This presentation has been delivered by Constantin Stan at the PECB Insights Conference 2018 in Paris

1. Constantin STAN, Alexandra NICULAE
ENVISO (www.enviso.org)
BPMN 2.0

2. 2
Over 1000 Certified Specialists in more
than 29 countries

3. 3
Training, coaching, consultancy

4. 4
What is a process
A process is defined as a repetitive and systematic series of actions or
operations whereby one or more inputs from suppliers is used to achieve an
output of value to the customer (internal/external)
Input Output
Process
Actions
Process Model
The Work Process
The Improvement Process

5. 5
Selecting the Process Improvement
Methodology
Process
Management Kaizen
SIX SIGMA
LSS DFLSS
Just Do It
LEAN
Process
performance
understood?
Can the
problem be
solved in less
than 5
days?
Is it a process
flow / cycle
time
problem?
Is it a
variation /
defect driven
problem?
Is a new
process or
redesign
required?
Is the solution
to the
problem
simple &
known?
Start
Yes
No
No
No
No
No
Yes
Yes
Yes
Yes
Yes
Explore Other Methodologies
No

6. 6
Heisenberg's uncertainty principle
Quantum uncertainty for a given:
-particle,
-atom,
-molecule
WHAT ABOUT
YOUR PROCESSES ?

7. 7
What makes a process efficient?
Efficient processes must be:
 Easy to be defined;
 Predictable
 Measurable;
 Easy to be documented;
 Easy to communicate.
 Able to face the risks

8. 8
Scale
 Entire organization
 Department
 Project/ Section/ Team
Organization Readiness
 Culture
 Past process experience
 Management team
 Stability
Impact
 Business Transformation
• Organization wide deployment
• Major culture change
 Strategic improvement
• Targeted deployment on critical problems
• Projects necessary for success or survival
 Problem solving
• Specific operational problems
• Incremental improvements in
organizational performance
Which Deployment Model To Use?

9. 9
There is no one “right” model
Adapt the deployment to the organization’s situation.
Four models to consider:
Enterprise wide (traditional model)
Department/business unit (scalable model)
Targeted (problem solving model)
Grass roots (bottom up model)
Deployment Models

10. 10
Characteristics
 Top down driven
 Comprehensive
 Major culture change
 Rapid, highly visible
deployment
Deployment considerations
 Solid leadership from the top management is essential
 Large infrastructure and full time staff
 Significant planning and management over time
 Integration with other management systems
 Need for common language and problem solving
methodology
 Need to address cross functionalprocesses
 Five years to achieve lasting culture change
This is the traditional deployment model with a proven track record However, it is challenging to execute.
Who implemented this model
Characteristics
Deployment considerations
 Structured approach to deploying the new
function into the organization.
 MBBs become local drivers
 Drives operational excellence and routine
operations
Enterprise Wide Model

11. 11
Characteristics
 Department leadership but enterprise management
support
 Department pilot for enterprise
 Comprehensive at the department level
 Culture change
Deployment considerations
 Easier to start due to smaller scale
 Slower pace is possible; scale up after initial
success
 Greater use of consultants and outside training
 Less integration with management systems
 Similar to enterprise model but on a smaller
scale
 Risk of not getting beyond the department level
Good option for a strong mid level leader with a supportiveboss.
Who implemented the model
Characteristics
Deployment considerations
Department/Business Unit Model

12. 12
Characteristics
 Top management leadership
 Focused on a few specific business
problems
 Driven by a desire for strategic impact
 Culture change not a deployment
objective
Deployment considerations
 Easy to get started
 Quick results because problems are identified ahead of
time
 Infrastructure needs are small; use contracted
resources
 Risk of not sustaining the gains
Good model if LSS resources arelimited.
Can build momentum for organization wideefforts.
Who implemented the model
Characteristics
Deployment considerations
Targeted Model

13. 13
Characteristics
 Originates at the bottom of the
organization
 Highly motivated individuals lead the
effort
 Project or problem specific
 Culture change not an objective
Deployment considerations
 Easy to do
 Track record for sustainable improvement is not
good
 Few if any infrastructure needs
 Big success can lead to using other deployment
models.
Model can produce good results but often fades over time due to lack of top management attention.
Who implemented the model
Characteristics
Deployment considerations
 Project based companies, with low
repeatability processes
 Research institutes
 Hospitals
 Maintenance companies
Grass Roots Model

14. 14
Why Use Business Process Modeling?
Your first step in modeling is actually pen and paper.
Pen and paper to simply draw the process or… Post-it to draw activities

15. 15
Millenials – do they read procedures ?

16. 16
Process Mapping - What?
What It Really Is...
S I P O C S I O CP
What You Think It Is...
Why map the process?
A visual representation of the process gives
the stakeholders an opportunity to define
and review the true current state process. It
is very common for stakeholders to only see
their part of the process and underestimate
the true complexity.

17. 17
Process maps allow you to break down the process into a step-by-step visual
representation. From this we can determine the basic elements of the process,
its flow and all functions involved. There are numerous types of process maps
ranging from the basic to very detailed. Some types of process maps are:
• SIPOC
• Functional Deployment Process Map
• Spaghetti Diagram
Process mapping

18. 18
The purpose of Process Maps is to:
• Identify the complexity of the process
• Communicate the focus of problem solving
Process Maps are living documents and must be changed as the process is changed
• They represent what is currently happening, not what you think is happening.
• They should be created by the people who are closest to the process
Step AStart FinishStep B Step C Step D
Process Map
Process Maps

19. 19
SIPOC
Elements of a Process
WHO are your
customers?
WHAT does the customer
receive? (Think of their
CCR’s)
What are the HIGH LEVEL
STEPS in the Process
today?
What are the inputs?Who PROVIDES the
input?
Step 1:
Step 2:
Step 3:
Step 4:
List Supplier
List Supplier
List Supplier
List Supplier
List Input
List Input
List Input
List Input
List Outputs
List Outputs
List Outputs
List Outputs
List Customer
List Customer
List Customer
List Customer
Process Name: Process Owner:
Start
Stop
Date:
1
2A
2B
34567
CustomerOutputProcessInputSupplier
(Who)(Vers) (Use Nouns)(Who)
PS I O C
(Use Nouns)

20. 20
CustomerOutputProcessInputSupplier
WHO are your
customers?
(From Step 1)
WHAT does the
customer receive?
(Think of their
CCR’s)
What STEPS are
Included in the
Process today?
(high level)
What is provided to
START the
process?
Who PROVIDES
the input?
(Who)(Verbs) (Use Nouns)(Who)
Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Step 6:
Step 7:
PPSS III OOO CC
(Use Nouns)
List Supplier
List Supplier
List Supplier
List Supplier
List Supplier
List Supplier
List Supplier
List Supplier
List Input
List Input
List Input
List Input
List Input
List Input
List Input
List Input
List Outputs
List Outputs
List Outputs
List Outputs
List Outputs
List Outputs
List Outputs
List Outputs
List Customer
List Customer
List Customer
List Customer
List Customer
List Customer
List Customer
List Customer
Functional deployment map
Sipoc – high- level process
map(10.000 ft)
Mapping process

21. 21
Cross Functional Process Map
When multiple departments or functional groups are involved in a complex
process it is often useful to use cross functional Process Maps.
 Draw in either vertical or horizontal Swim Lanes and label the functional groups
and draw the Process Map
General
Accounting
BankFinancial
Accounting
VendorDepartment
Start
Request
transfer
Attach ACH
form to
Invoice
Produce an
Invoice
Fill out ACH
enrollment
form
Receive
payment End
Vendor
info in
FRS?
Input info into
web interface
Match against
bank batch
and daily cash
batch
Accepts transactions,
transfer money and
provide batch total
Review and
Process
transfer in
FRS
3.0
Journey Entry
21.0
Bank
Reconciliation
Maintain database
to balance ACH
transfers
ACH – Automated
Clearing House.
No
Yes
Sending Fund Transfers

22. 22
Functional deployment map
File is completed
Complete file
checklist
Print 2 signatures
pages & sign; print
contract; print
welcome letter
Send paper file to
QC
Review
required based
on tenure?
Verify address
Address good?
Return to
processor to
contact agent to
verify address
Mail welcome
letter/kit, signature
page, and contract
Agent receives
agent number
Review and score
file
Score = 100?
Send to processor
to correct
Second signature
page sent to
imaging for back
scan
Send welcome
letter, contract & 1
signature page to
mail out
No
No
No
Yes
Yes
Yes
• 19% of files reviewed contain
one or more errors (YTD ave;
range 6-31%)
• 37% are Fatal or Major errors*
(YTD ave; range 24-57%)
• 23% of completed files reviewed
(YTD ave; range 9-38%)
• Is there a correlation between
length of tenure and quality of
work?
QC process can delay welcome
letter/agent number being sent by
1-22 days
Opportunity: 100%
accuracy on fatal/major
errors
* Fatal error: stops agent from getting appointed or interferes with
commissions; Major error: contract can be mailed but errors must be
fixed to prevent impact to agent
ComplianceABTContracting Agent Imaging
Process Mapping

23. 23
Process Walk
Current state
Spaghetti Diagram allows you to visualize redundant activity and waste related
to motion. A spaghetti diagram is a good precursor to Functional Deployment
and Value Stream Maps
When developing a Process Map walk the process whenever possible or to
validate what you have documented as the “as is” process.

24. 24
Process Walk – In a bank

25. 25
Process Walk – In a plant

26. 26
Greet Guest
Take Guest
Information
Verify Guest Credit
Choose Available
Room
Provide Guest Key
Direct Guest to
Elevator
Guest
Check in
Assistant
Entity
Activity
Resource
Routing “Get” Resource
“Free” Resource
Arrival
Customer experience chart
(between swimlane and spaghetti)
Resource

27. 27
Initial
Process
Arrives at
first floor of
the
Compliance
Building
Information -
Clerks load files
into O drive
inventory
SP
First Sort
T'scripts
sorted in
loadingdock
for delivery
Transportati
on
T'scripts
sent to 3rd
floor File
Room
Transportatio
n
Clerical lead
picks up files
and locates
them in
Clerical area
Second
Sort
Clerical
lead sorts
files by
transcript
type
First
Batching
Batched by
25 and
distributed to
the 7 TE
units
Transportatio
n
Batches
routed to the
inventory
room waiting
for TE's to
pick up
Third Sort
TE leads
pick up work
and sort by
available
TEs and
skill codes
Information -
TDI t'script
tracking data
input into IDRS
Final
Process
IDRS sends
out
finished
job 3 days
after
closure
Control
"O" drive
report
Information -
DM compiles
team data
and puts
into WP&C
Information
-
TE closes
out case in
WP&C
USPS
Second
Batching
TE lead
loads
work into
each TEs
in basket
Transportati
on
Each TE
picks up
workload
Value
Added
TEs work
the cases
Transportation
Clerks return
unfinished work to
Inventory Room
Inventory Build-up
Unfinished work
accumulates into
the next days'
load
Transportati
on
Return
completed
work to TE
lead at the
EOD
COMPLETE
FileisStripped
Pull random
reviews
Pull random
reviews
File goes to
TE's
manager
Value Added
TE closes
case in
IDRS
Control
WP&C
Control
IDRS
Information
-
TE closes
out case in
IDRS
Information
IDRS holds
for three
days for any
possible
changes
CRITICALPATH
Initial
Process
Arrives at
first floor of
the
Compliance
Building
Information -
Clerks load files
into O drive
inventory
SP
First Sort
T'scripts
sorted in
loadingdock
for delivery
Transportati
on
T'scripts
sent to 3rd
floor File
Room
Transportatio
n
Clerical lead
picks up files
and locates
them in
Clerical area
Second
Sort
Clerical
lead sorts
files by
transcript
type
First
Batching
Batched by
25 and
distributed to
the 7 TE
units
Transportatio
n
Batches
routed to the
inventory
room waiting
for TE's to
pick up
Third Sort
TE leads
pick up work
and sort by
available
TEs and
skill codes
Information -
TDI t'script
tracking data
input into IDRS
Final
Process
IDRS sends
out
finished
job 3 days
after
closure
Control
"O" drive
report
Information -
DM compiles
team data
and puts
into WP&C
Information
-
TE closes
out case in
WP&C
USPS
Second
Batching
TE lead
loads
work into
each TEs
in basket
Transportati
on
Each TE
picks up
workload
Value
Added
TEs work
the cases
Transportation
Clerks return
unfinished work to
Inventory Room
Inventory Build-up
Unfinished work
accumulates into
the next days'
load
Transportati
on
Return
completed
work to TE
lead at the
EOD
COMPLETE
FileisStripped
Pull random
reviews
Pull random
reviews
File goes to
TE's
manager
Value Added
TE closes
case in
IDRS
Control
WP&C
Control
IDRS
Information
-
TE closes
out case in
IDRS
Information
IDRS holds
for three
days for any
possible
changes
CRITICALPATH
Arrives at
first floor
of the
Compliance
Building
Initial
Process
Suppllliiierrr::
: Butttlllerrr
Street
computtterrr
rrroom
Information -
Clerks load files
into O drive
inventory
SP
First Sort
T'scripts
sorted in
loading
dock for
delivery
Totttalll C///T = 0 miiinutttes Totttalll
C///T = 50 miiinutttes NVA = 0
minutesttii NVA = 50
miiinutttes
Transportati
on
T'scripts
sent to 3rd
floor File
Room
TotttalllC///T=10
miiinutttesNVA=10miiinutttes
Clerical
lead picks
up files
and
locates
them in
Clerical
area
Transportatio
n
TotttalllC///T=10
miiinutttesNVA=10miiinutttes
Clerical
lead sorts
files by
transcript
type
Second
Sort
TotttalllC///T=4hourrrs
NVA=4hourrrs
First
Batching
Batched by
25 and
distributed to
the 7 TE
units
Batches
routed to
the
inventory
room
waiting for
TE's to
pick up
Transportatio
n
TotttalllC///T=4hourrrs
NVA=4hourrrs
TE leads
pick up
work and
sort by
available
TEs and
skill codes
ThirdSort
TotttalllC///T=1hourrrs
NVA=1hourrrs
Information -
TDI t'script
tracking data
input into IDRS
TAXPAYE
R
IDRS
sends out
finished
job 3 days
after
closure
Final
Process
TotttalllC///T=0miiins.
NVA=0miiins.
Control
"O" drive
report
Information -
DM compiles
team data
and puts
into WP&C
Information
- TE closes
out case in
WP&C
USPS
TE lead
loads work
into each
TEs in
basket
Secon
d
Batchin
g
TotttalllC///T=1hourrrs
NVA=1hourrrs
Each TE
picks up
workload
Transportatio
n
TotttalllC///T=6hourrrs
NVA=6hourrrs
Value
Added
TEs work
the cases
TotttalllC///T=10
miiinutttes
attt
ttthe
EOD
?
Clerks return
unfinished
work to
Inventory
Room
Transportatio
n
No
Unfinished work
accumulates into
the next days'
load
Inventory Build-
up
Return
work to
TE lead
at the
EOD
Transportatio
n Lead
Revie
w
completed
Requiiirrred?
PAS
Revie
w
Requii
irrred?
No
FileisStripped
COMPLETE
No
Pull random
reviews
Yes
Acceptttabllle
?
No
Yes
Pull
random
reviews
Yes
Acceptttabllle
?
File goes
to TE's
manager
No
Yes
TE
closes
case in
IDRS
Case Value
Added
complllettted Yes
TotttalllC///T=0
miiinutttesNVA=0miiinutttes
Control
WP&C
Control
IDRS
Information
- TE
closes out
case in
IDRS
Information
IDRS holds
for three
days for
any
possible
changes
Totttalll C///T
= 3 days
NVA = 3 days
CRITICAL
PATH
Value Stream Mapping=VSM

28. 28
Process Mapping – Why?
• So people can see the overall process for the first time
• So people see how their ‘piece’ impacts on other peoples pieces
• To give visibility to different types of activities
• To create a common base from which to improve
• To establish ownership of the process

29. 29
Why Use Business Process Modeling?
To maintain a performant business process, you will need to digitize that
process in a way that a workflow engine can understand.
Business process modeling tools allow you to represent your process in a
digital way that can then be transferred to a live automated process.

30. 30
Why Use Business Process Modeling?
Business Process Modeling is a combination of various
process related steps such as:
Process Mapping,
Process Discovery,
Process Simulation,
Process Analysis and
Process Improvement.

31. 31
Benefits of business process modelling
There are many benefits to business process
modeling:
 Gives everyone a clear understanding of how the process works, even
during a crisis situation
 Provides consistency and controls the process
 Identifies and eliminates redundancies and inefficiencies
 Sets a clear starting and ending to the process

32. 32
What BPMN brings to the business ?
A standard Business Process Model and Notation (BPMN 2.0) will provide
businesses with the capability of understanding their internal business
procedures in a graphical notation and will give organizations the ability to
communicate these procedures in a quick and standard manner.
Furthermore, the graphical notation will facilitate the understanding of the
performance collaborations and business transactions between the
organizations.
This will ensure that businesses will understand themselves and participants in
their business and will enable organizations to adjust to new risks and
business circumstances quickly

33. 33
What BPMN brings to the business ?
Business process modeling provides important benefits to companies and
organizations such as the ones listed below.
1. Align Operations with Business Strategy
2. Improve Process Communication
3. Increase Control and Consistency
4. Improve Operational Efficiencies
5. Gain Competitive Advantage

34. 34
Align Operations with Business Strategy
Business process modeling is a critical tool for management and executives to
guarantee that the business processes are consistent with and support
execution in the direction of attaining the overall strategy of the organization.
Business process modeling enable process agility, a capability to change and
communicate processes rapidly to take advantage of new business
opportunities or address business challenges.

35. 35
Improve Process Communication
Process modeling brings to the table a common unified language and
methodology for communicating processes and information about processes
and decision rules.
• Minimizes potential danger of loss of staff resulting in loss of business
process knowledge.
• It helps business managers communicate their ideas quickly and clearly.
• Turns the team's experience and "tribal knowledge" into documented
processes.

36. 36
Increase Control and Consistency
Business Process Modelling helps a company execute processes in
consistent way because instead of relying on people to remember to do the
right thing the documented process can be given to the business users.
More than this, BPMN helps to handle exceptions faster and in a better way.

37. 37
Improve Operational Efficiencies
BPMN it boosts a mind-set of continually optimizing business critical
processes to incrementally improve operational efficiencies.
Process analysis enables better resource utilization in case of a crisis, a
natural disaster, etc.

38. 38
Gain Competitive Advantage
A business that has aligned its operations to its strategy, is agile, that has
control over its processes, is running efficiently and has well trained staff is
indeed at the top of its game.
Having a clear process structure, the personnel can easily adapt to any
change, whether is a market change or a noise induced change (a natural
disaster).

39. STANDARD BPMN
STRUCTURE

40. 40
Standard BPMN Structure - Level 0

41. 41
Standard BPMN Structure - Level 1

42. 42
Alternatives in modelling
Basically, there are two possible approaches to carry out the modelling:
1. Central
2. Decentral modelling

43. 43
Alternatives in modelling
The central modelling includes
• a dedicated modelling team,
• that creates all models itself
• and ensure the functional quality of the models by permanent
discourse with the departments (process owners)
The decentral modelling is characterised by
• the creation of the models in the functional departments by the
respective experts,
• additionally a small central team, which guarantees particularly the
syntactical correctness and consistency of the models and
• provides if necessary. help in modelling.

44. 44
Evaluation of the central modelling
Dimension Evaluation
Costs • Permanent personnel costs by dedicated actors (-)
• Employees are possibly missing at a different location in the operating
business (-)
Quality • Technically matured models (+)
• Tendential subotimal technical quality as a result of a lack of expertise of
modellers (-)
• High coordination effort between the functional departments (-)
• After a professional training it is possible to identify interdepartmental
processes and interfaces (+)
Time • Modelling team needs time for each process for the functional
adjustment (-)
• Modelling team is reliant on the technical cooperation with the functional
department in the modeling processes (delays) (-)
• Finalisation of processes may require multiple feedback sessions with
the technical department (-)

45. 45
Evaluation of the decentral modelling
Dimension Evaluation
Costs • Minimal additional staff costs due to smaller central team (+)
• Casually limitation of productivity in the departments through modelling
workshops (-)
Quality • Functional process quality tends to increase (+)
• Know how, process awareness and acceptance is encouraged by
identification with the processes in the departments (+)
• Know How is sustainable anchored in the departments(+)
Time • Department requires only basic training in terms of process modelling
(tools and methods) (+)
• Faster acquisition and implementation of change requirements in
processes (+)
• Syntactic quality assurance through central authority is required (-)

46. 46
Pocess ControllerProcess
employee
Process Owner
Process Expert
Chief Process
Officer
Process Consultant
specific
business
process
Business Process Management System
performs collects data
reports to
is responsible for
supports
gives
methodological
support
gives
technical input
participates in
improvements
models
is responsible for
supports
46
Roles of the BPM system and their
interaction

47. 47
 Responsibility for the optimisation of the whole business
process management
 Improvement and further development of the BPM
system
 Coordination of cross company business processes
 Cooperation and if necessary, responsibility of strategic
process changes
Chief Process Officer
The role of the Chief Process Officer (CPO) refers to the whole business process management system of
the company.
This role can be the same as the role of the Chief Process Officer or be preceived outside of the
management.
In these slides, it is assumed that the role of the Chief Process Officer is not located in the executive, but
for example in the organisation department.
47
Roles of the Business Process Management
System (1/3)

48. 48
 Responsible for the achievement of process objectives
 Responsible for process execution
 Responsible for the design of processes
Process owner
The role of the process owner refers to selected processes of the company.
 Operational execution of business processes
 Technical knowledge holders
Process employee
 Has profound knowledge of the business process
 Supports the process owners
 Gives technical input for the business process modelling. If
necessary, performs them
Process expert
The role of the process experts is located in the department, and therefore refers to selected
processes of the respective department.
The process employee edits the selected business processes in the department. 48
Roles of the Business Process
Management System (2/3)

49. 49
 Methodological support
 Cooperation in planning and execution of BPM projects
 Training of process methods and tools
 Organisation and moderation of BPM workshops
 BP modelling
Process consultant
The role of the process consultant is usually located in an organisation department and therefore refers to
the whole company.
In larger companies, a specialisation of the process consultants can be useful in terms of products.
 Reporting about the achievement of process objectives
 Reporting about the implementation of measures
Process controller
The role of the process controller is ideally seperated to the process owners, to achieve corresponding
objectivity. This role also refers to selected processes of the company.
49
Roles of the Business Process
Management System (3/3)

50. 50
Live exercise
 Next: live presentation of a process modelling using
ADONIS BPM

51. 51
Q&A