the three AIs, with slight variations, were:

In a project of analysis, modeling, and organization of business processes, it is easier and more effective to use generative AI when there is a methodology, such as the DOMP Methodology.

Here are the main reasons:

1. A clear structure guides the AI.

2. It facilitates validation and refinement.

3. It reduces ambiguities.

4. It improves human-AI collaboration.

When there is no methodology...

• AI can even help create an initial structure by suggesting steps or best practices.

• But there is a greater risk of misaligned, inconsistent responses, or skipping important steps.

To summarize:

Having a methodology like DOMP facilitates and enhances the use of generative AI in business process projects. AI becomes a powerful tool within a methodological framework, not a substitute for it.

In the next article, I will write about how the work of analyzing the forms, in light of the integration with the AIs, is being carried out.