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Buiness Process Modelling

The document discusses business process modelling and mapping. It defines business process modelling and explains the different types of process models. It then focuses on process mapping, explaining what it is, why and when it is used, and how to produce a process map. The document also provides an introduction to BPMN, defining what BPMN is and explaining its development drivers.

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David Craven
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170 views27 pages

Buiness Process Modelling

The document discusses business process modelling and mapping. It defines business process modelling and explains the different types of process models. It then focuses on process mapping, explaining what it is, why and when it is used, and how to produce a process map. The document also provides an introduction to BPMN, defining what BPMN is and explaining its development drivers.

Uploaded by

David Craven
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Business Process Modelling

BCO2001

Week 3

Afrooz Purarjomand

© Afrooz Purarjomandlangrudi
Objective
•  This unit of study examines the how Organisations
(People), Processes (Tasks), and Technology
(Information Systems) integrate with each other to
deliver value.
•  Value can be in the form of a Product or a Service.

Organisation

Procesess Technology
Organisational Structures
•  Organisations group their Employees into
different Operational (Functional) units.
•  The manner in which employees are grouped is
determined by an Organisations structure.
•  Benefits
•  Management Control
•  Centralised Expertise
•  Division of labor / specialization – less complex
to manage
Purchasing

Operations
Organisation

Warehouse

Sales & Marketing

Research & Development

Finance & Accounting

Human Resources
•  Functional Areas within an

Information Technology
Organisational Structures
Major Business Processes

•  Procurement (Acquiring raw materials)


•  Production (Manufacturing)
•  Fulfillment (Sales)
Functions / Process
Integration

§ Major processes are cross-functional


§ Efficiency comes from functional coordination
Cross Functional Processes

•  The activities (tasks) within a process may


span across multiple functional groups.
•  No single group is responsible for a
processes execution.
•  Success relies on each functional group
completing their tasks efficiently.
Types of Business Processes

●  Predefined
●  Non-predefined
●  Emergent
Predefined and Non-Predefined Processes
Predefined
● 

- Activities (tasks) and their sequence precisely defined


- Dataflow diagrams (DFDs) often used to model them
- Flow charts (if you're a business person)

Non-Predefined
● 

- Activities precisely defined


- Sequence of activities not known and dependent on
result of previous activity
Predefined & Non-predefined
Process Step Step Outp
Trigger
1 2 ut

Pre-Defined
Process

Task 1 Task 2

Task 4 Task 3

Non Pre-Defined
Process
Emergent Process
●  Emergent
●  The process “emerges” as we work
●  Don't know tasks
●  Much trial and error
Characteristics of Emergent Processes
• The process “emerges” as we work
• Not all tasks are known
Process goal itself may change
● 

Opportunistic as they evaluate current


● 

situation and may initiate new tasks if new


opportunities are identified
• Much trial and error
• Difficult to model!
Business Process Re-engineering
●  Philosophy of BPR:
●  Firms consist of business processes, not functional
departments
●  Re-think the process
●  Additions, modifications and eliminations
●  Eliminate those tasks that are not customer
focused
●  Automate wherever possible
●  Participants report to a process manager
Traditional Procurement Process in Texas
Instruments
New Procurement Process in Texas Instruments

Less people; Fewer errors; Faster; Less expensive


More …
●  What BPR is Not?
●  BPR is not automation as is
●  BPR is not managing complexity but reducing it
●  BPR is not down-sizing; it is doing more with less
means, effort and people (right-sizing?)

●  Is BPR all Good?


●  BPR also has many problems (it is political)
●  It is extremely resisted by most personnel
●  BPR is just one type of business process
transformation
Views on Business Processes
Dominant View of Business Processes
●  “A collection of interrelated work tasks,
initiated in response to an event, that achieves
a specific result for the customer of the
process”
●  This view uses a machine metaphor. It is
assumed that the process, and those people
involved, act like a machine
●  It is the most common view of a business
process
●  Nearly most of modelling tools adopt this
metaphor
Other Views
●  BP as Social Construct
●  Assumes that there is a social contract
between employees, supervisors, customers
and other stakeholders
●  Any work conducted is influenced by this
contract
●  A business process could therefore be
viewed as a social construct
●  Soft Systems Methodology, which uses Rich
Pictures, uses this metaphor
Which View to Use?
●  There are other views (metaphors) that could be used to
understand a business process
●  Which to use??
●  Nearly all systems development methodologies assume
a machine metaphor for a business process
●  Therefore most modelling tools used by developers
adopt this metaphor
●  It totally ignores social, managerial and other issues
●  You should at least be aware of other metaphors and
tools
What is business process modelling?
Business process modelling is a means of
representing the steps, participants and decision logic
in business processes.
There are three main types of process models:
1.  Descrip8ve models: wri<en explana8ons of the
processes
2.  Ac8ve models: a working model that represents the
processes (eg. computer simula8ons)
3.  Diagramma8cal models: a diagram that shows the
processes and the rela8onships between them (eg.
process maps and flowcharts.)

This guide will focus on process maps.


What is process mapping?
•  Process mapping is a technique of
diagrammatical modelling.
•  The diagram represents a series of
processes and how they are related.
•  Process mapping provides a
representation of who does what and in
what order.
Why and when is process mapping used?
Process mapping helps to clarify the steps
involved in a particular process.

It is used for:
•  understanding the current processes
•  clarifying responsibilities
•  identifying process inefficiencies
•  designing new procedures
•  training
How to produce a process map
•  Consult with the experts. These are the people managing and working
with the process.
•  Iden8fy the boundaries. Where does the process begin? where does it
end?
•  Iden8fy the par8cipants. What roles are involved in the processes?
•  Hand draw the process in front of the expert, geMng then to confirm the
steps.
•  Iden8fy the steps. What is done first? What is done next? By who?
•  Iden8fy the decision points. What are the alterna8ves? What determines
which alterna8ve is chosen?
•  Draw an ini8al process flow. Draw and label the swim lanes (will discuss
later) using standard symbols.
•  Check for completeness. Are all par8cipants represented?
Are all processes shown? Are there any alterna8ves that
have not been considered? Refine and finalise.
•  Review with the experts to ensure completeness.
Introduction to BPMN
What is BPMN?
•  BPMN is flow-chart based notation for defining Business
Processes

•  BPMN is an agreement between multiple modeling tools


vendors, who had their own notations, to use a single notation
for the benefit of end-user understand and training
•  BPMN provides a mechanism to generate an executable
Business Process (BPEL) from the business level notation
Ø  A Business Process developed by a business analyst can
be directly applied to a BPM engine instead of going through
human interpretations and translations into other languages
BPMN Development Drivers
•  Must be acceptable and usable by the business community
•  Must be able to generate executable processes through a BPMN
Model (a combination of graphical elements and supporting
information (attributes))
•  Although executable processes triggered the development of
BPMN, it was expected that BPMN would be used for more
general business purposes
•  BPM is intended to be Methodology Agnostic (not tied to a particular
way of thinking)
•  Methodologies will give guidance as to the purpose and level of
detail for modeling
•  BPMN is as complex as it needs to be. Just use what you
need…

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