Structured Business Process Modeling - Lavacon 2014

Structured Business Process Modeling
Dr. Jackie Damrau
Certified BPMN Professional
@damrauja #bpmn @LavaCon
Copyright © 2014. Dr. Jackie Damrau. All rights reserved. @damrauja #bpmn@LavaCon

About Me!
 I’m a… and a …
 I hold Certifications as a…
 You can follow me at:
@damrauja
Certified ARIS
Business Architect
Professional
www.linkedin.com/in/jackiedamrau/
BPMN
Certified
Practitioner
2

Class Introductions
 You are...
 I expect to...
 Your goal for this workshop is to...
3

Agenda
 What is Business Process Modeling Strategy
 BPM Life Cycle, Approaches, Architecture Levels
 Standards and Notations
 Modeling Basics with BPMN
 Tools of The Trade
 Want to Know More...
 Where Did We Get This Stuff
 Q&A
4

What is Business
Process Modeling?
5

Business Process Modeling vs.
Business Process Management (BPM)
Business Process
Management
Business Process
Modeling
A chain of sequences
(events or activities) within
an organization that
defines a workflow for
goods or services and
drives organizational value
An approach to organizing
that focuses on optimizing
(streamlining) critical
processes (event sequences)
for purposes of efficiency and
effectiveness.

Purpose for Modeling Business
Processes
 Document existing processes
 Design a new process/approach for existing
processes
 Describe new business operation requirements
 Analyze and identify improvement opportunities
 Understand process performance under varying
loads or when responding to anticipated changes
 Provide a basis for communication and discussion
 Use as:
 A training aid
 An assessment against standards and compliance
requirements
Source: ABPMP, 2009, p. 39
7

BPTrends 2013 Survey says…
Source: BPTrends "State of Business Process Management 2014" (www.bptrends.com)
8

Benefits of Modeling
Business Processes
 Relatively fast, easy, and inexpensive to
complete
 Easier to understand graphical vs. textual
representation
 Provide a measurement baseline
 Facilitate process simulation and impact
analysis
 Leverages various standards and a
common set of techniques
Source: ABPMP, 2009, p. 39
9

What is a Business Process?
Source: http://www.sparxsystems.com.au/downloads/whitepapers/The_Business_Process_Model.pdf
10

"5-Why" Analysis Technique
 Ask "why" five times to get past
the symptoms and get to root
cause
 Moves the person past the
obvious answers (which are
often wrong) to the meaty
hidden answers
 Easy to use -- no forms,
software, or anything else
required
 Can be used by everyone
 Can be used formally or
informally
Source: humanbodydetectives.com
11

BPM Life Cycle
12

BPM Lifecycle
Image Source: Social BPM levels mapped to the classical BPM cycle
13

Quiz Time!
What is a business process?
Source: http://commons.wikimedia.org/wiki/File:Quiz_Party_Menu.jpg
 Do you see commonalities between
business process and content strategy?
 How many times should you ask "why"?
14

BPM Approaches
• Top-Down
• Bottom-Up
• 4Cs
15

Top-Down Approach
 Starts with a broad,
architectural view of the
organization
 Defines organizational
strategies and goals
 Defines major value chains the
organization uses
 Allows drilling down to
subsequent levels of the value
chain
 Methodologies: Rummler PDL,
BPTrends, Hammer
One begins with the big
picture (major improvement)
and determines how the
specific problem fits within
it.
- Paul Harmon, BPTrends
Source: BPTrends “A BPM Methodology—What Is It And Why It Is Important"
(http://www.bptrends.com/the-bptrends-associates-methodology/)
16

Bottom-Up Approach
 Starts with a specific broken
process
 Looks at how this process
relates to others and the
organizational goals
 Looks for areas of incremental
improvement
 Useful when no major changes
are needed
 Methodologies: Lean, Six Sigma
Requires that everyone
speaks the same language
and works with the same
basic tool set.
- Paul Harmon, BPTrends
17

4C’s of Good Modeling
Correct
Clear
Complete
Consistent
Validated by proper modeling construction
Unambiguous and obvious from diagram as to which
activities are conditional, which are performed in
parallel with others, or how exceptions are handled
Show how the process starts, all its end states, and its
communications with external entities
All modelers should create the same model more or less
or ones that are similarly structured
18

Source: http://blog.ketchum.com/wp-content/uploads/2012/08/take-a-break-from-work.jpg
19

BPM Architecture Levels
20

Business Process Level Architecture
21

Level 1 - Organizational Relationship
Source :www.bizmanualz.com
22

Level 2 - Business Area
Source:http://www.ithacalibrary.com/sp/subjects/leaks
23

Level 3 - Business Process Area
Source: http://taskmap.com/wordpress/wp-content/uploads/images/Process-MappingThe-Swimlane-diagram_D31E/process-map-in-swimlane-format.jpg
24

Standards or Notations
• BPMN
• EPC
25

Business Process Standards
26

Business Process
Modeling and Notation (BPMN)
Source: http://officeblogswest.blob.core.windows.net/wp-content/migrated-images/40/7635.image2.png
27

EPC Modeling Notation
28

BPMN Example
29

Your Team Task…
 Create a process using the “happy” path
process ONLY
 Making coffee
 Putting on make-up or clothes
 Making a Starbucks order
 Ordering pizza
 Pick your own!
 Present to class
31

Source: http://blog.ketchum.com/wp-content/uploads/2012/08/take-a-break-from-work.jpg
32

BPMN Basics
Learn how to model properly
33

What is a Model?
 Conveys meaning, specifically logic of
activity flow from process start to end
 Both a visualization and a data entry
device
34

What is a Process?
 A sequence of
activities leading
from an initial
state (Start) to a
defined
conclusion state
(End)
35

What is a Process Model?
 A map of all the possible paths or
sequences of activities from the Start to
the End state that is met with Success or
Failure
 Reveals only the order of activities, when
they happen, and under what conditions
 Describes what happens next when an
activity completes, but may have little to
say about what happens inside the
activity itself
 Does not describe how an activity is
performed or where or why
 Barely touches on what the activity is or
who performs it
36

What is Process Logic?
 Documenting “as-is” (current
state) by meeting with SMEs
directly involved with the
process
 Does not define every
conceivable possibility
 Should cover the basic
“happy” path and major
exception paths that prevent
business from occurring
37

What Process Logic
Questions Can I Ask?
 How does the process actually start? What activity triggers
it? Is there more than one possible way it can start?
 What determines when the process is complete? Are there
different end states (success vs. failure)?
 How does the process go from Activity X to Activity Y? Does
the person doing Activity Y somehow know when to do it?
 How do you know when Activity X is done? Does Activity X
always end in the same way? Are there any exceptions to
how Activity X can end? Are there any specific business
rules in place to prevent or guide the next action state?
38

Standard Recommended Objects
BPMN Poster
40

What Process Model
Types Are Available?
 Simple
 Subprocesses (Simple, Expanded)
 Exceptions (Simple)
 Loopbacks
 Decision Gateways (splits and joins)
 Swimlanes (Simple, Expanded)
 Events, Activities, Data Elements,
Sequence Flows
41

Simple Process
42

Subprocess (Separate Page)
43

Subprocess
(Simple – Expanded view)
44

Exception Path
45

Loopback
46

Decision Gateways
(Parallel Split and Join)
47

Swimlane
48

Subprocess
(Expanded Subprocess)
49

Different Events, Activities, Data
Elements, and Sequence Flows
50

Your Team Task…
 Revise your Team Task with alternate
exceptions
 No coffee, make tea
 No make-up or clean clothes
 No Starbucks, go somewhere else
 No substitutions, what now
 Pick your own!
 Present to class
52

Tools of the Trade
53

BPM Tools
Gartner
Position - 2014 Vendor Application
Leaders Pegasystems Pega BPM
Appian Appian BPM Suite
IBM IBM Business Process Manager, IBM Operational Decision
Manager, IBM Blueworks Live, IBM Business Monitor, IBM
Case Manager
Visionaries Oracle Oracle BPM Suite
Tibco Software Activematrix BPM, Nimbus, Formvine
Bosch Software Innovations inubit
Software AG ARIS Business Process Analysis,
webMethods Business Process Management
Whitestein Technologies Living Systems Process Suite (LSPS)
Vitria BusinessWare
Niche Players DST Systems AWD for Business Process Management
PNMsoft Sequence
Newgen Software Technologies BPM Suite, Business Activity Monitor, Business Process
Modeler, Business Rules Management System, Master Data
Management, OmniFlow, OmniFlow for Case Management,
Process Simulator
Kofax TotalAgility
OpenText OpenText Process Suite
Source: Gartner Magic Quadrant 2014 for Intelligent BPMS
54

BPM Tools Survey
55

Want to Know More...
56

You Can Aspire to become a…
57

Items You
Should Know How To Do…
 Define scope of business problem
 Define stakeholders and their
concerns
 Define measures to let you know
you’ve succeeded in improving
a situation
 Define customer needs and
interactions with the business
 Create business process flow
diagrams
 Define quality controls and
determine consistency (Six Sigma)
 Define waste or inefficient flow
patterns (Lean)
 Define decision management
opportunities (business rules)
 Define a process using an
industry framework (SCOR,
APQC)
 Define human performance
problems
 Generate job descriptions and
training requirements
 Define managerial performance
problems
 Define problems with IT support
 Generate software requirements
58

Enhance Your BPM Skills…
Professional Associations
• Association of Business
• International Institute of
• BPM Institute.org
Certifications
Degrees
• Kelley School of Business
• BS, Business – Information
& Process Management
Major
• Widener University
• MS, Business Process
Innovation
• Boston University
• bpmessentials.com
• University Alliance
• Univ. of California – Irvine
• Univ. of Illinois – Springfield
• Univ. of North Carolina – Charlotte
Process Management
Professionals (ABPMP)
Business Analysis (IIBA)
• Univ. of San Francisco
• Villanova University
• Widener University
• Association for Information and
Image Management (AIIM)
• Object Management Group (OMG)
59

Where Did I Get This Stuff...
Source: http://www.flickr.com/photos/rosenfeldmedia/4459977926/
60

Book Recommendations
61

Presentation Resources
 Business Process Management Common Body of Knowledge
(BPM CBOK®), Version 2.0 – Second Release. (2009). Association
of Business Process Management Professionals.
 Dyer, Lisa. (2013, January). “Information Architecture and
Business Process Management: A Recipe for New Business
Value.” STC Intercom (www.stc.com)
 Harmon, Paul. (2013, March 13). “What New Technology Should
a Manager Use?” BPTrends Email Advisor (www.bptrends.com)
 Harmon, Paul, and Wolf, Celia. (2014, March). “The State of
Business Process Management.” BPTrends (www.bptrends.com)
 Recker, Jan. (2013, March 9). “Class Notes: BPM Research and
Education — How Was School Today?” BPTrends e-zine
(www.bptrends.com)
 Rockwell, Dan (aka Leadership Freak). (2013, March 15).
“Thriving Through Process.” Leadership Freak blog
(leadershipfreak.wordpress.com)
 University of San Francisco. (2013). "Applied business Process
Management, Book 1 of 2, Weeks 1-4.
(http://www.usanfranonline.com/certificate-programs-online/)
62

Source: http://www.themebrain.com/sites/default/files/question-answers-teaser.png
63

Additional Modeling Options
• Flow Charting
• UML
• SIPOC
• Swim Lanes
• IDEF-0
• Systems Dynamics
• Value Chain
• LOVEM-E
• Value Stream Mapping
64

Flow Charting Notation
Source: Source: http://en.wikipedia.org/wiki/Flowchart edrawsoft.com
65

Swim Lanes
Source: blog.larimarconsulting.com
66

Value Chain
Analysis Design Develop Implement Evaluate
• Collect
• Analyze
• Delivery
• Objectives
• Descriptions
• Collect Content
• Lesson Plan
• Document Types
• Create Test
• Build Course
• Create Materials
• Type of Media
• Beta Test
• Pilot
• Teach
• Complete Evals
• Review Evals
• Make Changes
67

Unified Modeling Language (UML)
Source: ukpdf.info
68

IDEF-0
Source: edrawsoft.com
Source: http://en.wikipedia.org/wiki/IDEF0
69

LOVEM-E
Source: http://www.ibm.com/developerworks/webservices/library/ws-improvesoa/
70

SIPOC
Source: six-sigma-material.com
71

Systems Dynamics
Source: suggestsoft.com
72

Value Stream Mapping
Source: engineeringeconomist.blogspot.com
73

Structured Business Process Modeling - Lavacon 2014

More Related Content

What's hot (20)

Similar to Structured Business Process Modeling - Lavacon 2014 (20)

Recently uploaded (20)

Structured Business Process Modeling - Lavacon 2014