1. Business Process Modeling and BPMN Training

2. Agenda Business Process Modeling BPMN Overview An Introduction
Getting Started
BPMN Overview
Graphical Elements
Diagram views with BPMN 2

3. Business Process Modeling

4. 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 4

5. 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.
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
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.

6. A Brief History of Business Process
Early 1900’s:
Breaking a job into individual tasks.
Fredrick Taylor, Principles of Scientific Management
Early 90’s:
Reorganize the business and business processes to cut across traditional corporate silos and deliver on customer value chain.
Champy & Hammer, Reengineering the Corporation
Mid 90’s:
Our business processes need to be completely documented, consistently followed and regularly audited.
ISO9000 certification
90’s & 00’s:
Pull many of the previous techniques into a comprehensive framework focused on quantitative measures and process improvement.
Six Sigma
Future Trends:
Maturation of modeling & workflow tools into full process management systems.
Integration of business process improvement and measurements into corporate strategic goals.
Additional emphasis on the human side of business change.
Integration of process management systems with business rules engines and application development tools.
Mid 90’s:
Radical reengineering is hard, maybe we should focus on incrementally improving our processes.
Harrington, Business Process Improvement
90’s & 00’s:
Application-centric workflow tools used to automate business processes. Some include integrated process modeling & metric reporting.
70’s & 80’s:
Focus on quality management and statistical measures. (Total Quality Management: TQM)
W. Edwards Deming, Fourteen Points of Management for Quality

7. 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.

8. 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.

9. 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…

10. 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.

11. Step 1: Process Design & Mapping – Using BPMN11

12. Step 2: Process Documentation12

13. Step 3: Process Analysis and Simulation13

14. 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?
Know the goal of your BPM exercise. “Just want to know what they do today” will not lead to a successful BPM exercise as you will get lost in the details.
Best to know “We want to find inefficiences or automate the XYZ process”
Interview key actors in the process and identify other people or processes that are involved, but not originally on your radar
Work in a planned fashion, schedule work, follow the schedule. Don’t try to model an entire enterprise in 30 days, it will fail. Start small and move outward in a planned way.
When done, figure out what you do next… don’t just stop – your work will become stale, outdate and probably lost in a network folder

15. Start Simple
Even when a “basic” BPM format is used, if the information from this example is included, it is likely a successful format!

16. Process Modeling Layers
Vision & Strategy
Start at the Top, and work Down!
Enterprise Value Chain Layer
The highest level describing the overall functions of the organization
Great for management “overview” for everyone, too vague for much use
Enterprise Processes Layer
Describes the major processes within a part of the value chain and how they relate to each other
Ideal for understanding overall Business Architecture, Strategy and Goals/Vision but too broad for requirements
Subscription Marketing
Ad Sales
Customer
Care
Subscription Maintenance
Identify Prospects
Build Ad Partners
Process New Subscriptions
Acquire New Customers
Process Renewals
Business Processes & Tasks
Print Procedures
1. Open MS Word
2. Open the document
3. Select File | Print
4. Select a printer
5. Press the OK button

17. Process Modeling Layers
Vision & Strategy
Start at the Bottom, and work Up!
Business Processes/Activities Layer
Describes the main activities, decisions and variations with a process
Critical to defining areas of improvement, feature statements and Use Cases but too detailed for strategic planning and too open to interpretation for requirements steps
Procedural/Tasks Layer
Describes the detailed steps done to complete an activity (can be many layers deep)
Necessary for detailed Use Case Steps, Business Rules, Validation Criteria, etc. but loses the attention of management at Strategic level
Subscription Marketing
Ad Sales
Customer
Care
Subscription Maintenance
Identify Prospects
Build Ad Partners
Process New Subscriptions
Acquire New Customers
Process Renewals
Business Processes & Tasks
Print Procedures
1. Open MS Word
2. Open the document
3. Select File | Print
4. Select a printer
5. Press the OK button

18. 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

19. 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?

20. Business Process Modeling Notation
BPMN –
Business Process Modeling Notation

21. 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 21

22. Purpose: Four categories: Graphical Elements Symbolic
Instant recognition
Differentiate
Four categories:
Flow Objects
Connecting Objects
Swimlanes
Artifacts 22

23. These are the core elements of a BPD. Three types:
Flow Objects
These are the core elements of a BPD.
Three types:
Event
Activity
Gateway 23

24. Represented by a circle. Three different types:
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. 24

25. 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. 25

26. Helps diverge or converge the sequence flow. Represented by a diamond.
Flow Objects - Gateway
What is a gateway?
Helps diverge or converge the sequence flow.
Represented by a diamond.
Branching.
Forking.
Merging.
Joining of paths. 26

27. Helps connect the flow objects. Three types:
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. 27

28. Pool: Lanes: Swim Lanes
Illustrates different functional capabilities or responsibilities.
Two types:
Pool:
Depicts different business entities/participants.
Sequence flow cannot cross the boundary of the pool.
Message flow used for communication with another pool.
Lanes:
Depicts closely related but distinct participants.
Sequence flow can cross over lane boundary.
Message flow cannot be used between two lanes.
Name
Name
Name
Name 28

29. Do not alter sequence flow.
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. 29

30. 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. 30

31. Internal business processes
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 31

32. Collaborative B2B Processes
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 32

33. Sub-Processes 33

34. 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.

35. BPM Best Practices (continued)
Build Re-Usable Process Components when possible
Business Objects/Entities
Customer (Name, Address, 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.

36. BPMN.org – Standards Body Introduction to BPMN – White Paper
Other Resources
BPMN.org – Standards Body
Introduction to BPMN – White Paper
BPMN Fundamentals
Another Tutorial

37. Thank You!
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