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Business Process Modelling- 1.2/2013 -
Marcello La Rosa
Queensland University of Technology
Brisbane, 25 July 2013
© INB/INN320 1.2/2012 – 25 July 2013
How novices model a business process
Mark is going on a trip to Sydney. He decides to call a taxi from home to the airport. The taxi arrives after 10 minutes, and takes half an hour for the 20 kilometers to the airport. At the airport, Mark uses the online check-in counter and receives his boarding pass. Of course, he could have also used the ticket counter. He does not have to check-in any luggage, and so he proceeds straight to the security check, which is 100 meters down the hall on the right. The queue here is short and after 5 minutes he walks up to the departure gate. Mark decides not to go to the Frequent Flyer lounge and instead walks up and down the shops for 15 minutes and buys a newspaper before he returns to the gate. After ten minutes waiting, he boards the plane.
© INB/INN320 1.2/2012 – 25 July 2013
Many ways of modelling a process…
© INB/INN320 1.2/2012 – 25 July 2013
Many ways of modelling a process…
© INB/INN320 1.2/2012 – 25 July 2013
Many ways of modelling a process…
© INB/INN320 1.2/2012 – 25 July 2013
Many ways of modelling a process…
© INB/INN320 1.2/2012 – 25 July 2013
Many ways of modelling a process…
© INB/INN320 1.2/2012 – 25 July 2013
Many ways of modelling a process…
© INB/INN320 1.2/2012 – 25 July 2013
Issues?
• Different representation of concepts• Different level of granularity• Different level of scope• Different terminology
→ What is the right process model?
© INB/INN320 1.2/2012 – 25 July 2013
What is a model?
Registerorder
Prepareshipment
Shipgoods
Receivepayment
(Re)sendbill
Contactcustomer
Archiveorder
Materialis released
TO itemconfirmed
withoutdifferences
Warehouse/Stores
Transferorderitem
is confirmed
Paymentmust
be effected
PurchaseRequisition
Requirementfor materialhas arisen
Requisitionreleased
for schedulingagreement
schedule/SA release
InvoiceVerification
Purchaserequisitionreleased
for purchaseorder
Inbounddeliveryentered
Goodsreceived
Goodsreceiptposted
GoodsReceipt
Purchaseorder
created
Purchasing
Invoicereceived
Check Invoice Mismatches
Post InvoiceEnter Invoice
Details
mismatch exists
no mismatches
Block Invoice
Invoice received
© INB/INN320 1.2/2012 – 25 July 2013
Models are abstractions from real world phenomena, developed for the purpose of reducing overall complexity.
Models aggregate information and document only relevant aspects of the real world.
Models are being developed in a specific modelling subject for a specific target audience with a specific modelling purpose in mind.
no right/wrong, but relevant/irrelevant model
A little bit on modelling theory
© INB/INN320 1.2/2012 – 25 July 2013
What is the relevant model?
?
© INB/INN320 1.2/2012 – 25 July 2013
Collection of related events, activities and decisions, that involve a number of actors and objects, and that collectively lead to an outcome that is of value to an organization or its customers.
Examples:• Order-to-Cash• Quote-to-Order• Procure-to-Pay • Application-to-Approval• Fault-to-Resolution (Issue-to-Resolution)• Claim-to-Settlement
Our Phenomena of Interest: Business Processes
Dumas, La Rosa, Mendling, Reijers, 2013
© INB/INN320 1.2/2012 – 25 July 2013
fault-to-resolution process VA
LU
E
Customer
InsuranceCompany
PartsStoreService
DispatchCentre
Technician
Customer
Call Centre
Customer
“My washing machine doesn’t work…”
© INB/INN320 1.2/2012 – 25 July 2013
Processes and Outcomes
• Every process leads to one or several outcomes, positive or negative– Positive outcomes deliver value– Negative outcomes reduce value
• Fault-to-resolution process’ outcomes:1. Fault repaired without technician intervention
2. Fault repaired with minor technician intervention
3. Fault repaired and fully covered by warranty
4. Fault repaired and partly covered by warranty
5. Fault repaired but not covered by warranty
6. Fault not repaired (customer withdrew request)
© INB/INN320 1.2/2012 – 25 July 2013
What is a Business Process: Recap
© INB/INN320 1.2/2012 – 25 July 2013
The Core Elements of a Process
• Activities– active elements (e.g. ‘enter sales order’)– time-consuming, resource-demanding– state-changing
• Events– passive elements (e.g. ‘sales order has been entered’)– represent conditions / circumstances– atomic, instantaneous
17
© INB/INN320 1.2/2012 – 25 July 2013
The Core Elements of a Process
• Business Objects (or Data)– the organizational artifacts that undergo state changes– physical or electronic information– examples:
• sales order, digital object, consulting proposal
• Actors (or Resources)– the entities performing process activities and generating events– human and systems– examples:
• financial officer, warehouse clerk• ERP, CRM, SAP, application X…
18
© INB/INN320 1.2/2012 – 25 July 2013
ERP
Senior Finance Officer
FinanceDepartment
How do we combine these?
Check Invoice
Mismatches
Enter InvoiceDetails
mismatch exists
no mismatches
Block Invoice
Invoice received
Invoice posted
Post Invoice
Invoice blocked
Invoice InvoiceReport
InvoiceInvoice DB
1. What needs be done and when? - Control flow2. What do we need to work on? – Data3. Who’s doing the work? - Resources (human & systems)
© INB/INN320 1.2/2012 – 25 July 2013
Process Perspectives
• Control Flow Perspective– “what needs to be done and when”– predecessor/successor relationship among activities and events– the central information depicted in a process model
• Data Perspective– “what do we need to work on”– input/output data to activities– complements the control flow
• Resource Perspective– “who’s doing the work”– human participants and systems that perform
control flow activities and generate events– complements the control flow
20
Check Invoice
Mismatches
Enter InvoiceDetails
mismatch exists
no mismatches
Block Invoice
Invoice received
Invoice posted
Post Invoice
Invoice blocked
Invoice Report Invoice DB
ERP
Senior Finance Officer
FinanceDepartment
© INB/INN320 1.2/2012 – 25 July 2013
Example: Student Enrollment
21
Complete pre-
enrolment
Set up online access
Accept offer and
T&C
Plan enrolment
Enrol Register
forclasses
© INB/INN320 1.2/2012 – 25 July 2013
Further Potential Elements in a Process
• Objectives, Goals– link to strategy
• Risks– for risk-profiling the process
• Policies, Rules– for checking process compliance
• Knowledge– to depict expertise required
• …
22
© INB/INN320 1.2/2012 – 25 July 2013 23
Adapted from Davis, 2000; Wreden, 1998
Process Modelling…
• is a common language for naming and framing an issue• integrates processes with other artefacts
(e.g. systems, organisations, data, services, risks)• enables walk-through, validation and testing (e.g. via simulation)• can be used as a benchmark for measuring improvements –
“what-if” analysis• provides a blueprint for process automation
© INB/INN320 1.2/2012 – 25 July 2013 24
Why Process Modelling?
• Business processes are increasingly valued as essential assets of an organisation
• This significance demands dedicated management of processes
• We need ways to extract processes out of the organisational complexity in order to discuss,analyse, improve and automate them
© INB/INN320 1.2/2012 – 25 July 2013
Where does process modelling fit in BPM?
Body of principles, methods and tools to design, analyze, execute and monitor business processes, with the ultimate goal of improving them.
Organizational Business Processes
IT systems
People
Data TradingPartners
SuppliersIT infrastructure
Customers
Dumas, La Rosa, Mendling, Reijers, 2013
© INB/INN320 1.2/2012 – 25 July 2013
Where does process modelling fit in BPM?
Process identification
Conformance and performance insights
Conformance and performance insights
Processmonitoring and
controlling
Executable processmodel
Executable processmodel
Processimplementation To-be process
modelTo-be process
model
Processanalysis
As-is processmodel
As-is processmodel
Process discovery
Process architectureProcess architecture
Processredesign
Insights onweaknesses and
their impact
Insights onweaknesses and
their impact
…design, analyze, execute and monitor business processes…
Focus of this unit
© INB/INN320 1.2/2012 – 25 July 2013
Time Investment in BPM Projects
BPTrends, 2006
41%
3%5%8%7%
12%
11%9% 4%
Process Discovery
Project Team Selection
Business Case
Deployment and Training
Testing and Debugging
Implementation
Tool Evaluation and Selection
Functional and Technical Specification
Project Documentation
© INB/INN320 1.2/2012 – 25 July 2013
Top 10 Technology Skills
• Business Process Modelling• Database• Messaging/Communications• IT Architecture• IT Security• Project Management• Data Mining• Web Development• IT Optimization• Networking
28NetworkWorld, 30 March 2009