1. IS 788 4.11 After the strategy, the real work ;-)  After determining organizational value chains, after modeling the organizational architecture, after consideration of resources, competitors, and other market factors  Candidate processes for design (new) or reengineering or improvement are chosen

2. IS 788 4.12 Modeling an AS-IS process is the first step to reengineering  Any model is a conceptual representation of the elements (objects) of an area of interest and their relationships  Any model is necessarily selective stressing some aspects of the thing modeled and ignoring others  Business process modeling as currently practiced is largely graphical

3. IS 788 4.13 BPMN: UML lite and more  The graphical notation in the text is BPMN- based (business process modeling notation)  BPMN emerged from feedback from the field – designed by a vendor consortium  UML (1 or 2) is, in the opinion of many consultants, too complex for non-IT personnel. (The teaching of UML to non- technical personnel for the modeling of organizations was extensively tried several years ago and found lacking.)

4. IS 788 4.14 A core requirement for a modeling “grammar” is:  Constructs and relationships inherently close to the domain  This is especially true for executives and many business domain experts who tend to be concrete (as opposed to abstract) thinkers.  BPMN is “UML simplified and moved closer to the business domain.” Less general, more comprehensible.

5. IS 788 4.15 BPMN alternatives (subsequent classes):  The field is still new and there are many modeling notations in common use: Many software products use proprietary notations (though BPMN is rapidly displacing them). BPMN is strongest in the US. SPRINT is a very well thought out complete methodology (UK) with its own notation. Germany and northern Europe are partial to subsets of UML-2.0. (Why do we care what happens outside the US?)

6. IS 788 4.16 The Basic structure of ANY Process Diagram

7. IS 788 4.17 BPMN at a glance Swimlanes Activity (note that Order Process spans departments)

8. IS 788 4.18 Note the similarity to organizational models  Process models, like IT models and organizational models, occur at different levels of detail  Level of detail depends on the audience with whom you are communicating.

9. IS 788 4.19

10. 10 Drilling down to the activity level

11. IS 788 4.111 Models = entities and relationships  Entities: Objects & Events (square corner boxes) Activities & subprocesses(rounded corner boxes) Swimlanes (internal and external functional areas)  Relationships Flows (labeled arrows) Conditional branches (business rules)

12. IS 788 4.112 Business rules = conditional expressions  Boolean logic scares businesspeople; “business rules” is a better name.  Following time honored flowchart notation, a decision graphic is a diamond  Derived from petri-net notation, summations (AND) and branches are represented by vertical bars.

13. IS 788 4.113 Business rules are represented graphically

14. IS 788 4.114 Additional BPMN Symbols for ‘rule’ representation

15. IS 788 4.115 Variations on default notation  By default swimlanes represent departments (org-level functional units)  But they can be subdivided – multiple lanes for a single org-level unit  They can represent individual process actors or roles  They can be vertical as well as horizontal

16. IS 788 4.116

17. IS 788 4.117 Making time explicit

18. IS 788 4.118 Does this look familiar?

19. IS 788 4.119 A notation review: Figures 9.9 & 9.10  Look at figures 9.9 and 9.10 in your texts and determine some differences Addition of a super-heading: – Manufacturing Department Make sale for Sales and Marketing in 9.9 has been shifted into the customer/web- order function in 9.10 Some manual tasks in process 9.9 have been subsumed into software processes in 9.10

20. IS 788 4.120 Modeling conventions  Note that many process models have a ‘Customer’ lane at the top of the diagram indicating a customer focus  An arrow crossing between swimlanes indicates a material or information transfer between functional groups – cross-group transfers are traditional process trouble spots

21. IS 788 4.121 Modeling levels: are they necessary? Why?