Business Process Modeling
and
BPMN Training
Topics
1) Business Process Modeling
1) An Introduction
2) Getting Started
2) BPMN Overview
1) Graphical Elements
2) Diagram views with BPMN
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Business Process Modeling
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Business Processes
A set of related tasks or activities which produce
a specific service or product for a customer or
group of customers
The field of Business Process Management (BPM)
attempts to optimize business processes
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What is a Business Process?
A collection of related, structured activities--a chain of events--that produce a specific service
or product for a particular customer or customers.
www.gao.gov/policy/itguide/glossary.htm
The complete response that a business makes to an event. A business process entails the
execution of a sequence of one or more process steps. It has a clearly defined deliverable or
outcome. ...
www.georgetown.edu/uis/ia/dw/GLOSSARY0816.html
A business process is a recipe for achieving a commercial result. Each business process has
inputs, method and outputs. The inputs are a pre-requisite that must be in place before the
method can be put into practice. When the method is applied to the inputs then certain
outputs will be created.
en.wikipedia.org/wiki/Business_process
What PEOPLE do to meet the needs and expectations of their
CUSTOMERS, whether they be internal or external consumers of
a product or service.
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A Brief History of Business Process
Early 1900’s: Early 90’s: Mid 90’s: 90’s & 00’s: Future Trends:
Breaking a job Reorganize the Our business Pull many of the Maturation of
into individual business and processes need previous modeling & workflow
tasks. business processes to be techniques into a tools into full process
to cut across completely comprehensive management
Fredrick Taylor, traditional corporate documented, framework systems.
Principles of silos and deliver on consistently focused on
Scientific customer value followed and quantitative Integration of
Management chain. regularly measures and business process
audited. process improvement and
Champy & Hammer, improvement. measurements into
Reengineering the ISO9000 corporate strategic
Corporation certification Six Sigma goals.
Additional emphasis
on the human side of
business change.
Mid 90’s: 90’s & 00’s: Integration of process
70’s & 80’s: Radical reengineering Application-centric management systems
Focus on quality is hard, maybe we workflow tools with business rules
management and statistical should focus on used to automate engines and
measures. (Total Quality incrementally business application
Management: TQM) improving our processes. Some development tools.
processes. include integrated
W. Edwards Deming, process modeling
Fourteen Points of Harrington, Business & metric reporting.
Management for Quality Process Improvement
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What is a Business Process Model?
Documentation of a business process using a
combination of text and graphical notation.
Depicts the Process that People employ to
provide value to their Customer with a strong
emphasis on how the work is done.
Defines a process as a specific ordering of work
activities across time and place with a beginning,
an end, and clearly defined inputs and outputs.
A component of the overall Business Architecture
that serves as a reference for Business Analysis
activities.
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Why Business Process Modeling?
(1) Align Operations with Business Strategy
Implementing a business strategy or a new business model requires changes in the operations and in how
people perform their work. This can be affected only by operationalizing the business changes to the actual
business processes, business rules and decisions that are made on a day to day basis by all the people in the
organization.
(2) Clear Communication of Processes and Procedures
One area that distinguishes successful businesses and teams is that they have a very clear idea of what they are
supposed to do, how they are supposed to do it and what is the exact role of every team member. Clear
communication of the operational processes is critical to facilitate a smooth functioning of a team.
(3) Control and Consistency
Organizations and companies that succeed are ones that ensure their business processes and rules are well
designed and that they are consistently applied the same way every single time. This process control and
consistency is key for success in organizations ranging from fast-food chains to hospitals to NASA Space Shuttle
operations.
(4) Operational Efficiencies
In today's business environment, every business and every manager wants to ensure that they are achieving the
best possible results with the resources available to them. There is no room for inefficiencies and wastage.
(5) Gain Competitive Advantage
All the benefits mentioned above lead to a significant competitive advantage for an organization that has
invested the time and effort to document, simulate and improve its business processes. A business that has
aligned its operations to its strategy, is agile, that has control over its processes, is running efficiently and has
well trained staff is indeed at the top of its game.
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Business Process Methodology – The Basics
The most basic approach consists of developing an As-Is
model and using it to build the desired To-Be model
Here are a few of examples…
Evaluate Develop the
Planning Perform Develop
the Current Future
And GAP Findings and
Environment Vision
Preparation Analysis Path Forward
(AS IS) (TO BE)
Streamline the Define
Organize for Understand the Streamline the Define Continually
Organize for Understand the Process Measurements Continually
Improvement Process (As-Is) Process Measurements Improve
Improvement Process (As-Is) (To-Be) and Controls Improve
(To-Be) and Controls
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Business Process Modeling – 3 Steps
Process Design & Mapping
Create a visual diagram representing
the flow.
Process Documentation
Capture the business rules, routing
rules and errors.
Process Analysis
Analyze and improve the process
using simulation.
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Step 1: Process Design & Mapping – Using BPMN
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Step 2: Process Documentation
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Step 3: Process Analysis and Simulation
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How to get started with Process Modeling?
Start with a Plan – What am I going to do?
Identify what tangible value (product or service) is being
produced that you need to understand
Start at the top of the value chain and work downward and work downward to
identify the People and Entities involved in the Process
Start at the bottom of the value chain and work upward and work upward to fully
understand the accomplishments of each step that lead to the desired results
Setup and complete Interviews of the People (or a fair
representation of large groups)
Interviews may also uncover new People or peripheral Processes that you had
previously not detected
Set a course and work methodically
Don’t set out to boil the ocean from the outset
Work in a progression that makes sense to you and/or your project
End with a Plan – what am I going to do now?
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Start Simple
Even when a “basic” BPM
format is used, if the
information from this example
is included, it is likely a
successful format!
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Process Modeling Layers
Vision & Strategy
Start at the Top, and work Down! Subscripti
Subscription Customer on
Ad Sales
Marketing Care Maintenan
ce
Enterprise Value Chain Layer
The highest level describing the overall
Identify Build Ad Process New
functions of the organization Prospects Partners Subscriptions
Great for management “overview” for Acquire New Process
everyone, too vague for much use Customers Renewals
Enterprise Processes Layer Customers
Partners
Secure
Consumer
Website
Delivery
HMC, Banker
Customer
receives
Documents
receives Docs Notification
Signed Docs
Returned
Doc Prep Process
Describes the major processes within a part Delivery &
Fulfillment
Electronic
Doc Delivery
Document
Fulfillment
Docs Folllow
Up Queue
Audit/Review
Docs
(Barcode or
Input)
Doc Review
Queue
Docs OK?
of the value chain and how they relate to
Yes No
Presentations
Timer
Final Generate No Docs
E-Close? Deliver Docs
each other
Validation Docs Received
Process
Manager Yes Funding Doc Redraw
Work States Process Process
Electronic
Closing
Process
Note Doc Redraw reasons
Change Document/ Loan Account Electronic so we can identify root
Analysis Disclosure Number Document causes for minimizing future
Ideal for understanding overall Business
Internal Data redraws
Engine System Servicing Sys Delivery
Systems
3rd Party
Services
Architecture, Strategy and Goals/Vision but
too broad for requirements
Print Procedures
1. Open MS Word
2. Open the document
3. Select File | Print
4. Select a printer
5. Press the OK button
Business Processes & Tasks
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Process Modeling Layers
Vision & Strategy
Subscripti
Subscription Customer on
Ad Sales
Marketing Care Maintenan
ce
Start at the Bottom, and work Up! Identify
Prospects
Build Ad
Partners
Process New
Subscriptions
Acquire New Process
Business Processes/Activities Customers Renewals
Layer Secure
Describes the main activities, decisions and
Customer
Consumer Signed Docs Doc Prep Process
receives
Customers Website Returned
Documents
Delivery
HMC, Banker
variations with a process
Partners receives Docs Notification
Audit/Review
Electronic Document Docs Folllow Docs Doc Review
Delivery & Docs OK?
Fulfillment Doc Delivery Fulfillment Up Queue (Barcode or Queue
Input)
Critical to defining areas of improvement, Presentations
Yes No
feature statements and Use Cases but too
Timer
Final Generate No Docs
E-Close? Deliver Docs
Validation Docs Received
Process
Manager Yes Funding Doc Redraw
Work States Process Process
Electronic
detailed for strategic planning and too open
Closing
Process
Note Doc Redraw reasons
Change Document/ Loan Account Electronic so we can identify root
Analysis Disclosure Number Document causes for minimizing future
Internal Data redraws
Engine System Servicing Sys Delivery
Systems
to interpretation for requirements steps 3rd Party
Services
Procedural/Tasks Layer Print Procedures
1. Open MS Word
Describes the detailed steps done to 2.
3.
Open the document
Select File | Print
complete an activity (can be many layers 4.
5.
Select a printer
Press the OK button
deep)
Necessary for detailed Use Case Steps,
Business Rules, Validation Criteria, etc. but Business Processes & Tasks
loses the attention of management at
Strategic level
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Conduct Interviews
Schedule enough time to ask questions about what a
Person does but to also watch them perform their
duties for a period of time
Document everything that is said and pay special
attention to the specific order of events, pre-requisites,
inputs and outputs, constraints, things that work well vs.
things that need improvement
Ask Questions and begin Analyzing on the spot
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Analyze!
The deliverable of a Business Analyst conducting
Business Process Modeling is rarely to document
the “status quo” process. Do something with
the knowledge, you may be the only person in
an organization with both the big picture and
details!
Analyze the process and INVENT ways to
improve or modify the process with a new or
modified ‘system’ (not always a computerized
system!)… even during the interview!
What did the People like that should continue?
What did the People dislike that could be fixed?
Where was the Process inefficient or constrained in a way that could
be improved?
Were any opportunities to automate repetitive functions identified?
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BPMN –
Business Process Modeling Notation
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BPMN
Business Process Modeling Notation (BPMN)
Defines a standard way of representing business processes in
Business Process Mapping
Goals:
Standard graphical notation
Intuitive and understandable
Bridge the gap between business analysts and developers
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Graphical Elements
Purpose:
Symbolic
Instant recognition
Differentiate
Four categories:
Flow Objects
Connecting Objects
Swimlanes
Artifacts
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Flow Objects
These are the core elements of a BPD.
Three types:
Event
Activity
Gateway
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Flow Objects - Event
What is an event?
Represented by a circle.
Three different types:
Start Event:
Intermediate Event:
End Event:
Can have a trigger or a result.
Used to start, interrupt or end a flow.
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Flow Objects - Activity
What is an activity?
Represented by a rounded edge rectangle.
Two different types:
Task:
Sub-Process:
Sub-Process can be included by other processes.
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Flow Objects - Gateway
What is a gateway?
Helps diverge or converge the sequence flow.
Represented by a diamond.
Branching.
Forking.
Merging.
Joining of paths.
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Connecting Objects
Helps connect the flow objects.
Three types:
Sequence Flow
Depicts the order of execution of the flow objects.
Message Flow
Depicts the flow of messages between two process participants.
Associations
Associates data, text and artifacts with flow objects.
Used to show inputs and outputs of activities.
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Swim Lanes
Illustrates different functional capabilities or responsibilities.
Two types:
Pool: Lanes:
NameName
Name
Name
Depicts different business
entities/participants. Depicts closely related but
Sequence flow cannot cross distinct participants.
the boundary of the pool. Sequence flow can cross over
Message flow used for lane boundary.
communication with another Message flow cannot be used
pool. between two lanes.
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Artifacts
Help specify details.
Do not alter sequence flow.
Three pre-defined types are:
Data Objects
Show how data is required or produced by activities.
Group
Grouping for better analysis/documention.
Annotations
Annotation provides extra information.
Analogous to comments.
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Internal Markers
Additional details can be
added to core elements.
Adds higher level of
precision to the model.
Example of internal
markers to the events.
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Views of BPMN
Internal business processes
Focus on the point of view of a single business organization.
Defines activities that are not visible to the public
Can be developed in parallel with other business elements
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Views of BPMN
Collaborative B2B Processes
Interaction between two or more business entities only
Defines interactions that are public for each participant
Shows less internal detail of the entities
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Sub-Processes
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BPM Best Practices
Ensure a high-level Champion or Steering Group is formed to
provide executive sponsorship and definition of goals in a large
process-modeling exercise.
Start small, demonstrate success and build on the success. Start
with a narrow scope before trying to choreograph an entire
enterprise business process model.
Ensure business persons’ expectations are set appropriately at the
outset; otherwise they will assume that this project is “just like all
of the other projects that came before” and produced few tangible
results. Make sure you deliver on those expectations!
To be successful, BPM must be a way of thinking of the enterprise
and building a process into the overall business architecture
rather just a way of documenting steps in a process that appears
to be independent of the business.
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BPM Best Practices (continued)
Build Re-Usable Process Components when
possible
Business Objects/Entities
Customer (Name, Address, E-Mail address, Phone Number)
Customer Report (Name, Date Added, Last Sale Date, Credit Rating)
Loan (Loan Name, Loan Type, Interest Rate)
Interfaces and Systems
System Notation, Name, Description
Interface Name, Description, Purpose, Input/Output formats, etc.
Processes and Activities
Retrieve Customer Data
Update Address
Organizational Structure descriptions
Department/Division Name, Description, etc.
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Other Resources
BPMN.org – Standards Body
Introduction to BPMN – White Paper
http://www.bpmn.org/Documents/Introduction_to_BPMN.pdf
BPMN Fundamentals
http://www.bpmn.org/Documents/BPMN_Fundamentals.pdf
Another Tutorial
http://www.bpmn.org/Documents/OMG_BPMN_Tutorial.pdf
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Thank You!
Please also visit:
www.AccuProcess.com
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