IS 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

IS 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

IS 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.)

IS 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.

IS 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?)

IS The Basic structure of ANY Process Diagram

IS BPMN at a glance Swimlanes Activity (note that Order Process spans departments)

IS 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.

IS

10 Drilling down to the activity level

IS 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)

IS 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.

IS Business rules are represented graphically

IS Additional BPMN Symbols for ‘rule’ representation

IS 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

IS

IS Making time explicit

IS Does this look familiar?

IS 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

IS 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

IS Modeling levels: are they necessary? Why?