The document outlines the fundamentals of business process management (BPM), emphasizing the importance of understanding, modeling, and improving business processes for organizational success. It discusses process mapping, the advantages of BPM notations like BPMN, and critical success factors in BPM, culminating in a focus on continuous improvement and documentation of processes. The purpose is to enhance efficiency and effectiveness within organizations by aligning processes with business goals.

1. more than just drawing shapes
presenting
Business Process
Management
Amin Kazemi
http://www.linkedin.com/in/aminkazemi

2. Goals & Objectives
 The Basic Business Process Fundamentals
- What’s, Why’s, How’s
 Standards and Success Factors
 Methods in Information Gathering
 Overview of Sparx Enterprise Architect
 Organisation Application
We are not looking for a quick fix, but an improvement in our overall process to help people
in the ABS deliver their best results, and so that they feel happier and more rewarded in
their jobs

3. Program at a glance
Today’s Story
Process
Management
Tools &
Techniques
Uses &
Application

4. Process Management
Answering What, Why and How

5. BusinessProcessManagement What is a Business Process
A (business) process is …
 Activities – A series of related activities that ‘flow’ through
an organisation
 Limitless – It’s not limited to a single function or
department
It’s something that can be viewed
from end to end.

6. BusinessProcessManagement What is a Business Process
A (business) process is …
 Contains a goal
 Has specific inputs
 Has specific outputs
 Includes a number of activities that are performed in some order
 Uses resources
 May affect more than one organisational unit
 Has horizontal organisation impact
 Creates value for the stakeholders

7. BusinessProcessManagement What is a Business Process
A (business) process example …
 For a good trip every element needs to work well
 The value for traveller is in the complete experience, not
just some parts of it.
 The value for the airline is also having every step work well.
 A great experience is destroyed by lost luggage, both for
airline & traveller.

8. BusinessProcessManagement What is Process Mapping
Business Process Modelling is …
 A Tool – used to understand, analyse and document
processes and activities in an organisation
 Improvements – assist in identifying opportunities for
improvements
 Maps – displays the sequential steps involved in converting
a specific input into the required output

9. BusinessProcessManagement What is a Business Process Management
“BPM is a
 Structured,
 Coherent, and
 Consistent
method of understanding, documenting, modelling,
analysising, simulating, executing and continuously changing
end-to-end business processes and all involved resources in the
light of their contribution to business improvement.”
Australian BPM Community of Practice

10. Purpose&BenefitsofBPM Why Process Modelling
Typical reasons for conducting process mapping include:
1. To meet business goals and objectives
2. To support procedural transparency
3. To aid the development of training materials
4. To support the testing of business process (incl. timing, costs, resource
identification, base)
5. To identify risks and controls
6. To measure business process
7. To assist with identifying problems in processes
8. To identify stakeholders
9. To support the articulation of requirements
10. To improve the identification of system interactions
11. To support test case planning and development

11. Purpose&BenefitsofBPM Advantages of Process Modelling
Process mapping can be extremely valuable because it can identify
improvements in a number of aspects in the BRU, including:
 Increases understanding of the work process
 Provides understanding of resource allocation
 Documents training procedures
 Tracks workflows
 Increases self awareness

12. BPM&Notations How to map processes
There are different components that together form process
models:
 Process Maps – simple flow charts of the activities
 Process Descriptions – describes the process, including roles,
scenarios, goals, risks, measures, tests, business requirements
and related policy/procedural details
When combined, the components help to create a process
model that can be:
 Analysed,
 Simulated and
 Executed

13. BPM&Notations Why Business Process Management & Notation
BPMN is a notation for illustrating business processes in the
form of a diagram, it’s benefits are:
 Standard – developed by Business Process Management Initiative
(BPMI)
 Understandable – it’s easy for technical and non technical observers
to understand
 Supported – adopted across the most industries, primarily by
Europe, North America and Oceania.

14. BPM&Notations-Events Events – something that ‘happens’
An event is something that happens during the course of a business
process:
 Trigger – These events affect the flow of the Process and usually have a
trigger or ‘result’. It can start, interrupt, or end the flow
 Start Events – indicates when a Process will begin.
 Intermediate – occurs after a process has been started and before a process
is ended.
 Time Event – used to represent delays in a process
There are different ‘Triggers’ that indicate specific circumstances that start the process.
None Message Timer Rule

15. BPM&Notations-Activities Activities – something that we perform
An activity is a generic term for work that ABS/BRU
perform in a process.
 Goal – Represents an activity or set of activities preformed
within a business process to accomplish a goal.
 Task – considered as a unit of work, the job to be performed. It
can be within a Sub-Process, which is an activity that can be
refined.

16. BPM&Notations-Gateways Gateways – to be or not to be?
An gateway represents a control point with one sequence flow
in and more then one sequence flow out.
 Decisions – represents a decision to take exactly one path in the
flow.
 Parallel – represents when a process can perform multimple
branches of operation in parallel.
 Exclusive – represents when only one of the output sequence flows
is to be followed, based on some condition.
Gateway AND Join XOR Join

17. 10CriticalSuccessFactors
Summary
business process modelling …
1. must be placed in the business context
2. must be an end to end view of the individual process and the business context
3. are part of an overall agreed business process architecture
4. To be consistent with conventions for any given environment
5. agree to conventions that are most suitable for the audience(s) in the
environment
6. are to be developed iteratively until they are base-lined
7. are an organisational asset and need to be maintained as such to achieve
maximum value
8. Should always start with the creation or full understanding of an ‘as is’ view of the
subject area
9. Allows for the creation of a ‘to be’ view once the ‘as is’ view has been objectively
analysed
10. Success factors are independent of tool selection

18. Tools & Techniques:
Applying theory into practice

19. RequirementsCapture Detailed Requirements – WHAT the process shall do
Describes the goals and objectives of the business, and can be
extracted or reflected in the business process models.
 Data requirements – addressing what input the solution requires what
output data will be produced and what data it will need to keep track of
while in use.
 Functional requirements – What the users need from the solution in
order to solve their business problem or meet business requirements
 Non-functional requirements – Constraints or quality factors that the
solution must operating within.

20. BusinessProcessScope
Diagram Business Process Scope – IGOE
Framework for capturing and documenting the ‘Inputs, Guides,
Enablers and Outputs’ on What we do
 Input – What we need to do it.
Information, Materials, People
 Guide – Why, When, and How we do what we do.
Policies, Strategies, Regulations, Law, Knowledge, Triggering Events
 Enablers – Where we do it and What and Who we do it with.
Human Resource, Tools, Equipment, Systems, Facilities, Assets
 Output – What we produce or deliver.
Results, Information, Deliverables, Products, People

21. Business Process Scope Diagram

22. BPMNTool–SparxEA Sparx Enterprise Architect – Visual Modelling Platform
 Modelling – easily model complex processes and procedures
 Documentation – produce detailed and quality documentation in RTF,
PDF and HTML formats
 Repository Centric – a main container of all models that can be
iteratively accessed and reused.

23. Uses & Application
Applying within BRU

24. EnterpriseLevel Understanding Change Drivers
 Integration – linking data to help develop solutions to complex
problems.
 Capability – involving more staff in leadership and analysis.
 Collection – addressing organisations pain points, reduce stovepipes,
improve connectivity and increase statistical coherence.
 Manage – to better manage information within the organisation and
across the industry.

25. ProcessLevel Understanding and Analysing Processes
Information for understanding and anlysing the process.
 Gap Model – defining the elements from current to desired that are a
result of performance and capabilities gap.
 Stakeholders – visual representation of the relationships between
process and entities that are concerned with outcomes.
 Process Scope – classify and summarise the types of process problem.
 Problems and measures – assessing against:
Quality
Quantity
Timeliness
Flow
Appropriateness

26. BenefitsofBPM Reasons for Business Process Management
A methodology to organise, manage and measure core processes.
 Efficiency and Effectiveness – improved by aligning activities and human
resource.
 Agility – increased to quickly and efficiently create new business
processes.
 Technology – implement to improve the management of business
processes.
 Management Philosophy – promote to create and maintain relevance
by integrating all activities:

27. Benefitsfororganisations Reasons for Business Process Management
Implementation Level
Modelling software tool
Developing training courses to teach skills required by
new or changes to processes
Process Level
Redesign, improve, document
business processes
Redesign to comply with
requirements
Build capability and knowledge
management
Enterprise Level
Allow
Reengineering,.
Standardize
processes
throughout
Create BPM Office Auditing purposes
To standardise
processes and
measurements

28. Where there is movement, there is improvement.
Thank you
Amin Kazemi
http://www.linkedin.com/in/aminkazemi