The document discusses two generic structures for business process modeling: one that adopts a variety of process concerns and layers of concepts, and one that minimizes barriers between process presentation and model analysis through verification and validation. It then examines several frameworks for business process reengineering (BPR) and modeling, including PADM, PRLC, and frameworks from Davenport, Mayer, and Knettinger. Based on these, it concludes that a generic business process model should represent that a business process has customers, is composed of value-creating activities operated by human or machine actors across organizational units.

4. Baseline process control and presentation

5. Evaluation

6. Design the desire process from which the desire output can be taken.

7. PRLC ()

8. which described by Kettinger in 1995 and according to him process defined and evaluate in following manner;

9. Foresee the process changes

10. Inaugurating (investing)

11. Identification

12. Re – designing

13. Re – structuring

14. BPR Frame Work

15. which described by Mayerr in 1995 and according to him process defined and evaluate in following manner;

16. BPR principle

17. BPR process

18. BPR methods and tools

19. BPR Stages

20. which described by Davenport in 1993 and according to him process defined and evaluate in following manner;

21. Identifying the problem for changes (i.e innovation)

22. Identifying changes levers

23. Developing process vision

24. Describe the existing process (As_Is process)

25. Design the prototype model for new described process (To_Be process)

26. BPR Stages

27. which described by Knettinger in 1997 and according to him process defined and evaluate in following manner;

28. Envision of the process

29. Initiate

30. Diagnose

31. Redesign

32. Restructure

33. Evaluate

34. Above mentioned methods described the business process modeling methods in various aspects and means and from all that processes we concluded;

35. A business process has its customers

36. A business process is composed of activities

37. These activities are aimed at creating value for customers

38. Activities are operated by actors which may be human or machines

39. And a business process often involved several organizational units which are responsible for a whole process.

40. (as per Davenport , Hammer & Champy _ 1993 )From above approaches we can easily distinguish between processes that some are activities based and some are object based. <br />