Business Process Analysis and Design Importance of Having a Common Language Between Business and IT

Alan McSweeney

Objectives

Provide an introduction to process design/specification and the potential benefits of using a visual process design approach such as BPMN to enable business and IT users understand how process should operate

March 25, 2011

2

Business Process Analysis/Design

There is a continuum from business process analysis and design to business process development and implementation to business process operation and management Processes exist to implement requirements Processes define the functionality to be provided by systems Processes also link the functionality of the systems to external manual operational components Processes govern the development and implementation workProcesses Govern Solution Design, Development. Implementation

Business Requirements

Processes Deliver on Business Requirements

Processes Define How Systems Should Operate

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Process

A process describes a sequence or flow of activities within an organisation with the objective of performing work Process best depicted graphically containing flow elements - set of activities, events, gateways and sequence flows that define the execution of the process

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Complete View of Systems and ProcessesExternal Manual Interaction

Extended ApplicationExternal Component

External Manual Interaction

Core ApplicationSystem Component System Component

External Component

System Component

External Manual InteractionMarch 25, 2011

External Component

External Manual Interaction5

Complete View of Systems and ProcessesExternal Manual Interaction External ComponentAutomated Process

External Manual Interaction External Component

Manual Process

Manual Process

System Component

System Component

Manual Process

Automated Process

System Component

Automated Process

Manual Process

External Manual InteractionMarch 25, 2011

External Component

External Manual Interaction6

Combination of Automated and Manual ProcessesExtended ApplicationManual Process Automated Process Manual Process

Core ApplicationAutomated Process Automated Process

Manual Process

Manual Process

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Complete View of Systems and Processes

Overall solution operates with a mix of automated and manual processes in a structured or ad-hoc manner o deliver the required results Understanding the overall set of processes and their operation is crucial to successful results Need to see the entire picture to understand how a solution should operate Systems/applications are just one part of this universe

Unambiguous definition of processes is required Processes that are to be automated define the scope of the development and implementation workMarch 25, 2011 8

Solution Design and Implementation SequenceDefines where the business wants to goBusiness Plan

Business Need

Business need identifies solutions that will allow delivery of plan Defines the benefits to be achieved by the solution Defines the detailed requirements of the solution

Business Benefits

Requirements Definition

Defines the processes that will be implemented by the solution Defines the solution design to implement the processes Creates a detailed technical design for implementation

Process Design

Solution Architecture and Design Technical and Detailed Design

Implementation

Implements the detailed designMarch 25, 2011 9

Solution Design and Implementation SequenceBusiness Plan

Business Need

Business Benefits

Requirements Definition Process Design

Y Thr ou Ca Mu oug n It l ti p h T e r a h Det le Tim ese S te t ail e Eac s, Re eps h S fini tag ng e

Solution Architecture and Design Technical and Detailed Design

ImplementationMarch 25, 2011 10

Need a Single Language Avoid the Tower of Babel and Project FailureBusiness User Business/ Technical Solution Developer Architect/ Process Architect Team Analyst Designer

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Weaknesses in Business Analysis Capabilities and Competencies at the Root of Many Project FailuresPoor RequirementsPoor Analysis Practices

Size/Capacity/ Complexity

Poor Strategic Alignment

Large Project, Complex, Difficult Changes and Processes Large Project Team and Multiple Stakeholders

Inadequate Business Case, Undefined Problem/Need Business Benefits Not Measured

Business Requirements Not Captured

Business Needs Not Met Opportunities Lost

Inadequate Resource Allocation and Prioritisation Inadequate Business Involvement

Unproven Technology

Inadequately Explored Solution Options

Investment Wasted

Dynamic, Changing Environment

Solution Design Not Aligned to Business Needs

Poor Focus on Business NeedsMarch 25, 2011

Uncertainly/ Ambiguity

Poor Solution Design12

Analysis-Related Causes of FailuresPoor RequirementsPoor Analysis Practices

Size/Capacity/ Complexity

Poor Strategic Alignment

Large Project, Complex, Difficult Changes and Processes Large Project Team and Multiple Stakeholders

Inadequate Business Case, Undefined Problem/Need Business Benefits Not Measured

Business Requirements Not Captured

Business Needs Not Met Opportunities Lost

Inadequate Resource Allocation and Prioritisation Inadequate Business Involvement

Unproven Technology

Inadequately Explored Solution Options

Investment Wasted

Dynamic, Changing Environment

Solution Design Not Aligned to Business Needs

Poor Focus on Business NeedsMarch 25, 2011

Uncertainly/ Ambiguity

Poor Solution Design13

Smooth Flow From Requirements to Processes to Design and ImplementationBusiness User Business/ Technical Solution Developer Architect/ Process Architect Team Analyst DesignerMarch 25, 2011

This is What I Want The System to Do

I Understand The Processes You Have Described The Solution Being Developed Delivers the Required Processes This is The Design of The Overall System This is The Detail of The Implementation of The Solution This is The Solution Being Developed

The Solution is What I Want

I Understand. These Are The Processes Needed to Meet the Requirements

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Who Designs Processes?

There can be multiple inconsistent approaches to designing processes, done by End users Business unit managers Business analysts Process analysts System analysts Technical team leads Developers

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What Can Go Wrong With Process Design?

Inconsistent or ambiguous process design notation/ language Uncertainty/lack of specificity Branching/decision points not identified Complexity missing/not captured Too much inappropriate detail Using tool or approach that does not work Lack of understanding by business users

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Ensuring Process Design/Specification Works

Convince skeptical business and IT users that it can deliver real benefits Adopt an integrated approach to using process design/specification including a set of internal organisation standards Training and mentoring Active involvement, monitoring, management

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Need to Balance Process Design/Specification Complexity

Simplicity Easy for Business Users to Understand

Complexity Unambiguous Detail for Implementation and Operation

Consider maintaining two levels of process design/ specification High-level for business users Detailed low-level for development/implementation

Graphics are better than pure textMarch 25, 2011 18

Problems with Process Design/SpecificationAbsence of recognition of the importance of process design/specification within solution design lifecycle Focus on just information technology aspects of process design and operation rather than the entire process landscape Focus on just IT doing the process design Absence of structured consistent approach to process design Absence of process representation graphical approach Absence of skills, experience or training Absence of partnership between business and IT functionMarch 25, 2011 19

Business Process Analysis/Design

Business needs to understand what processes it is agreeing to, how these processes will deliver requirements, how the processes will operate, who will be responsible and what resources will be required

Need to have a process definition and representation approach and language that fulfils both requirements at the same time

IT needs to understand what is to be developed, delivered and implemented unambiguously

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Business Processes

Business process design defines what is to be done and who is to do it IT can translate this into system details, the how

Delivery of an overall process can be a mix of automated, system lead and manual activities and tasks Process design is a key element of overall solution design and implementation Processes turn the requirements into operational facts

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Process Design

Need to have a process design language and approach that fulfils the requirements of both IT and the business at the same time Need a process design language and approach that can be understood by the business and provides the rigour required of the IT Process design can be as simple as a narrative, flowchart or some other graphical representation Need to balance the requirements of the business and IT Simplicity and ease of use promotes ease of understanding Ambiguity/lack of detail leads to misunderstanding

Too much complexity - takes time, alienates the business, loses momentum, costs a lot, delays decisions, induces analysis paralysis To little complexity - causes doubt, can lead to a disconnect between what the business thinks it is getting and what IT deliversMarch 25, 2011 22

Business Process Landscape

Business process design is one element of the business process landscape Design Implementation and operation Management

Continuum from business process analysis and design to business process development and implementation to business process operation and management Can look for a solution that crosses entire continuum However, it is very, very difficult to go to fully automated BPM in one step Substantial investment with diminishing returns

Need to select an approach that delivers most benefits and need to approach delivery incrementallyMarch 25, 2011 23

Spectrum of Process Design, Implementation and Operation OptionsConsistent Use of a Standardised Approach and Language to Unambiguously Describe and Define Business Processes Execution, Measurement, Monitoring and Control of Both Automated and Non-automated Business Processes to Achieve Consistent, Targeted Results Aligned With The Organisations Strategic Goals

Consistent Approach to Business Process Analysis and Description

Complete Automated Business Process Management

Incremental Set of Steps To Achieve: Maintenance of Reusable Process Library Linkage from Process design to Publication and Implementation Process Management Operational Process Measurement Process Reporting and Optimisation

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Process Design/Specification Options

Spectrum of options from simple to complex Paper/whiteboards/flip-charts/Post-It notes PowerPoint/Word/Excel/other tool Visio (flow charting) Visio Using BPMN Add-on BPA tool BPMS tool

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Process Design, Implementation and Operation Before You Can Journey End HereComplete Automated Business Process Management

You Have to Start Here

Consistent Approach to Business Process Analysis and Description LowMarch 25, 2011

Implementation Time, Cost, Resource Requirements, Complexity, Difficulty, Risks

High26

Process Design, Implementation and Operation Journey

Moving to a state of Complete Automated Business Process Management is very, very hard You need to start with a structured approach to describing processes that works and that is accepted and used by all participants and stakeholders Essential building block and foundation for success Start small to deliver benefits in a short period of time and build on success Focus on creating understanding and approach

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Elements of a Process Design/Documentation

Process Triggers what initiates the process Process Outcomes what are the expected outcomes of the process Pre-Conditions what must have happened before the process can start Pre-Requisites what must be in place before the process can start Inputs what the process needs to operate Processing what the process does Dependencies what the process is dependent on Outputs what the process generates Timelines what are the expected process timesMarch 25, 2011

Reporting Requirements/Performance Measures how the process should be measured and what measures should be generated Roles and Responsibilities who is involved in the process Skills and Capabilities what skills are required of the process participants Requirements Being Delivered (Traceability) what business requirements are being fulfilled by the process Issues Identified/Outstanding any issues not clarified Assumptions any assumptions made in the process design

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Business Process Management, Governance, Implementation and Operational Framework LandscapeProcess Strategy Design and Development Process KPI Definition Process Library Operational Process Usage Data

Business Process 1 Process Templates Business Process Design and Development

Process Publication

Business Process 2

Business Process 3

Business Process ModificationMarch 25, 2011

Process Usage Analysis29

Business Process Management, Governance, Implementation and Operational Framework LandscapeProcess Strategy Design and Development Process KPI Definition Process Library Operational Process Usage Data

Business Process 1 Process Templates Business Process Design and Development

Process Publication

Business Process 2

Business Process 3

Business Process ModificationMarch 25, 2011

Process Usage Analysis30

Business Process Management, Governance, Implementation and Operational Framework Logical ComponentsOptimisation Strategy, Management and Governance

Operation and Measurement

Design and Implementation

Technology InfrastructureMarch 25, 2011 31

Business Process Management, Governance, Implementation and Operational FrameworkOptimisation Strategy, Management and Governance Operation and Measurement

Start With Realistically Achievable Objectives

Design and Implementation

Technology Infrastructure

Complete Automated Business Process Management

Before Trying to Move to an Allencompassing Solution

Consistent Approach to Business Process Analysis and Description LowMarch 25, 2011

Implementation Time, Cost, Resource Requirements, Complexity, Risks

High32

Focus on the Objective

Which is to develop an approach to process design and specification that meets both business and technology stakeholder requirements

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Process Representation Diagrams, Maps and Models

Diagrams Process diagram often depicts simple notation of the basic workflow of a process Depicts the major elements of a process flow, but omits the minor details which are not necessary for understanding the overall flow of work

Maps More precision than a diagram More detail about process and important relationships to other elements such as performers (actors), events, results Provide a comprehensive view of all of the major components of the process

Models Represents the performance of what is being modelled Needs greater precision, data about the process and about the factors that affect its performance Often done using tools that provide simulation and reporting capability to analyse and understand the processMarch 25, 2011 34

Process Attributes and Characteristics

Attributes and characteristics that describe the properties, behaviour, purpose and other elements of the process Process attributes are captured in a tool in order to organise, analyse and manage an organisations portfolio of processes Inputs/Outputs Events/Results) Value Add Roles/Organisations Data/Information Probabilities Queuing Transmission Time Wait Time

Arrival Patterns/Distributions Costs (indirect and direct Entry Rules Exit Rules Branching Rules Join Rules Work/Handling Time Batching Servers (number of people available to perform tasks)35

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Purpose of Process Modelling

A model is rarely a complete and full representation of the actual process Focus on representing those attributes of the process that support continued analysis from one or more perspectives

Objective is to create a representation of the process that describes it accurately and sufficiently for the task at hand Understanding the business process through the creation of the model Creating a visible representation and establishing a commonly shared perspective Analysing process performance and defining and validating changes

To Be model is an expression of the target process state and specifies the requirements for the supporting resources that enable effective business operationsMarch 25, 2011 36

Purpose of Process Representation ModelsModels are simplified representations that facilitate understanding of that which is being studied and making decisions about it Mechanism for understanding, documenting, analysing, designing, automating and measuring business activity as well as measuring the resources that support the activity and the interactions between the business activity and its environment For process managed business, process models are the primary means for

Measuring performance against standards Determining opportunities for change Expressing the desired end state preceding a change effortMarch 25, 2011 37

Reasons for Process Design and Modelling

To document an existing process clearly To use as a training aide To use as an assessment against standards and compliance requirements To understand how a process will perform under varying loads or in response to some anticipated change As the basis for analysis in identifying opportunities for improvement To design a new process or new approach for an existing process To provide a basis for communication and discussion To describe requirements for a new business operation

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Benefits of Process Design and Modelling

Models are relatively fast, easy and inexpensive to complete Models are easy to understand (when compared to other forms of documentation) Models provide a baseline for measurement Models facilitate process simulation and impact analysis Models leverage various standards and a common set of techniques

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Process Design and Modelling Standards and Notations

Range of number of process design, modelling and notational standards and techniques Models provide a language for describing and communicating as-is and to-be process information Like all new languages must be learned

Benefits of using a standards based approach A common symbology, language and technique which facilitate communication and understanding Standards-based models provide common and consistently defined processes definitions which eases the process of design, analysis and measurement and facilitates model reuse An ability to leverage modelling tools based on common standards and notations An ability to import and export models created in various tools for

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Process Representation Standards and Notations

Some commonly or less commonly used approaches Business Process Modelling Notation (BPMN) Flow Charting Swim Lanes Event Process Chain (EPC) Value Chain Unified Modelling Language (UML) IDEF-0 LOVEM-E SIPOC Systems Dynamics Value Stream MappingMarch 25, 2011 41

Business Process Modelling Notation (BPMN)

Widely used and supported standard for business process modelling Provides a graphical notation for specifying business processes in a Business Process Diagram (BPD) Uses a flowcharting technique similar to activity diagrams from Unified Modelling Language (UML) Can output BPMN to Business Process Execution Language (BPEL - BPEL4WS) Standard executable language for specifying interactions with Web Services

Emerging standardMarch 25, 2011 42

Flow Charting

Simple type of diagram that represents a process, showing the steps as boxes of various kinds and their order by connecting these with arrows Widely used

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Swim Lanes

Swim lanes are an addition to the boxes and arrows process flow view of flow-charting that show how the work flows across organisational units or is handed-off from one role to another Overall process is divided into lanes, with one lane for each person, group or subprocess Processes and decisions are grouped by placing them in lanes Arranged horizontally or vertically and are used for grouping the sub-processes according to the responsibilities of those swim lanesMarch 25, 2011 44

Event Process Chain (EPC)

An EPC is an ordered graph of events and functions Provides various connectors that allow alternative and parallel execution of processes Tasks (activities) are followed by outcomes (events) of the task, developing a process model EPC method was developed within the framework of ARIS (BPM toolset) EPC elements Event - describe under what circumstances a function or a process works or which state a function or a process results in Function - model the tasks or activities Organisation Unit - determine which person or organisation within the structure of an enterprise is responsible for a specific function Information, Material or Resource Object - portray objects in the real world Logical Connector - logical relationships between elements in the control flow Logical Relationships - Branch/Merge, Fork/Join and OR Control Flow - connects events with functions, process paths or logical connectors creating chronological sequence and logical interdependencies between them Information Flow - show the connection between functions and input or output data Organisation Unit Assignment - show the connection between an organisation unit and the function it is responsible for Process Path - show the connection from or to other processes

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Value Chain

Value chain notation is used to demonstrate a single continuous flow from left to right of the sub-processes that directly contribute to producing value for the organisations customers (clients/constituents) Value chain is a chain of activities for a firm operating in a specific industry Chain of activities gives the products more added value than the sum of added values of all activities

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Unified Modelling Language (UML)

UML provides a standard set of diagramming techniques and notations primarily for describing information systems requirements Primarily used for systems analysis and design Can use UML activity diagrams for business process modelling UML can be very verbose Very development and system oriented and not aimed at business users or overall set of processes needed to operate a systemMarch 25, 2011 47

IDEF-0 (Integration Definition for Function Modelling)Function modelling methodology for describing manufacturing functions Federal Information Processing Standard (FIPS) that was developed by the US Air Force for documenting manufacturing processes Part of the IDEF family of modelling languages in software engineering

IDEF0 produces a function model that is structured representation of the functions, activities or processes IDEF1 produces an information model that represents structure and semantics of information IDEF2 produces a dynamics model that represents time-varying behavioural characteristicsMarch 25, 2011 48

LOVEM-E (Line of Visibility Engineering Method Enhanced)

Notation set and a modelling technique that was developed as part of IBMs Business Process Reengineering Methodology Based on the process path management concept Introduces concepts of the customer encounter and the collaborative nature of work between external and internal parties and the supporting information systems Not widely used

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SIPOC (Supplier, Input, Process, Output and Customer)

Style of process documentation used in Six Sigma

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Systems Dynamics

Approach to understanding the behaviour of complex systems over time Deals with internal feedback loops and time delays that affect the behaviour of the entire system Systems Dynamics models are activity on arrow diagrams rather than activity on node diagrams Useful in developing dynamic lifecycle type models that focus on the overall business systems performance and the impact of changing the key variables that affect overall performanceMarch 25, 2011 51

Value Stream Mapping

Technique used in Lean Manufacturing Expresses the physical environment and flow of materials and products in a manufacturing environment Used to analyse the flow of materials and information currently required to bring a product or service

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Process Modelling Quality

Most process analysis and design efforts require the use of models to describe what is happening during the process Useful to have some standards and measures of quality as it relates to process modelling Quality of model defined by its accuracy, amount of detail and completeness Can have multiple versions or iterations of models are created over time to capture more detail and improve the quality of the model During the modelling of a process, several disconnections, restrictions and/or barriers may become apparent Items should also be noted on the model as well as any other information discovered that will help create a common understanding of the current stateMarch 25, 2011 53

Requirements of a Process Design Model

The business environment including the customers, suppliers, external events or market pressures that effect or interact with the process The organisational structure which includes the hierarchical or functional view of the organisation and how the people work together (this information helps understand who the key decision makers are within the process) The functional or departmental structure of the organisation which explains how the functions or departments work together in the process The business rules which control the decisions that are made during the process and workflow The activities or actions that take place within the process and who does those actionsMarch 25, 2011 54

Process Design and Definition Language

BPMN offers the most effective approach to process analysis, design and definition

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BPMN as a Common Process Language

Two layers of complexity for business process design Core set of BPMN process representation diagram elements Extended set of BPMN process representation diagram elements

What BPMN is not: Organisation structure design language Data model and data flow design language does contain some data modelling elements System functional flow design language

BPMN diagrams can be complex BPMN V2.0 (latest version) has a lot of elements Keep it simple and easy to understand Add appropriate complexity through refinement and drill-down Focus on getting the process description right Complexity and rigour of BPMN is related to the ability to create Business Process Execution Language (BPEL - BPEL4WS) you probably do not intend to use this feature

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Types of Process

Standard Process (Orchestration Process) defines the flow of activities between participants Choreography - exchange of information (Messages) between participants

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BPMN Language StructureBPMN

Flow Objects

Connectors

Artifacts

Swimlanes

Data

Activities

Sequence Flows

Text Annotation

Pool

Data Objects

Events

Message Flows

Group

Lane

Data Inputs

Gateways

Associations

Data Outputs

Data AssociationsMarch 25, 2011

Data Stores58

Swimlanes and PoolsSwim lanes are a visual means for organising and categorising process activities Used to demonstrate hand-offs between functions/roles/business units Show process sequence Show cross-functional process flow

Pool represents major participants in a process with separate pools for different organisations or major business units Lane contained within pools Organise and categorise process activities within a pool according to function or role

All other BPMN diagram elements are placed within swimlanes and poolsMarch 25, 2011 59

Swimlanes and Pools

Good at showing who does what, when and in response to what Adds a dimension not available in standard flow-charting Shows responsibilities Allows identification and elimination of duplicate tasksMarch 25, 2011 60

Flow ObjectsFlow Objects

Activities

Events

Gateways

Task

Start

Exclusive

Sub-Process

End

Inclusive

Transaction

Intermediate

Parallel

ComplexMarch 25, 2011 61

Flow Objects

Define the flow of the process Activities - work performed within a business process Task unit of work Sub-Process a set of self-contained activities collapsed within process representation for ease of understanding Transaction a sub-process that must be completed or undone if not completed Start acts as a trigger for a process/sub-process and takes an input only End represents the result of a process/sub-process and generates an output only Intermediate - represents something that happens between the start and end events Exclusive where the sequence slow can take only one of two or more alternative paths Inclusive where the sequence slow can take one, more than one or all of two or more alternative paths and results from paths must be subsequently merged Parallel multiple parallel paths are defined Complex complex behaviours can be defined

Events - something that happens

Gateways - determine splitting and merging of paths within process depending on the conditions

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Flow Objects - GraphicsTask

Sub-Process

Transaction Start End Intermediate Exclusive Inclusive Parallel Complex

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Activities Detailed Specification

Classified by Task Type Service automated application Send send a message to an external participant Receive wait for a Message to arrive from an external Participant User human performs the task with the assistance of an application and scheduled through a task manager Script executed by a business process engine Manual not managed by any business process engine. Business Rule provide input to a Business Rules Engine and get the output of calculations Embedded sub-process embedded within a process Event triggered by an event Called pre-defined process that can be called Simple Multiple in Parallel Multiple in Sequence

Process or Sub-Process

Looping

Calling External Sub-Process Transaction Backout (Compensation)

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ActivitiesTop Left Symbol Identifies Task Type

Task Border Shows if Called/SubProcess

Looping Symbol

Rewind Symbol Used to Indicate Transaction Backout (Compensation)March 25, 2011 65

Activities Graphics for Combinations of Task Type and Loop TypeNo Loop Simple Loop Multiple in Parallel Multiple in Sequence Simple/Not Specified

Service

Send

Receive

User

Script

Manual

Business RuleMarch 25, 2011 66

Activities Graphics for Sub-ProcessesEmbedded SubProcess Embedded Embedded Sub- Embedded Called Transaction Sub- Process Triggered Sub-Process Process by Event No Event Specified

Message

Error

Escalation Compensation (Backout of Transaction) Conditional

Signal

MultipleMarch 25, 2011 67

Events

Simple Start Intermediate End

Triggers (Not All Apply to All Events)Message Timer Conditional Signal Multiple Multiple in Parallel Error Escalation Compensation (Backout of Transaction) Link Cancel Terminate

Triggered Start Intermediate Inward Direction Catching Outward Direction Throwing

End

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EventsSymbol Indicates Trigger Type Single Light Border Indicates Start Event Double Light Border and Hollow Symbol Indicates Intermediate Inwardly Directed Event

Single Dark Border Indicates End Event

Double Light Border and Filled Symbol Indicates Intermediate Outwardly Directed Event

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Events - Graphics for Combinations of Type, Direction and TriggerStart Intermediate (Inward Direction Catching) Intermediate (Outward Direction Throwing) End No Trigger Message Timer Conditional Signal Multiple Multiple in Parallel Error Escalation Compensation (Backout of Transaction) Link CancelMarch 25, 2011

Terminate

70

Gateways

Control the execution of the process Do not represent work being done Gateways represent decisions/branching (exclusive, inclusive, and complex), merging, forking and joining Parallel gateways synchronise/combine and create parallel flows Event-based gateways represents a branching point in the process where the alternative paths that follow the gateway are based on events that occur

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Gateways - Graphics for TypesInclusive (AND) Exclusive (OR) Complex Parallel Exclusive Event Start Exclusive Event Start Parallel Event

or

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Sample Parallel Gateway

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Artifacts

Used to add information into the process model/diagram Make the process model/diagram more readable Data Object shows which data is required by or produced in an activity Group used to group different activities to highlight sections Annotation adds text to a diagram

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Artifacts

Grouping of Process Elements

Annotation Comment

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Data

One requirement of process design/modelling is to be able to model the items (physical or information items) that are created, manipulated, and used during the execution of a process Data inputs Data outputs Data stores persistent Collections set of data, input or outputs

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DataData Data Collection Data Input Data Collection Input Data Output Data Collection Output Data Store

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Extended BPMN Attributes

BPMN diagram elements have many extended attributes that are not part of the core process definition These are used when creating a process repository Used when exporting BPMN process to XML Activity attributes isForCompensation loopCharacteristics Resources SequenceFlow InputOutputSpecification Properties BoundaryEventRefs DataInputAssociations DataOutputAssociations StartQuantity CompletionQuantity 78

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BPMN Usage Options

BPMN Can Grow to Enable This

Basic BPMN Processing Diagramming Allows You to Start Here

Complete Automated Business Process Management

Consistent Approach to Business Process Analysis and Description LowMarch 25, 2011

Implementation Time, Cost, Resource Requirements, Complexity, Difficulty, Risks

High79

Sample Order Processing and Payment Authorisation Process Definition

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Sample Mortgage Approval Process Definition

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Sample Incident Management Process Definition

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Sample Credit Review and Approval Process Definition

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Sample Customer Quotation Request Process Definition

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Sample Order Fulfilment Process Definition

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Sample Bank Account Opening Process Definition

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Summary

Process design/specification is a key element of solution design Processes consist of both automated and manual components working together A graphical process design/specification language is useful to represent processes and to assist in a common understanding by both business and IT BPMN is the emerging process design/specification language BPMN offers the rigour to create detailed process designs/specifications BPMN can be just a process design/specification language or a can be part of a complete automated Business Process Management initiativeMarch 25, 2011 87

More InformationAlan McSweeney alan@alanmcsweeney.com

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