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
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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 work
Business Requirements
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Processes Deliver on Business Requirements
Processes Define How Systems Should Operate
Processes Govern Solution Design, Development. Implementation
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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 Processes External Manual Interaction
Extended Application External Component
Core Application System Component
External Manual Interaction
External Component
System Component
System Component
External Manual Interaction March 25, 2011
External Component
External Manual Interaction 5
Complete View of Systems and Processes External Manual Interaction
External Manual Interaction
Manual Process
Automated Process
External Component
System Component
Manual Process
External Manual Interaction March 25, 2011
Automated Process
External Component
Manual Process
System Component
System Component
External Component
Automated Process
Manual Process
External Manual Interaction 6
Combination of Automated and Manual Processes Extended Application Automated Process
Manual Process
Manual Process
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Manual Process
Core Application Automated Process
Automated 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
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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 work March 25, 2011
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Solution Design and Implementation Sequence Defines where the business wants to go Business Plan
Business need identifies solutions that will allow delivery of plan
Business Need
Business Benefits
Defines the benefits to be achieved by the solution Defines the detailed requirements of the solution
Requirements Definition
Process Design
Defines the processes that will be implemented by the solution Defines the solution design to implement the processes
Solution Architecture and Design Technical and Detailed Design
Creates a detailed technical design for implementation Implementation
Implements the detailed design March 25, 2011
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Solution Design and Implementation Sequence Business Plan
Business Need
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
Business Benefits
Requirements Definition Process Design
Solution Architecture and Design Technical and Detailed Design
Implementation March 25, 2011
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Need a Single Language – Avoid the Tower of Babel and Project Failure Business User
!?
?
Business/ Technical Solution Developer Architect/ Process Architect Team Analyst Designer
?
?
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?
?
? 11
Weaknesses in Business Analysis Capabilities and Competencies at the Root of Many Project Failures Poor Requirements Poor Analysis Practices
Business Requirements Not Captured
Size/Capacity/ Complexity
Large Project, Complex, Difficult Changes and Processes
Poor Strategic Alignment
Inadequate Business Case, Undefined Problem/Need
Large Project Team and Multiple Stakeholders
Business Benefits Not Measured
Business Needs Not Met Opportunities Lost
Inadequate Resource Allocation and Prioritisation Inadequate Business Involvement
Dynamic, Changing Environment
Poor Focus on Business Needs March 25, 2011
Inadequately Explored Solution Options
Unproven Technology
Investment Wasted
Solution Design Not Aligned to Business Needs
Uncertainly/ Ambiguity
Poor Solution Design 12
Analysis-Related Causes of Failures Poor Requirements Poor Analysis Practices
Business Requirements Not Captured
Size/Capacity/ Complexity
Large Project, Complex, Difficult Changes and Processes
Poor Strategic Alignment
Inadequate Business Case, Undefined Problem/Need
Large Project Team and Multiple Stakeholders
Business Benefits Not Measured
Business Needs Not Met Opportunities Lost
Inadequate Resource Allocation and Prioritisation Inadequate Business Involvement
Dynamic, Changing Environment
Poor Focus on Business Needs March 25, 2011
Inadequately Explored Solution Options
Unproven Technology
Investment Wasted
Solution Design Not Aligned to Business Needs
Uncertainly/ Ambiguity
Poor Solution Design 13
Smooth Flow From Requirements to Processes to Design and Implementation Business User
This is What I Want The System to Do
I Understand The Processes You Have Described
Business/ Technical Solution Developer Architect/ Process Architect Team Analyst Designer
The Solution Being Developed Delivers the Required Processes
I Understand. These Are The Processes Needed to Meet the Requirements
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The Solution is What I Want
This is The Design of The Overall System This is The Detail of The Implementation of The Solution This is The Solution Being Developed 14
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
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Uncertainty/lack of specificity
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Branching/decision points not identified
•
Complexity missing/not captured
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Too much inappropriate detail
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Using tool or approach that does not work
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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
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Adopt an integrated approach to using process design/specification including a set of internal organisation standards
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Training and mentoring
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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 text March 25, 2011
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Problems with Process Design/Specification Absence 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 function •
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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
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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 delivers March 25, 2011
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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 incrementally March 25, 2011
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Spectrum of Process Design, Implementation and Operation Options Consistent Use of a Standardised Approach and Language to Unambiguously Describe and Define Business Processes
Consistent Approach to Business Process Analysis and Description
Execution, Measurement, Monitoring and Control of Both Automated and Non-automated Business Processes to Achieve Consistent, Targeted Results Aligned With The Organisation’s Strategic Goals
Complete Automated Business Process Management
Incremental Set of Steps To Achieve:
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•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 Here
You Have to Start Here
Complete Automated Business Process Management
Consistent Approach to Business Process Analysis and Description Low March 25, 2011
Implementation Time, Cost, Resource Requirements, Complexity, Difficulty, Risks
High 26
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 times March 25, 2011
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• • •
• •
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 – Landscape Process KPI Definition
Process Strategy Design and Development
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 Modification March 25, 2011
Process Usage Analysis 29
Business Process Management, Governance, Implementation and Operational Framework – Landscape Process KPI Definition
Process Strategy Design and Development
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 Modification March 25, 2011
Process Usage Analysis 30
Business Process Management, Governance, Implementation and Operational Framework – Logical Components Optimisation Strategy, Management and Governance
Operation and Measurement
Design and Implementation
Technology Infrastructure March 25, 2011
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Business Process Management, Governance, Implementation and Operational Framework Optimisation Strategy, Management and Governance
Start With Realistically Achievable Objectives …
Operation and Measurement
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 Low March 25, 2011
Implementation Time, Cost, Resource Requirements, Complexity, Risks
High 32
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 process March 25, 2011
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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 organisation’s portfolio of processes
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Inputs/Outputs Events/Results) Value Add Roles/Organisations Data/Information Probabilities Queuing Transmission Time Wait Time
• • • • • • • •
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• • • • • • • • •
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
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 operations March 25, 2011
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Purpose of Process Representation Models Models 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 effort March 25, 2011
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Reasons for Process Design and Modelling •
To document an existing process clearly
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To use as a training aide
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To use as an assessment against standards and compliance requirements
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To understand how a process will perform under varying loads or in response to some anticipated change
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As the basis for analysis in identifying opportunities for improvement
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To design a new process or new approach for an existing process
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To provide a basis for communication and discussion
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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
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Models are easy to understand (when compared to other forms of documentation)
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Models provide a baseline for measurement
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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 Mapping March 25, 2011
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Business Process Modelling Notation (BPMN) •
Widely used and supported standard for business process modelling
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Provides a graphical notation for specifying business processes in a Business Process Diagram (BPD)
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Uses a flowcharting technique similar to activity diagrams from Unified Modelling Language (UML)
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Can output BPMN to Business Process Execution Language (BPEL - BPEL4WS) − Standard executable language for specifying interactions with Web Services
•
Emerging standard March 25, 2011
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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
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Overall process is divided into lanes, with one lane for each person, group or subprocess
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Processes and decisions are grouped by placing them in lanes
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Arranged horizontally or vertically and are used for grouping the sub-processes according to the responsibilities of those swim lanes March 25, 2011
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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 organisation’s 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
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Can use UML activity diagrams for business process modelling
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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 system March 25, 2011
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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 characteristics March 25, 2011
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LOVEM-E (Line of Visibility Engineering Method Enhanced) •
Notation set and a modelling technique that was developed as part of IBM’s 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 system’s performance and the impact of changing the key variables that affect overall performance March 25, 2011
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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 state March 25, 2011
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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 actions March 25, 2011
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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 Structure BPMN
Flow Objects
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Connectors
Artifacts
Swimlanes
Data
Activities
Sequence Flows
Text Annotation
Pool
Data Objects
Events
Message Flows
Group
Lane
Data Inputs
Gateways
Associations
Data Outputs
Data Associations
Data Stores 58
Swimlanes and Pools Swim 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 pools March 25, 2011
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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 tasks March 25, 2011
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Flow Objects Flow Objects
Activities
Events
Gateways
Task
Start
Exclusive
Sub-Process
End
Inclusive
Transaction
Intermediate
Parallel
Complex March 25, 2011
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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
− Events - something that happens
• 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
− Gateways - determine splitting and merging of paths within process depending on the conditions • 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
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Flow Objects - Graphics Task
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 • • • •
− Process or Sub-Process
• Embedded – sub-process embedded within a process • Event – triggered by an event • Called – pre-defined process that can be called
− Looping • Simple • Multiple in Parallel • Multiple in Sequence
− Calling – External Sub-Process − Transaction Backout (“Compensation”)
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Activities Top Left Symbol Identifies Task Type
Task Border Shows if Called/SubProcess
Looping Symbol
Rewind Symbol Used to Indicate Transaction Backout (“Compensation”) March 25, 2011
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Activities – Graphics for Combinations of Task Type and Loop Type No Loop
Simple Loop
Multiple in Parallel
Multiple in Sequence
Simple/Not Specified
Service
Send
Receive
User
Script
Manual
Business Rule March 25, 2011
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Activities – Graphics for Sub-Processes Embedded 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
Multiple March 25, 2011
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Events •
Simple − Start − Intermediate − End
•
Triggered − Start − Intermediate • Inward Direction “Catching” • Outward Direction “Throwing”
− End
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•
Triggers (Not All Apply to All Events) Message Timer Conditional Signal Multiple Multiple in Parallel Error Escalation Compensation (Backout of Transaction) − Link − Cancel − Terminate − − − − − − − − −
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Events Symbol 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
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Double Light Border and Filled Symbol Indicates Intermediate Outwardly Directed Event
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Events - Graphics for Combinations of Type, Direction and Trigger Start
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 Cancel March 25, 2011
Terminate
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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 Types Inclusive (AND) Exclusive (OR)
or
Complex Parallel Exclusive Event Start Exclusive Event Start Parallel Event
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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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Data Data 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 …
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BPMN Usage Options
Basic BPMN Processing Diagramming Allows You to Start Here
BPMN Can Grow to Enable This
Complete Automated Business Process Management
Consistent Approach to Business Process Analysis and Description Low March 25, 2011
Implementation Time, Cost, Resource Requirements, Complexity, Difficulty, Risks
High 79
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 initiative March 25, 2011
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More Information Alan McSweeney
[email protected]
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