1. MODELLING BUSINESS PROCESSES
Chapter 8

2. Objectives look at techniques for modelling business processes
Covering the organisational view of process modelling
Know more detailed business process models.

3. INTRODUCTION Reasons for creating business process models:
To understand how the existing process works..
To explain to those working on the process what they do and how their tasks relate to those of others working on the process.
To help ensure consistency of approach, so that everyone follows the same process
To identify the problems and weaknesses of an existing business process with a view to developing and implementing an improved one.

4. ORGANISATIONAL CONTEXT
An understanding of the context will also help in understanding how the process is affected by external environmental factors
The traditional view of a business is based on the specialist functional areas.

5. ORGANISATIONAL CONTEXT

6. Functional View
The functional view of an organization is very useful for:
the internal management staff as a way of seeing how the organization is structured and where they fit within it.

7. Functional View The limitations of functional view:
Focus more in the internal and the structure of the organization and little interest to the organisation’s customers.
it defines the formal structure, ignoring the unofficial communication and cooperation between staff .
The functional view is also ‘static’, since it does not show what the business does over time

8. AN ALTERNATIVE VIEW OF AN ORGANISATION

9. AN ALTERNATIVE VIEW OF AN ORGANISATION
The suppliers of the resources required by the business processes
The beneficiaries of the organization ( customers) they could be the owners or managers.
The competitors operating within the same industry or business domain
The generic factors that may affect the organization, (PESTLE)

10. AN ALTERNATIVE VIEW OF AN ORGANISATION
The organisation’s business processes need to operate within this external environment.
If we are carrying out a business process improvement project it is important to understand this business context, since this will help us determine the changes that will deliver business success.

11. THE ORGANISATIONAL VIEW OF BUSINESS PROCESSES
the high-level processes

12. Business Process Map
When building business process models, we can begin by producing a business process map
business process map: is formed from a high-level set of activities carried out in order to deliver benefit or value to the customers,
Each process receives an input and produces an output.

13. Business Process Map
It is important to distinguish between process maps and business process models.
Process maps: show sets of related processes in a single diagram. Each process set is shown as a box, and the arrows between them show their interdependencies

14. Business Process Map It is useful to begin by considering:
the core operation at the heart of the entire process, for example ‘take bookings’ or ‘sell goods’;
the processes that provide input to the core process
the processes concerned with delivering products or services to the customer,
any sales, marketing or customer-service processes.

15. Business Process Map
The library provides a service to in-house staff (‘Loan item’). The ‘Loan item’ process cannot take place unless the person requesting the loan is a registered borrower.

16. BUSINESS PROCESS MODELS
A business process is triggered by a business event and includes five key components:
The tasks that make up the process.
The process flow.
The decision points.
The actors that carry out the tasks.
The outcome of the business process.

17. Developing the Business Process Model
There are many standards for modelling business. Two of the most popular are the UML activity diagram technique and the Business Process Modelling Notation (BPMN).
Business process models are often called ‘swimlane diagrams’

18. Developing the Business Process Model
To build a Business Process Model:
We first identify who takes part in the process (Actors)
The tasks carried out by each actor ‘swimlane’
Arrows are used to show the flow of the work between the different swimlanes

19. BUSINESS PROCESS MODELS

20. BUSINESS PROCESS MODELS
by a diamond symbol (the decision point)

21. BUSINESS PROCESS MODELS

22. Guidelines use a limited set of symbols on a business process model
named according to a standard approach. using the verb– noun format, avoiding words such as ‘manage’ or ‘handle’. ‘Find book’ is a good example.
Each task should be shown as a single action
The flow of work from one actor to another is known as a ‘handoff’. It is important to analyse where these occur since handoffs often cause problems.

23. Advantages of BPM
A major advantage of a business process model is that all of the actors can easily see their contributions to the overall process
Documenting these aspects will help in the analysis of the task and the identification of any problem areas or opportunities for improvement.

24. ANALYSING THE BUSINESS PROCESS MODEL
Analysing handoffs
Business process models help us to identify problems with the existing process. ‘as is’ To ‘to be’
‘handoffs’ are a frequent source of problems in business processes.
they can cause delays( queue) , communication errors and bottlenecks to occur.
It could between different systems not compatible.

26. IMPROVING BUSINESS PROCESSES
Improving the business process is about removing the problems that have been identified in the ‘as is’ process.
Simplify the process
Remove bottlenecks
Change the sequence of tasks
Redesign the process
Redefine process boundaries

27. Internal measurements External measurements
PROCESS MEASUREMENT
we need to define what the performance measures are and ensure that the actors carrying out the work are advised of them
Internal measurements
derived from objectives, critical success factors and key performance indicators
External measurements
customer expects to have delivered
the time , financial, the quality