BPM2Modelling

Topic2.Businessprocessmodeling1.Businessprocessidentification2.Businessprocessmodelingessentials3.CASEtechnologiesforbusinessprocessmodelingBusinessprocessidentificationThebusinessprocess(BP)identificationanswersthequestionwhichbusinessprocessesarenecessarytomeettheneedsofcustomers.TherearetwoapproachestoaBPidentification:•Top-down•Bottom-upBusinessprocessidentificationTheprocessidentificationapproachesTop-downapproachStrategyOrganizationarchitectureBusinessprocessesCorecompetenciesBottom-upapproachSeparatebusinessprocessesidentificationProcessmodelcreatingOrganizationarchitectureanalyzingCorecompetenciesidentificationStrategydevelopmentBusinessprocessidentificationTop-downapproachtotheBPidentificationisbasedonstrategicplanningandcorecompetencydefining.Acorecompetencyisaspecificfactorthatabusinessconsidersasbeingcentraltothewayitworks.BusinessprocessidentificationAfterthecompany’scorecompetencyaredefined,itisusefultooverviewappropriatereferencemodelsofbusinessprocesses.Referencemodelisamodelofeffectivebusinessprocess,createdforthecompanyofaspecificindustry,practicallyimplementedandintendedforuseindeveloping/restructuringofbusinessprocessesofothercompanies.Areferenceprocessmodelgenerallydescribesbestpracticesinagivenindustry.BusinessprocessidentificationTop-downBPidentificationapproachBusinessprocessidentificationBusinessprocessesshouldbedecomposedaccordingtothesignificantsegmentationcriteria,suchas:•Customergroups/channels•Decision-makers•Salesprocesses•Ordersize•Geography•Variety•Deliverydeadlines•Typethevalue(Criticalvalue-addedelement)•CapacityManufacturingManufacturingBusinessprocessidentificationInordertoindentifyseparatebusinessprocesses,itisimportanttosettheirborders,thatisbasedonspecificresults(outputs),expectedbyclientsofaprocessBusinessgoalTaskExpectedresultBusinessprocessButProcessdefinitionismoreartthanscienceT.DavenportBusinessprocessidentificationDuringtheBPidentificationcomparisonswithbusinessprocessesofothercompaniescanbeuseful.BusinessprocessidentificationresultstheinclusionandintegrationofprocessesintheBPMSystemBusinessprocessmodelingessentialsModelisasimplifiedimaginationofamodelingobject,whichadequatelyreflectsit’sproperties,mostsignificantintermsofmodelingAbusinessprocessmodelisamoreorlessformalandmoreorlessdetaileddescriptionoftheallactivitieswithintheprocess,theirlinkagesinatimeframe,peopleanddocumentsinvolvedintheexecutionofabusinessprocess,therulesgoverningtheirexecutionandtheirattributes.MainBPmodelingcategoriesAttributeisaspecificationthatdefinesnecessary,essential,integralpropertyofanobject,elementBusinessprocessmodelingessentialsWhatbusinessprocessmodelingisusedfor:•Creatingoforganizationaldocumentation•Implementingofprocessapproachtomanagement•Continuousprocessesimprovement•ISOcertification•Benchmarking•Knowledgemanagement•CorporateITsystemimplementation•Workflowmanagement•Processsimulation(inordertofind“bottlenecks”)BusinessprocessmodelingessentialsProcessmanagementisconsideredtobeaholisticapproach.Holismmeansthatasystemcannotbeexplainedjustbyknowingofwhatcomponentsitiscomposedof;insteadasystemisdefinedbymeansofitsownbehaviorandthebehaviorofitscomponents.Itisnecessarytoidentifyallpartsofasysteminacompleteway;itisnotusefuljusttoconsiderafewcomponentsofasystemandneglectothers.Inprocessmanagementthesystemisembodiedbytheprocessitself.Itscomponentsareamongotherthings,activitiesthatareperformed,datathatareconsumedandproduced,agentsthatareinvolved,toolsthatareinvoked.Theprocessliterallyspokengluesallthesecomponentstogether.BusinessprocessmodelingessentialsSoBusinessprocessmodelingisaimedondefining:•Businessprocessborders(beginning,end)•Inputsandoutputs•Businessprocessstructure(Layers)•Objectsspecification•Processflow,objectlinkages•Rulesforchoosingprocessvariants•Businessprocessownerandexecutors,theirresponsibility•Information&Documentationwithintheprocess•Processgoals•Definitionofperformanceparameters(PerformanceIndicators)•Processperformancemeasurement/monitoringprocedure•StructureofreportsontheprocessBusinessprocessmodelingessentialsBusinessprocessmodelingprinciles:Reliability(semanticandsyntax)SignificanceofobjectsandrelationshipsinamodelIntelligibility(modelmustbeclearnotjustforanalysts,butalsoforexecutors)Comparability(commonmodelingrules)Systematicstructure(interfacesformodelsofdifferenttypesorlevelsmustexist)EfficiencyBusinessprocessmodelingessentialsOrganizationaldesignrulesshouldbesetbeforetheprocessmodelinganddescriptionExampleofastructureoftheAgreementonbusinessprocessmodelingIntroduction.1.GlossaryofTermsfortheproject.2.Modelingprojectdatabasestructure.3.Projectparticipantsrolesandareasofresponsibility.4.Modelsintheproject(modeltypes,syntax,modelingrules)BusinessprocessmodelingessentialsBusinessProcessManagement“threeCs”methodforcheckingtheprocess:•Correctness•Completeness•ConsistencyBusinessprocessmodelingessentialsWecanconsidercorrectnessfromatleasttwodifferentperspectives:(1)Fromaformalpointofview,correctnessisusuallymeanttobethecombinationofconsistencyandcompleteness