Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
The Business Process Management overview presentation is a comprehensive walkthrough of what Business Process Management is and how you implement it at your company or your customer company. for more detail keep updating here : http//www.wesrch.com
Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp
Fundamentals of Business Process Management - Tutorial at CAiSE'2018Marlon Dumas
Slides of the tutorial "Fundamentals of BPM: Fifty Years of BPM Teaching Distilled" delivered at the 30th International Conference on Advanced Information Systems Engineering (CAiSE'2018) in Tallinn, Estonia, 13 June 2018. https://caise2018.ut.ee/
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-strategy-209
This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy.
This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
Business Process Management Tools & Framework. By ex-DeloitteAurelien Domont, MBA
Document Downloadable at www.slidebooks.com | Download and Reuse Now Business Process Management Tools & Framework in Powerpoint | Created By ex-Deloitte Consultants.
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
BPM Fundamentals: Develop Your Game Plan For BPM SuccessClay Richardson
Presentation on BPM fundamentals at PegaWorld. Introduces business process professionals to drivers for bpm, defining the business case, evaluating ROI, and when/where to use technology.
Business Process Management (BPM) is a management approach to continuously improve processes and achieve organizational objectives through a set of methodologies and technologies. This introduction video to BPM provides definitions, key components, an IT request process example, and methodologies.
Explore more about BPM on http://www.appian.com/
Visit the BPMbasics Learning Center for additional free resources and whitepapers: http://www2.appian.com/bpmbasics
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
The Business Process Management overview presentation is a comprehensive walkthrough of what Business Process Management is and how you implement it at your company or your customer company. for more detail keep updating here : http//www.wesrch.com
Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp
Fundamentals of Business Process Management - Tutorial at CAiSE'2018Marlon Dumas
Slides of the tutorial "Fundamentals of BPM: Fifty Years of BPM Teaching Distilled" delivered at the 30th International Conference on Advanced Information Systems Engineering (CAiSE'2018) in Tallinn, Estonia, 13 June 2018. https://caise2018.ut.ee/
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-strategy-209
This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy.
This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
Business Process Management Tools & Framework. By ex-DeloitteAurelien Domont, MBA
Document Downloadable at www.slidebooks.com | Download and Reuse Now Business Process Management Tools & Framework in Powerpoint | Created By ex-Deloitte Consultants.
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
BPM Fundamentals: Develop Your Game Plan For BPM SuccessClay Richardson
Presentation on BPM fundamentals at PegaWorld. Introduces business process professionals to drivers for bpm, defining the business case, evaluating ROI, and when/where to use technology.
Business Process Management (BPM) is a management approach to continuously improve processes and achieve organizational objectives through a set of methodologies and technologies. This introduction video to BPM provides definitions, key components, an IT request process example, and methodologies.
Explore more about BPM on http://www.appian.com/
Visit the BPMbasics Learning Center for additional free resources and whitepapers: http://www2.appian.com/bpmbasics
Fundamentals of Business Process Management: A Quick Introduction to Value-Dr...Marlon Dumas
Marlon Dumas of University of Tartu gives an introduction and quick tour of the business process management lifecycle. Seminar given at the Estonian BPM Roundtable, 10 October 2013.
Introduction to business process managementmoh2000amed
"Introduction to Business Process Management.pdf": A very good practical guide for Business Process Management with clear steps, I recommend to have a look on this guide specially on the following topics:
Business Process Management Common Body of Knowledge (CBOK) Knowledge Areas. Page 21
Business Process Management Topic Scope. Page 33
Types of Processes. Page 60
Modeling Techniques and Tools. Page 124
Process Analysis Roles. Page 145
Choose the Process. Page 148-150
Making Workflow Automation Personal: The Next Step in Digital Transformation...Michael Oryszak
True digital transformation requires more than incremental improvements and goes beyond individual projects or processes. To become true digital masters, organizations need to think differently and work to enable their members to rethink everything they do in order to identify opportunities for automation. By addressing the capabilities for enhancing workflow automation as a personalized technology capability, organizations can take a giant leap forward and feed and innovation cycle without any limits. This session will help re-frame the primary focus from large, centralized processes to enhancing individual and team collaborators that can drive their own process automation using a variety of commonly available no-code solutions. We will dive into techniques to educate and grow the organization’s capabilities and also review some of the commonly supported models for measuring the results and ROI.
Your Challenge
Companies understand the importance of business process improvement (BPI) and recognize the touted benefits: cost savings, waste elimination, and process efficiency.
With this said, 70% of companies that embark on process improvement initiatives fail.
The high probability of failure is attributed to a number of factors, including lack of continuous improvement and failing to define measurable outcomes.
Our Advice
Adopt a forward-facing outlook. Don’t focus solely on the current state, set improvement targets upfront to drive the initiative.
Break problems down into root-cause variables. Don’t look at the symptom, dive deeper and alleviate the root cause.
Empower business analysts. Create a practical process improvement methodology that your analysts can follow.
Impact and Result
Kick off process improvement by identifying the goals and defining the improvement targets.
Start by referring to the operating model and identifying level 1, 2, and 3 processes. Once the team understands the relationship between processes, they can begin to map a level 3 process using a standard mapping notation.
Use qualitative and quantitative techniques for analyzing the root cause rather than the symptoms.
Ensure the design is aligned with the initial improvement targets. Focus on value-added activities.
Consistently monitor the process and assess the root-cause variables to gauge the success of the process improvements.
Loughridge Transformations' Webinar: Process Model - Begin with BasicsJennifer Loughridge
Many organisations don't know where to start when introducing a process model. Most of us have read about or even experienced the benefits firsthand. However, understanding where and how to start is difficult. Determining a fit-for-purpose process model for your organisation and ensuring the critical elements are not overlooked can be even more challenging.
So, how do you do it? It is all about understanding and strategically deploying the right components.
In this webinar, you will learn:
- what are the seven must-do items in process model deployment
- why mindset is a gamechanger
- how to realise process model benefits as early as possible
Making Workflow Automation Personal: Next Step in Digital Transformation (SP...Michael Oryszak
True digital transformation requires more than incremental improvements and goes beyond individual projects or processes. To become true digital masters, organizations need to think differently and work to enable their members to rethink everything they do in order to identify opportunities for automation. By addressing the capabilities for enhancing workflow automation as a personalized technology capability, organizations can take a giant leap forward and feed and innovation cycle without any limits. This session will help reframe the primary focus from large, centralized processes to enhancing individual and team collaborators that can drive their own process automation using a variety of commonly available no-code solutions. We will dive into techniques to educate and grow the organization's capabilities and also review some of the commonly supported models for measuring the results and ROI.
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
It is focusing on behalf of Digtialleverage Consulting Services providing Business Development Services by using Technologies in an appropriate manner at a right time in right place.This can offer as on-Site or offshore model.
Stephen "Steve" Muzzy Memphis Schools Presentationsteve muzzy
A presentation from Steve Muzzy, Brevard Schools, to Memphis Public Schools Principals and Leadership Professional Development Event. Steve was privileged to be joined by Dr. Terry Holliday who is now the great Commissioner of Education in the state of Kentucky
The data architecture of solutions is frequently not given the attention it deserves or needs. Frequently, too little attention is paid to designing and specifying the data architecture within individual solutions and their constituent components. This is due to the behaviours of both solution architects ad data architects.
Solution architecture tends to concern itself with functional, technology and software components of the solution
Data architecture tends not to get involved with the data aspects of technology solutions, leaving a data architecture gap. Combined with the gap where data architecture tends not to get involved with the data aspects of technology solutions, there is also frequently a solution architecture data gap. Solution architecture also frequently omits the detail of data aspects of solutions leading to a solution data architecture gap. These gaps result in a data blind spot for the organisation.
Data architecture tends to concern itself with post-individual solutions. Data architecture needs to shift left into the domain of solutions and their data and more actively engage with the data dimensions of individual solutions. Data architecture can provide the lead in sealing these data gaps through a shift-left of its scope and activities as well providing standards and common data tooling for solution data architecture
The objective of data design for solutions is the same as that for overall solution design:
• To capture sufficient information to enable the solution design to be implemented
• To unambiguously define the data requirements of the solution and to confirm and agree those requirements with the target solution consumers
• To ensure that the implemented solution meets the requirements of the solution consumers and that no deviations have taken place during the solution implementation journey
Solution data architecture avoids problems with solution operation and use:
• Poor and inconsistent data quality
• Poor performance, throughput, response times and scalability
• Poorly designed data structures can lead to long data update times leading to long response times, affecting solution usability, loss of productivity and transaction abandonment
• Poor reporting and analysis
• Poor data integration
• Poor solution serviceability and maintainability
• Manual workarounds for data integration, data extract for reporting and analysis
Data-design-related solution problems frequently become evident and manifest themselves only after the solution goes live. The benefits of solution data architecture are not always evident initially.
Solution Architecture and Solution Estimation.pdfAlan McSweeney
Solution architects and the solution architecture function are ideally placed to create solution delivery estimates
Solution architects have the knowledge and understanding of the solution constituent component and structure that is needed to create solution estimate:
• Knowledge of solution options
• Knowledge of solution component structure to define a solution breakdown structure
• Knowledge of available components and the options for reuse
• Knowledge of specific solution delivery constraints and standards that both control and restrain solution options
Accurate solution delivery estimates are need to understand the likely cost/resources/time/options needed to implement a new solution within the context of a range of solutions and solution options. These estimates are a key input to investment management and making effective decisions on the portfolio of solutions to implement. They enable informed decision-making as part of IT investment management.
An estimate is not a single value. It is a range of values depending on a number of conditional factors such level of knowledge, certainty, complexity and risk. The range will narrow as the level of knowledge and uncertainty decreases
There is no easy or magic way to create solution estimates. You have to engage with the complexity of the solution and its components. The more effort that is expended the more accurate the results of the estimation process will be. But there is always a need to create estimates (reasonably) quickly so a balance is needed between effort and quality of results.
The notes describe a structured solution estimation process and an associated template. They also describe the wider context of solution estimates in terms of IT investment and value management and control.
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...Alan McSweeney
This analysis seeks to validate published COVID-19 mortality statistics using mortality data derived from general mortality statistics, mortality estimated from population size and mortality rates and death notice data
Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...Alan McSweeney
This analysis looks at the changes in the numbers of priests and nuns in Ireland for the years 1926 to 2016. It combines data from a range of sources to show the decline in the numbers of priests and nuns and their increasing age profile.
This analysis consists of the following sections:
• Summary - this highlights some of the salient points in the analysis.
• Overview of Analysis - this describes the approach taken in this analysis.
• Context – this provides background information on the number of Catholics in Ireland as a context to this analysis.
• Analysis of Census Data 1926 – 2016 - this analyses occupation age profile data for priests and nuns. It also includes sample projections on the numbers of priests and nuns.
• Analysis of Catholic Religious Mortality 2014-2021 - this analyses death notice data from RIP.ie to shows the numbers of priests and nuns that have died in the years 2014 to 2021. It also looks at deaths of Irish priests and nuns outside Ireland and at the numbers of countries where Irish priests and nuns have worked.
• Analysis of Data on Catholic Clergy From Other Sources - this analyses data on priests and nuns from other sources.
• Notes on Data Sources and Data Processing - this lists the data sources used in this analysis.
IT Architecture’s Role In Solving Technical Debt.pdfAlan McSweeney
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it.
Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions.
Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure.
Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions.
All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt.
Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software.
Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place.
Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
Solution Architecture And Solution SecurityAlan McSweeney
This describes an approach to embedding security within the technology solution landscape. It describes a security model that encompasses the range of individual solution components up to the entire solution landscape. The solution security model allows the security status of a solution and its constituent delivery and operational components to be tracked wherever those components are located. This provides an integrated approach to solution security across all solution components and across the entire organisation topology of solutions. It allows the solution architect to validate the security of an individual solution. It enables the security status of the entire solution landscape to be assessed and recorded. Solution security is a wicked problem because there is no certainly about when the problem has been resolved and a state of security has been achieved. The security state of a solution can just be expressed along a subjective spectrum of better or worse rather than a binary true or false. Solution security can have negative consequences: prevents types of access, limits availability in different ways, restricts functionality provided, makes solution harder to use, lengthens solution delivery times, increases costs along the entire solution lifecycle, leads to loss of usability, utility and rate of use.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
This paper describes how technologies such as data pseudonymisation and differential privacy technology enables access to sensitive data and unlocks data opportunities and value while ensuring compliance with data privacy legislation and regulations.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
Your data has value to your organisation and to relevant data sharing partners. It has been expensively obtained. It represents a valuable asset on which a return must be generated. To achieve the value inherent in the data you need to be able to make it appropriately available to others, both within and outside the organisation.
Organisations are frequently data rich and information poor, lacking the skills, experience and resources to convert raw data into value.
These notes outline technology approaches to achieving compliance with data privacy regulations and legislation while providing access to data.
There are different routes to making data accessible and shareable within and outside the organisation without compromising compliance with data protection legislation and regulations and removing the risk associated with allowing access to personal data:
• Differential Privacy – source data is summarised and individual personal references are removed. The one-to-one correspondence between original and transformed data has been removed
• Anonymisation – identifying data is destroyed and cannot be recovered so individual cannot be identified. There is still a one-to-one correspondence between original and transformed data
• Pseudonymisation – identifying data is encrypted and recovery data/token is stored securely elsewhere. There is still a one-to-one correspondence between original and transformed data
These technologies and approaches are not mutually exclusive – each is appropriate to differing data sharing and data access use cases
The data privacy regulatory and legislative landscape is complex and getting even more complex so an approach to data access and sharing that embeds compliance as a matter of course is required.
Appropriate technology appropriately implemented and operated is a means of managing and reducing risks of re-identification by making the time, skills, resources and money necessary to achieve this unrealistic.
Technology is part of a risk management approach to data privacy. There is wider operational data sharing and data privacy framework that includes technology aspects, among other key areas. Using these technologies will embed such compliance by design into your data sharing and access facilities. This will allow you to realise value from your data successfully.
Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt.
The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics.
The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution.
The complete solution security view should refer explicitly to the components and their controls.
While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions.
There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security.
Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks.
Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation.
The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components.
Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation).
Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems
The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications.
One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape.
The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances.
These notes cover the following topics:
• Solution And Process Automation – The Wider Technology And Approach Landscape
• Business Processes, Business Solutions And Automation
• Organisation Process Model
• Strategic And Tactical Automation
• Deciding On The Scope Of Automation
• Digital Strategy, Digital Transformation And Automation
• Specifying The Automation Solution
• Business Process Model and Notation (BPMN)
• Sample Business Process – Order To Cash
• RPA (Robotic Process Automation)
Data Profiling, Data Catalogs and Metadata HarmonisationAlan McSweeney
These notes discuss the related topics of Data Profiling, Data Catalogs and Metadata Harmonisation. It describes a detailed structure for data profiling activities. It identifies various open source and commercial tools and data profiling algorithms. Data profiling is a necessary pre-requisite activity in order to construct a data catalog. A data catalog makes an organisation’s data more discoverable. The data collected during data profiling forms the metadata contained in the data catalog. This assists with ensuring data quality. It is also a necessary activity for Master Data Management initiatives. These notes describe a metadata structure and provide details on metadata standards and sources.
Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...Alan McSweeney
This document compares published COVID-19 mortality statistics for Ireland with publicly available mortality data extracted from informal public data sources. This mortality data is taken from published death notices on the web site www.rip.ie. This is used a substitute for poor quality and long-delayed officially published mortality statistics.
Death notice information on the web site www.rip.ie is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data and the level of detail is very low. However, the extraction of death notice data and its conversion into a usable and accurate format requires a great deal of processing.
The objective of this analysis is to assess the accuracy of published COVID-19 mortality statistics by comparing trends in mortality over the years 2014 to 2020 with both numbers of deaths recorded from 2020 to 2021 and the COVID-19 statistics. It compares number of deaths for the seven 13-month intervals:
1. Mar 2014 - Mar 2015
2. Mar 2015 - Mar 2016
3. Mar 2016 - Mar 2017
4. Mar 2017 - Mar 2018
5. Mar 2018 - Mar 2019
6. Mar 2019 - Mar 2020
7. Mar 2020 - Mar 2021
It focuses on the seventh interval which is when COVID-19 deaths have occurred. It combines an analysis of mortality trends with details on COVID-19 deaths. This is a fairly simplistic analysis that looks to cross-check COVID-19 death statistics using data from other sources.
The subject of what constitutes a death from COVID-19 is controversial. This analysis is not concerned with addressing this controversy. It is concerned with comparing mortality data from a number of sources to identify potential discrepancies. It may be the case that while the total apparent excess number of deaths over an interval is less than the published number of COVID-19 deaths, the consequence of COVID-19 is to accelerate deaths that might have occurred later in the measurement interval.
Accurate data is needed to make informed decisions. Clearly there are issues with Irish COVID-19 mortality data. Accurate data is also needed to ensure public confidence in decision-making. Where this published data is inaccurate, this can lead of a loss of this confidence that can exploited.
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...Alan McSweeney
This analysis looks at the potential impact that large numbers of electric vehicles could have on electricity demand, electricity generation capacity and on the electricity transmission and distribution grid in Ireland. It combines data from a number of sources – electricity usage patterns, vehicle usage patterns, electric vehicle current and possible future market share – to assess the potential impact of electric vehicles.
It then analyses a possible approach to electric vehicle charging where the domestic charging unit has some degree of decentralised intelligence and decision-making capability in deciding when to start vehicle charging to minimise electricity usage impact and optimise electricity generation usage.
The potential problem to be addressed is that if large numbers of electric cars are plugged-in and charging starts immediately when the drivers of those cars arrive home, the impact on demand for electricity will be substantial.
Operational Risk Management Data Validation ArchitectureAlan McSweeney
This describes a structured approach to validating data used to construct and use an operational risk model. It details an integrated approach to operational risk data involving three components:
1. Using the Open Group FAIR (Factor Analysis of Information Risk) risk taxonomy to create a risk data model that reflects the required data needed to assess operational risk
2. Using the DMBOK model to define a risk data capability framework to assess the quality and accuracy of risk data
3. Applying standard fault analysis approaches - Fault Tree Analysis (FTA) and Failure Mode and Effect Analysis (FMEA) - to the risk data capability framework to understand the possible causes of risk data failures within the risk model definition, operation and use
Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...Alan McSweeney
These notes describe a generalised data integration architecture framework and set of capabilities.
With many organisations, data integration tends to have evolved over time with many solution-specific tactical approaches implemented. The consequence of this is that there is frequently a mixed, inconsistent data integration topography. Data integrations are often poorly understood, undocumented and difficult to support, maintain and enhance.
Data interoperability and solution interoperability are closely related – you cannot have effective solution interoperability without data interoperability.
Data integration has multiple meanings and multiple ways of being used such as:
- Integration in terms of handling data transfers, exchanges, requests for information using a variety of information movement technologies
- Integration in terms of migrating data from a source to a target system and/or loading data into a target system
- Integration in terms of aggregating data from multiple sources and creating one source, with possibly date and time dimensions added to the integrated data, for reporting and analytics
- Integration in terms of synchronising two data sources or regularly extracting data from one data sources to update a target
- Integration in terms of service orientation and API management to provide access to raw data or the results of processing
There are two aspects to data integration:
1. Operational Integration – allow data to move from one operational system and its data store to another
2. Analytic Integration – move data from operational systems and their data stores into a common structure for analysis
Ireland 2019 and 2020 Compared - Individual ChartsAlan McSweeney
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions.
The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown.
The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Analysis of Irish Mortality Using Public Data Sources 2014-2020Alan McSweeney
This describes the use of published death notices on the web site www.rip.ie as a substitute to officially published mortality statistics. This analysis uses data from RIP.ie for the years 2014 to 2020.
Death notice information is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data.
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions.
The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown.
The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Critical Review of Open Group IT4IT Reference ArchitectureAlan McSweeney
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
2. Objectives
• To provide an introduction to Business Process
Management
• Based on the Association of Business Process Management
Professionals (ABPMP) Business Process Management
Common Body of Knowledge (CBOK)
July 3, 2010 2
3. Topics
1. Introduction and Context of BPM
2. Business Process Management Overview
3. Process Modelling
4. Process Analysis
5. Process Design
6. Process Performance Management
7. Process Transformation
8. Process Management Organisation
9. Enterprise Process Management
10. Business Process Management Technologies
July 3, 2010 3
4. Course Schedule
• Day 1 • Day 3
− Morning − Morning
• Introductions • Enterprise Process Management
• Introduction and Context of BPM • Business Process Management
• Business Process Management Technologies
Overview − Afternoon
− Afternoon • Business Process Management and
• Process Modelling Business Analysis
• Process Analysis • Business Process Management
Technology Review and Software
• Day 2 Demonstration
− Morning • Course Review and Feedback
• Process Design
• Process Performance Management
− Afternoon
• Process Transformation
• Process Management Organisation
July 3, 2010 4
5. Course Handouts
• Printout of handouts
• CD containing
− BPM articles and whitepapers
− Sample BPM software
July 3, 2010 5
7. Lessons Learned From Large Systems
Implementation
80 % More attention on process optimisation
65 % Align systematically to company goals
60 % Pay more attention to understanding the subject area spanned
55 % Implementation of a management information system as part of scope
50 % Outsource project management of the project to a third party
45 % Increase investment in training
35 % Greater employees involvement
35 % Enforce changes more courageously
30 % Identify and capture proof of benefits and saving as part of scope
20 % Avoid big-bang implementations
July 3, 2010 7
8. Key Business Drivers for BPM
• Save money – Do things better with optimised processes
− Build better new processes faster
− Know what you are doing (right or wrong) through current
process understanding
− Get control of parallel processes by consolidating to core
processes
− Get non-value added work through automation of manual
processes
− Business process outsourcing
• Implement large software systems better
• Stay ahead of compliance
• Move faster through scenario building for agility and policy
management
July 3, 2010 8
9. Benefits of Business Process Management
Reduced process costs 10 - 15 %
Increased quality / reduced number of errors 20 - 30 %
Reduced process throughput times 10 - 30 %
Reduced training time / expenses 10 - 30 %
Reduced number of (internal) support requests 15- 30 %
Reduced number of customer complaints 20 - 30 %
Increased forecast accuracy 15 - 30 %
• Real benefits from BPM
• Intangible benefits also: better information quality
July 3, 2010 9
10. How do Organisations Improve?
• Major changes must start at the top
• Ultimately, everyone must be involved
• Effective change requires a goal and knowledge of the
current process
• Change is continuous
• Change will not be retained without effort and periodic
reinforcement
• Improvement is continuous
July 3, 2010 10
11. Why Business Process Management?
• Symptoms of Poor Business Process Management and
Design
− No standard process/method for addressing how to define
business requirements and when to improve business processes
− When automation of processes is commissioned, “Business” says
that they do not always get what they think they have asked for
− The processes used to document and communicate business
processes and requirements are neither easy nor documented
− Our business programs frequently exist in a culture of reacting to
cross-functional problems/emergencies
− IT has responsibility for creating and maintaining business process
flows, business requirements and business rules
July 3, 2010 11
12. Why Business Process Management and Design - Common
Problems
1. Lack of an integrated process for capturing the business
domain
2. Techniques that are used are not consistently applied
3. We cannot/do not differentiate key stakeholders’ views
and different business views
4. We are working without a common language across
business, IT and our other partners/vendors
5. Inadequate root cause level business process analysis
yields inadequate business requirements and rules to
facilitate process optimisation/automation
July 3, 2010 12
13. Why Business Modelling - The Problems
1. Lack of an integrated process for capturing the business domain
2. Techniques that are used are not consistently applied
3. We cannot/do not differentiate key stakeholders’ views and
different business views
4. We are working without a common language across business, IT
and our other partners/vendors
5. Inadequate root cause level business process analysis yields
inadequate business requirements and rules to facilitate process
optimisation/automation
July 3, 2010 13
14. Finding the Right Project
• Key characteristics of right project
− The process or project is related to a key business issue
− You have/can get customer input on the issue
− Management assigns this project a high priority
− Process owner and key stakeholders are defined
− The problem is stated as a target or need and NOT a solution
− The sponsor of this project can commit time and resources to this project
− The business process(es) will not be changed by another initiative at any time
in the near future
− Focus on:
• Which process is the most critical
• Which process contributes the most
− Ensure the benefits of an improvement project do not degrade over time
July 3, 2010 14
15. Critical Success Factors
• Linked to business strategies and goals
• Linked to customer value
• Ability to implement incremental value added change
• Ability to track results and measure success
• Ability to be aligned with the business
July 3, 2010 15
16. Successful Business Process Analysis, Design and
Implementation Projects Have
• Understood the Business Architecture – Business Process,
Metrics, Strategy and Goals
• Engaged stakeholders and defined process ownership
• Taken an iterative and incremental approach
• Tackled the right project at the right time
• Implemented internal and external standards and the right
level of governance
• Understood the role of information
• Incorporated process improvement
• Achieve business results with a series of small successes
July 3, 2010 16
17. Do Not Ignore Organisational Change
• The failure to manage the human side of business changes
is a major contributor to the reasons programme, projects
and initiatives fail
• Organisations may not have the experience necessary to
manage the speed and complexity of the large-scale
changes
• Managers are all too frequently concerned with tactical,
operational issues and have not had the time to consider
organisational changes
July 3, 2010 17
18. Process Analysis within Service Orientation
• Process Driven Integration
− Services Based Integration
− Cut integration costs and reduce development
• New Business Initiatives
− Agility, Growth – New Products and Services
− Increased Delivery Channels
• Process Improvement
− Optimising business processes
− Straight Through Processing
• IT Regeneration
− Enterprise IT Architecture – Aligning more with Business
− Legacy Replacement
• Extending the Enterprise
− Partnering, B2B
July 3, 2010 18
19. Intelligent Use of BPM
• Help prioritising intelligent cuts: via a business process
architecture and a good process measurement system
• Process Optimisation: BPM teams can quickly examine
processes and suggest changes to eliminate waste
− Good BPM teams can almost always identify some quick changes
that will save 10-30%
July 3, 2010 19
20. Intelligent Use of BPM
• Reorganisations
− Changes in status also require that new processes and business
rules be implemented throughout the organisation
• Additional Regulation
− New regulations require new practices and new business rules
July 3, 2010 20
21. Business Process Management Common Body of
Knowledge (CBOK) Knowledge Areas
Business Process Management (1)
Process
Process
Process Process Process Design Performance
Transformation
Modelling (2) Analysis (3) (4) Management
(6)
(5)
Process Management Organisation (7)
Enterprise Process Management (8)
Business Process Management Technologies (9)
July 3, 2010 21
22. Business Process Management Common Body of
Knowledge (CBOK) Knowledge Areas
• Nine knowledge areas
− Business Process Management (1) - core BPM concepts
− Process Modelling (2), Process Analysis (3), Process Design (4),
Process Performance Management (5) and Process
Transformation (6) - BPM activities and skill sets
− Process Management Organisation (7) and Enterprise Process
Management (8) - how the practice of BPM relates to other
organisational dimensions, such as governance and strategic
planning
− Business Process Management Technologies (9) – support and
enable BPM practices
July 3, 2010 22
23. Business Process Management (1) Knowledge Area
• Defines BPM and provides the foundation for exploring the
remaining Knowledge Areas
• Focuses on the core concepts of BPM
− Key definitions
− End-to-end process
− Customer value
− Nature of cross-functional work
− Process types
− Process components
− BPM lifecycle
− Critical skills
− Success factors
July 3, 2010 23
24. Process Modelling (2) Knowledge Area
• Includes the set of skills and processes which enable
people to understand, communicate, measure and
manage the primary components of business processes
• Covers
− Skills, activities and key definitions
− An understanding of the purpose and
− Benefits of process modelling
− Discussion of the types and uses of process models
− Tools, techniques and modelling standards
July 3, 2010 24
25. Process Analysis (3) Knowledge Area
• Involves an understanding of business processes including
the efficiency and effectiveness of business processes
• Covers
− Purpose and activities for process analysis
− Decomposition of process components and attributes, analytical
techniques and process patterns
− Use of process models and other process documentation to
validate and understand both current and future state processes
− Process analysis types, tools and techniques
July 3, 2010 25
26. Process Design (4) Knowledge Area
• Intentional and thoughtful planning for how business processes
function and are measured, governed and managed
• Involves creating the specifications for business processes within the
context of business goals and process performance objectives
• Covers
− Plans and guidelines for how work flows
− How rules are applied
− How business applications, technology platforms, data resources, financial and
operational controls interact with other internal and external processes
− Process design roles
− Techniques and principles of good design
− Common process design patterns
− Compliance, executive leadership and strategic alignment
July 3, 2010 26
27. Process Performance Measurement (5) Knowledge
Area
• Formal, planned monitoring of process execution and the tracking of
results to determine the effectiveness and efficiency of the process
• Used to make decisions for improving or retiring existing processes
and/or introducing new processes in order to meet the strategic
objectives of the organisation
• Covers
− Key process performance definitions
− Importance and benefits of performance measurement
− Monitoring and controlling operations
− Alignment of business process and enterprise performance
− What to measure
− Measurement methods
− Modelling and simulation
− Decision support for process owners and managers
− Considerations for success
July 3, 2010 27
28. Process Transformation (6) Knowledge Area
• Addresses process change in the context of a business
process lifecycle
• Covers
− Process improvement
− Redesign and reengineering methodologies
− Tasks associated with implementing process
− Organisational change management methodologies, techniques
and best practices
July 3, 2010 28
29. Process Organisation (7) Knowledge Area
• Addresses the roles, responsibilities and reporting
structure to support process-driven organisations
• Covers
− What defines a process driven enterprise
− Cultural considerations
− Cross-functional, team-based performance
− Business process governance
− Governance structures
− BPM Centre of Expertise/Excellence (COE)
July 3, 2010 29
30. Enterprise Process Management (8) Knowledge Area
• Driven by the need to maximise the results of business processes
consistent with well-defined business strategies and functional goals
based on these strategies
• Process portfolio management ensures that the process portfolio
supports corporate or business unit strategies and provides a
method to manage and evaluate initiatives
• Covers
− Tools and methods to assess process management maturity levels
− Required BPM practice areas which can improve their BPM organisation state
− Business Process Frameworks
− Process integration - interaction of various processes with each other
− Models which tie performance, goals, technologies, people and controls (both
financial and operational) to business strategy and performance objectives
− Process architecture and enterprise process management best practices
July 3, 2010 30
31. BPM Technology (9) Knowledge Area
• BPM is a technology enabled and supported management
discipline
• Covers
− Wide range of technologies available to support the planning,
design, analysis, operation and monitoring of business processes
− Set of application packages, development tools, infrastructure
technologies and data and information stores that provide
support to BPM professionals and workers in BPM related
activities
− BPM standards, methodologies and emerging trends
July 3, 2010 31
33. Business Process Management Topic Scope
Business Process
Management
BPM Role
Core Concepts of
Business Process BPM Critical Operating
Business Process BPM Lifecycle Types of Processes Types of Activities
Management Success Factors Environment and
Management
Influences
Management Alignment of
Discipline and Planning and Strategy, Value
Primary Processes Value Added
Enabling Strategy Chain and Business
Technologies Process
Process vs.
Analysis Support Processes Handoff Goals
Function
Ongoing Executive
Management Controls and
Management of Design Sponsorship/
Processes Control Activities
Process Governance
Process
Performance and Modelling Process Ownership
Measurement
Organisational Measuring and Metrics, Measures
Commitment Monitoring and Monitoring
Institution
Transformation
Practices
July 3, 2010 33
34. Business Process Management - Scope
• Concepts and strategies required to successfully manage
business processes from a holistic end-to-end perspective
• Foundation for exploring the remaining knowledge areas
July 3, 2010 34
35. Hierarchy of Business, Processes and BPM
Business
Implements
and Uses
That Can Be
Business Process Managed
Using
Business Process Management
July 3, 2010 35
36. Hierarchy of Business, Processes and BPM
• Business
− Refers to individuals, interacting together, to perform a set of
activities to deliver value to customers and a return on
investment to the stakeholders
• Business Process
− Process is a defined set of activities or behaviours performed by
humans or machines to achieve one or more goal
− Triggered by specific events and have one or more outcome that
may result in the termination of the process or a handoff to
another process
− Composed of a collection of interrelated tasks or activities which
solve a particular issue
− End-to-end work which delivers value to customers - end-to-end
involves crossing any functional boundaries
July 3, 2010 36
37. Hierarchy of Business, Processes and BPM
• Business Process Management
− Disciplined approach to identify, design, execute, document,
measure, monitor and control both automated and non-
automated business processes to achieve consistent, targeted
results aligned with an organisation’s strategic goals
− Involves the deliberate, collaborative and increasingly technology-
aided definition, improvement, innovation and management of
end-to-end business processes that drive business results, create
value and enable an organisation to meet its business objectives
with more agility
− Enables an enterprise to align its business processes to its
business strategy, leading to effective overall company
performance through improvements of specific work activities
either within a specific department, across the enterprise or
between organisations
July 3, 2010 37
38. BPM Core Concepts
Management
Discipline And A
Set Of Enabling
Technologies
Technology Addresses End-
Enabled To-End Work
Requires A Continuous, Ongoing
Significant Set Of Processes Focused
Organisational On Managing
Commitment End-To-End Processes
Includes The
Modelling, Analysis,
Design And
Measurement
Of Processes
July 3, 2010 38
39. BPM Core Concepts
• BPM is a management discipline and a set of enabling technologies
• BPM addresses end-to-end work and distinguishes between sets of
subprocesses, tasks, activities and functions
• BPM is a continuous, ongoing set of processes focused on managing
an organisations end-to-end business processes
• BPM includes the modelling, analysis, design and measurement of
an organisation’s business processes
• BPM requires a significant organisational commitment, often
introducing new roles, responsibilities and structures to traditional
functionally oriented organisations
• BPM is technology enabled with tools for visual modelling,
simulation, automation, integration, control and monitoring of
business processes and the information systems which support
these processes
July 3, 2010 39
40. Management Discipline and Enabling Technologies
• BPM acronym used loosely and its meaning varies depending upon
the context
− Software companies often refer to BPM to describe the capabilities of a
particular product or technology
− Practitioners, management consultants and academics typically discuss the
process and management discipline of BPM
• Firstly BPM is a management discipline and process for managing an
organisation’s business processes
− Enabling technology is meaningless without the management disciplines and
processes for exploiting the technology
• BPM involves managing the end-to-end work organisations perform
to create value for their customers
− Performance of this work is essentially how organisations fulfill their mission
July 3, 2010 40
41. Management Discipline and Enabling Technologies
• Vendors have created application suites which help enable organisations to better
manage their business processes
− Tools to visually design and model business processes
− Simulate and test business processes, automate, control and measure business
processes
− Provide feedback and reporting on process performance
− Some vendors have combined these into integrated business process management
suites
• Most large organisations have a significant investment into a number of legacy
systems
− Designed to support specific functions
− In order to manage the end-to-end work involved in business processes, a BPMS must
be able to integrate with legacy systems in order to control work, get information or
measure performance
− Common framework for how these technologies are deployed is most often referred to
as a Service Oriented Architecture (SOA)
− Standardising on a specific set of open technologies commonly referred to as web
services
− By leveraging web services in a SOA, organisations can build and manage end-to-end
business processes across organisational silos and their legacy systems
July 3, 2010 41
42. Addresses End-To-End Work
• Process vs. function
− Business functions are typically defined by a group of activities
related by a particular skill or goal such as sales, finance or
manufacturing
− Functions focus on these individual tasks while business processes
focus on the end-to-end work, i.e., tasks and activities, across
functional boundaries to deliver customer value
− Functions are ongoing where business processes have defined
inputs and outputs
− Business processes, however, focus on end-to-end transactions
that deliver value
July 3, 2010 42
43. Ongoing Management of Processes
BPI (Business Process BPM (Business Process
Improvement) Management)
One-time exercise Ongoing and continuous
Fix or design process Vs.
July 3, 2010 43
44. Ongoing Management of Processes
• BPM involves a permanent ongoing organisational
commitment to managing the organisations processes
• Includes
− Modelling
• Analysis
• Process design
• Performance measurement
− Process transformation
− Continuous feedback loop to ensure the organisation’s business
processes are aligned to its strategy and performing to
expectations
July 3, 2010 44
45. Modelling, Analysis, Design And Measurement Of
Processes
• Practice of BPM requires the measurement and
supervision of process performance
− Setting process performance goals
− Measuring actual performance
− Reviewing the effectiveness of business processes
− Providing information, insight and feedback to other primary
activities such as process analysis, design and transformation
• Define and measure business process performance across
two primary dimensions
− Extent to which process goals are attained
− Efficiency and effectiveness of process activities
July 3, 2010 45
46. Modelling, Analysis, Design And Measurement Of
Processes
• Gather information at key points in the process to support
decisions
− Cost
− Time to completion of tasks
July 3, 2010 46
47. Organisational Commitment
• Practice of BPM requires a significant organisational
commitment
• Management of end-to-end business process crosses
organisational boundaries
• New roles and responsibilities are introduced, such as
process owners, designers and architects
• Individuals responsible for end-to-end process design must
interact with traditional functionally based managers
• New governance structures need to be introduced which
may change the way organisations make decisions and
allocate resources
July 3, 2010 47
49. Organisational Commitment
• Without organisational commitment, the practice and
benefits of BPM is unlikely to mature within an
organisation
• Without supporting leadership, values, beliefs and culture,
BPM is unlikely to successfully take hold within an
organisation
July 3, 2010 49
50. BPM Technology
• BPM is a technology enabled and supported management discipline
• Wide range of technologies available to support the planning,
design, analysis, operation and monitoring of business processes
• Application suites available which help enable organisations to
better manage their business processes
• BPMS must be able to integrate with legacy systems in order to
control work and get information or measure performance
• Common framework for how these technologies are deployed is
most often referred to as a Service Oriented Architecture (SOA)
July 3, 2010 50
51. BPM Lifecycle
BPM Activities Affected BPM Activities
by Leadership, Values, Design and
Process Analysis of Process
Culture and Beliefs Planning and Business
Modelling of Process
Monitoring and
Process
Business Implementation Refinement
Factors Strategy Processes
Processes
Controlling
Culture and
Strategy
Methodology
Information
Technology
Process
Alignment
Process
BPM Awareness
Factors Process
Measures
Process
Sponsorship
Process
Responsibility
Process
Definition
Organisation
July 3, 2010 51
53. BPM Lifecycle
Culture and Strategy
Process
Process
Methodology Refinement
Planning and
Strategy
Information Technology
Process Alignment
Process
Process Awareness Monitoring
Analysis of
Business
and
Process Measures Processes
Controlling
Process Sponsorship
Process Responsibility
Process Design and
Process Definition Implementation Modelling of
Business
Organisation Processes
July 3, 2010 53
54. BPM Lifecycle Monitor
• Iterative, Refinement
phased set of
Refinement Monitor
activities
Implementation
Planning
Planning Analysis
Implementation
Design
Design
Analysis
July 3, 2010 54
55. Process Planning and Strategy
• BPM lifecycle begins with developing a process driven strategy and
plan for the organisation
• Sets the strategy and direction for the BPM process
• Plan starts with an understanding of organisational strategies and
goals
• Designed to ensure a compelling value proposition for customers
• Plan provides structure and direction for continued customer centric
process management
• Provides a foundation for a holistic BPM approach to ensure the
alignment with organisational strategy and the integration of
strategy, people, processes and systems across functional
boundaries
• Identifies appropriate BPM organisational roles and responsibilities,
executive sponsorship, goals and expected performances measures
and methodologies
July 3, 2010 55
56. Analysis of Business Processes
• Analysis incorporates methodologies with the goal of
understanding the current organisational processes in the
context of the desired goals and objectives
• Takes information from strategic plans, process models,
performance measurements, changes in the environment
and other factors in order to fully understand the business
processes in the context of the overall organisation
July 3, 2010 56
57. Design and Modelling of Business Processes
• Focus on the intentional, thoughtful design of how end-to-end work
occurs in order to deliver value
• Document the sequence of activities, including the design of what
work is performed, at what time, in what location, by what process
actors using what methodology
• Defines what the organisation wants the process to be and answers
the what, when, where, who and how questions of how end-to-end
work is executed
• Ensures that the proper management controls and metrics are in
place for compliance and performance measurement
• Understanding the process typically involves process modelling and
an assessment of the environmental factors which enable and
constrain the process
− May be the first time the entire end-to-end business process has been
documented
July 3, 2010 57
58. Process Monitoring and Controlling
• Continuous measuring and monitoring of business
processes provides the information necessary to adjust
resources in order to meet process objectives
• Measuring and monitoring also provides critical process
performance information through key measurements
related to goals and value to the organisation
• Analysis of process performance information can result in
improvement, redesign or reengineering activates
July 3, 2010 58
59. Process Refinement
• Implements the output of the iterative analysis and design
cycle
• Addresses organisational change management challenges
• Aimed at continuous improvement and process
optimisation
July 3, 2010 59
60. Types of Processes
Management Primary (Core) Processes
Processes
Support Processes
July 3, 2010 60
61. Primary Processes
• Primary processes are end-to-end, cross-functional
processes which directly deliver value
• Represent the essential activities an organisation performs
to fulfill its mission
• Make up the value chain where each step adds value to
the preceding step as measured by its contribution to the
creation or delivery of a product or service, ultimately
delivering value
• Primary processes can move across functional
organisations, across departments or even between
enterprises and provide a complete end-to-end view of
value creation
July 3, 2010 61
62. Support Processes
• Support primary processes, often by managing resources
and/or infrastructure required by primary processes
• Differentiator is that support processes do not directly
deliver value
− Does not mean that they are unimportant to an organisation
• Examples of support processes include information
technology management, facilities or capacity
management and human resource management
• Support processes are generally associated with functional
areas
− Can and often do cross functional boundaries
July 3, 2010 62
63. Management Processes
• Used to measure, monitor and control business activities
• Ensure that a primary or supporting process meets
operational, financial, regulatory and legal goals
• Do not directly add value
• Necessary in order to ensure the organisation operates
effectively and efficiently
July 3, 2010 63
64. Process Activities
• Value Added - contribute to the process output in a
positive way
• Handoff - pass control of the process to another
department or organisation
• Control - assure that the processes behave within desired
tolerances or specify a validity checkpoint
July 3, 2010 64
65. BPM Critical Success Factors
Business Strategy
Define Organisation-Wide
Business Process Value
Chains
Executive Sponsorship/
Governance and
Institutionalise Practices
Standardise Business
Processes
Measure Process Chain
Performance
July 3, 2010 65
66. BPM Critical Success Factors
• Standardise Business Processes
− Adopt common design/re-engineering methodology
− Document processes
− Manage process diversity
• Executive Sponsorship/Governance and Institutionalise Practices
− Provide continuous improvement
− Manage process governance
− Enable change management
− Leverage BPM tools
• Define Organisation-Wide Business Process Value Chains
− Map the organisation’s core activities
− Assign executive responsibility for/sponsorship of process chains
• Measure Process Chain Performance
− Manage to process measures and chains of accountability
July 3, 2010 66
67. Alignment of Strategy, Value Chain and Business
Process
• Most successful organisations implementing BPM pay
attention to the alignment of business strategy, value-
chain definitions and business processes
• BPM relies on key business strategies that set the primary
direction of the enterprise
− Value propositions for goods and services delivered
• Business strategy leads to enterprise and business unit
goals as the basis for action plans and business tactics
July 3, 2010 67
68. Goals
• Business goals are most often an output of an
organisations strategic planning efforts
− Typically decomposed to include functional goals which align an
organisations functional areas to overall strategy
• Process goals align business processes with overall
organisation strategy
July 3, 2010 68
69. Executive Sponsorship/Governance
• Assigning executive leadership responsibility to oversee the
performance of key processes is an indicator of maturity and
seriousness
• Performance of a process is measured with accountability falling
under the executive leadership and reported throughout the
enterprise
• Important to have organisational discipline to utilise methodologies
to document, store, manage and continuously improve the business
processes, particularly those that make up the value chains
• Includes governance mechanisms to support BPM and associated
tools
• Institutionalised across all functional areas in order to optimise the
impact on value chain performance
July 3, 2010 69
70. Process Ownership
• Successful BPM implementations recognise that the role of
a process owner is critical
• Process owner is responsible for the entire end-to-end
process across functional departments
• Success of this role depends on the authority the individual
has to control the budget and make decisions that effect
the development, maintenance and improvement of the
business process
July 3, 2010 70
71. Metrics, Measures and Monitoring
• Management requires measurement
• Business process measurement and monitoring provides
critical feedback on process design, performance and
compliance
• Necessary to measure process performance in terms of a
variety of possible metrics related to how well the process
meets its stated goals
July 3, 2010 71
72. Institution Practices
• Effective attainment of BPM success factors to create
value for an organisation depends on
− Organisational practices
− Mastery of concepts and skills by individuals with accountability
for managing business processes
July 3, 2010 72
73. BPM Role Operating Environment and Influences
BPM Role and Influences
Outside But Linked to
Within Organisation External BPM Environment
Organisation
Business Strategy and Organsation’s Operating
Partners
Governance Environment
BPM Professional Practices
Outsourced Business BPM Practice
and Management of
Processes Influencers
Business Processes
BPM Professional
Business Processes
Development Programs
Applications,
Data and IT Platform
Values, Beliefs, Leadership
and Culture
July 3, 2010 73
75. Process Modelling Topic Scope
Process
Modelling
Modelling
Business Process Modelling
Purpose of Benefits of Standards Modelling Levels of Modelling Capturing Modelling Process
Process Modelling Techniques
Modelling Modelling and Perspectives Models Approaches Information Participants Simulation
Modelling Quality and Tools
Notations
Process Model
Diagrams, Validation Enterprise Direct
Enterprise
Maps and and Domain Observation
Models Simulation
Process
Business Business
Attributes and Interviews
Domain Models
Characteristics
Operations Survey/
Operations
and Work Written
Domain
Flow Feedback
Systems Structured
System
Domain workshops
Measureme
Builder and Web-Based
nt and
Operator Conferences
Control
July 3, 2010 75
76. Business Process Modelling
• Set of activities involved in creating representations of an
existing (as-is) or proposed (to-be) business process
• Provides an end-to-end perspective of an organisations
primary, supporting and management processes
• Modelling is a means to an end and not an end in itself
− You model to get results and reach conclusions
July 3, 2010 76
77. Process 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
July 3, 2010 77
78. 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
• Inputs/Outputs • Arrival Patterns/Distributions
• Events/Results) • Costs (indirect and direct
• Value Add • Entry Rules
• Roles/Organisations • Exit Rules
• Data/Information • Branching Rules
• Probabilities • Join Rules
• Queuing • Work/Handling Time
• Transmission Time • Batching
• Wait Time • Servers (number of people
• available to perform tasks)
July 3, 2010 78
79. 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
July 3, 2010 79
80. Purpose of Process Modelling
• 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
July 3, 2010 80
81. Reasons for Process Modelling
• To document an existing process clearly
• To use as a training aide
• To use as an assessment against standards and compliance
requirements
• To understand how a process will perform under varying loads or in
response to some anticipated change
• As the basis for analysis in identifying opportunities for improvement
• To design a new process or new approach for an existing process
• To provide a basis for communication and discussion
• To describe requirements for a new business operation
July 3, 2010 81
82. Benefits of Modelling
• Models are relatively fast, easy and inexpensive to
complete
• Models are easy to understand (when compared to other
forms of documentation)
• Models provide a baseline for measurement
• Models facilitate process simulation and impact analysis
• Models leverage various standards and a common set of
techniques
July 3, 2010 82
83. Modelling Standards and Notations
• Range of number of 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 reuse in
other tools
− Some tool vendors are leveraging standards and notations for developing the
ability to be exported from a modelling notation to an execution language (for
example BPMN to BPEL)
July 3, 2010 83
84. Modelling Standards and Notations
• Commonly used standards (not complete)
− 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
July 3, 2010 84
85. Business Process Modelling Notation (BPMN)
• Widely used and supported standard for business process
modelling
• Provides a graphical notation for specifying business
processes in a Business Process Diagram (BPD)
• Uses a flowcharting technique similar to activity diagrams
from Unified Modelling Language (UML)
• Can output BPMN to Business Process Execution Language
(BPEL)
− Standard executable language for specifying interactions with
Web Services
• Emerging standard
July 3, 2010 85
86. Business Process Modelling Notation (BPMN) –
Simplified Structure
BPMN
Overview
Connecting
Flow Objects Swimlanes Artefacts
Objects
Events Activities Gateways Sequences Messages Associations Pool Lane Data Object Group Annotation
Start Event Task
End Event Sub-Process
Intermediate
Transaction
Event
July 3, 2010 86
87. BPMN - Events
• Event denotes something that happens
• Classifications
− Catching – triggered by external event
− Throwing – generating an output
• Types
− Start Event - acts as a trigger for the process
− End Event - represents the result of a process
− Intermediate Event - represents something that happens
between the start and end events
July 3, 2010 87
88. BPMN - Activities
• Activity describes the kind of work that must be done
• Types
− Task - represents a single unit of work that is not or cannot be
broken down to a further level of business process detail
− Sub-Process - used to hide or reveal additional levels of business
process detail
− Transaction - a form of sub-process in which all contained
activities must be treated as a whole
July 3, 2010 88
89. BPMN - Gateway
• A Gateway determines forking and merging of paths
depending on the conditions expressed
July 3, 2010 89
90. BPMN - Connecting Objects
• Flow objects are connected to each other using connecting
objects
• Types
− Sequence Flow - shows in which order the activities will be
performed
− Message Flow - shows what messages flow across organisational
boundaries
− Association - associate an Artefact to a Flow Object and can
indicate directionality
July 3, 2010 90
91. BPMN - Swim Lanes
• Visual mechanism of organising and categorising activities,
based on cross functional flowcharting
• Types
− Pool - represents major participants in a process and contains one
or more lanes
− Lane - used to organise and categorise activities within a pool
according to function or role
July 3, 2010 91
92. BPMN - Artefacts
• Used to bring some more information into the
model/diagram
• Types
− Data Objects - show the data is required or produced in an
activity
− Group - used to group different activities but does not affect the
flow in the diagram
− Annotation - used to provide the model/diagram with
understandable details
July 3, 2010 92
93. 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
July 3, 2010 93
94. 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
• Overall process is divided into lanes, with one lane for
each person, group or subprocess
• Processes and decisions are grouped by placing them in
lanes
• Arranged horizontally or vertically and are used for
grouping the sub-processes according to the
responsibilities of those swim lanes
July 3, 2010 94
95. 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
July 3, 2010 95
96. 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
July 3, 2010 96
97. Unified Modelling Language (UML)
• UML provides a standard set of 14 diagramming
techniques and notations primarily for describing
information systems requirements
• Primarily used for systems analysis and design
• Can use UML activity diagrams for business process
modelling
• UML can be very verbose
July 3, 2010 97
98. 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
July 3, 2010 98
99. 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
July 3, 2010 99
100. SIPOC (Supplier, Input, Process, Output and
Customer)
• Style of process documentation used in Six Sigma
July 3, 2010 100
101. 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
July 3, 2010 101
102. 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
July 3, 2010 102
103. 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
July 3, 2010 103
104. Requirements of a Process 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
July 3, 2010 104
105. Model Validation and Simulation
• Useful or necessary to validate the model through
simulation before finalising the analysis
• Validate the model through simulation is to compare
simulated outputs to real-world results
• Significant differences should be understood and
corrected before the model is used for detailed analysis
• Assemble a group of people who work in the process and
simulate the process by having one person in the group
describe each activity and its product(s)
− Real-world participants should be able to tell if the model is
accurate
July 3, 2010 105
106. Modelling Perspectives
• Processes can be modelled from many perspectives
• In a BPM environment an organisation’s strategy is
enacted through process performance, which is linked to
the operations model that must be supported by the
information technology platform
• To keep these aligned, there needs to be a line of visibility
from one perspective to the other in a coherent
framework, typically maintained in a process repository
July 3, 2010 106
107. Modelling Perspectives
Systems
Operations Enterprise
Business
Technology
Domain
Domain
System Build Business
System Design Operations
Operations
Domain
July 3, 2010 107
108. Modelling Perspectives
• Enterprise Perspective
− See how the enterprise operates overall and that the primary processes are
arranged in some category that gives a sense of their interaction
− View supports those who must align overall enterprise strategy with
aggregated process performance
• Business Perspective
− Supports each of the process owners who is accountable for and has the
authority to address overall process performance
− Required as the business context that describes each major business process
and defines the scope and reach of major transformation efforts
• Operations Perspective
− More detailed models support the perspectives of those managers who are
responsible for monitoring performance and look for ways to continuously
improve operational performance
July 3, 2010 108
109. Modelling Perspectives
• System Design Perspective
− Identifies how work gets done and how the systems support that
work is the systems perspective
− Describes requirements for systems support and performance in
support of tasks and procedures
• System Build Perspective
− Support the individuals who have to build the system
• Systems Operations Perspective
− Support the individuals who have to build all of the support
systems to enable work and to operate the systems that are
required to continue to perform that work
July 3, 2010 109
110. Levels of Models
Enterprise
Model
Business Model
Operational Model
Workflow Model
Systems Model
Measurement and Control
July 3, 2010 110
111. Enterprise Models
• Typically a highly abstracted business classification model that is
used to describe the focus of the organisation and to organise the
business processes in an overall business architecture
• Each of the high level business processes are then described in more
detail by their major components (sub-processes)
• An enterprise model will typically have two or more levels of detail
and serve as a high level business blueprint or business architecture
− May or may not include support and management processes
• Processes may be mapped to Key Performance Indicators (KPIs) and
strategic goals in a process portfolio and used to prioritise resources
and project efforts
• Can be mapped to formulate strategies for alternate future
scenarios or to develop high level estimates and forecasts
July 3, 2010 111
112. Business Models
• Business models depict the major events, activities and
results that describe each of the major end-to-end
processes, their sub-processes and their interactions with
their environment
• Business models also typically describe the support and
management processes as well and how they interact with
or support the primary processes
July 3, 2010 112
113. Operations and Work Flow Models
• Describe how the business model is carried out
• Detailed models mapped down to activity, task and
procedural level details
• Describe the physical implementation details of the
operating processes
July 3, 2010 113
114. Systems Models
• Depict the triggering events, software processes, data
flows and system outputs required to support business
operations
July 3, 2010 114
115. Measurement and Control Models
• Indicate points in the operation where key performance
measure and control points are monitored
July 3, 2010 115
116. Modelling Approaches
• Approaches to process modelling: top-down, middle-out and
bottom-up
• Iterative process approach where several successive passes are used
to develop the model
• Approach used varies depending on the purpose and the scope of
the effort
• Bottom-up approaches, centered on very detailed activity and task
oriented work flows, work best for projects aimed at improving
narrowly focused functions within a single department or operation
• Top-down methods work well for projects aimed at improving and
innovating large scale, end-to-end, cross-functional business
processes and as a means to manage performance of these business
processes
− Develop a new business model first and then determine what needs to be
done to be capable of its implementation
− Align business processes with business strategies
July 3, 2010 116
117. Capturing Information
• Techniques for capturing information for process
modelling
− Direct Observation
− Interviews
− Survey/Written Feedback
− Structured Workshops
− Web-Based Conferencing
July 3, 2010 117
118. Direct Observation
• Good way to document current procedural detail
• May uncover activities and tasks that might not be
otherwise recognised
• Can be effective in identifying variations and deviations
that occur in day-to-day work
• However limited to a relatively small sample size
− May not capture the range of variations across groups and
locations
• Direct observation also entails the risk of the performers
doing what they think you want to see rather than what
they normally do (Hawthorne effect)
July 3, 2010 118
119. Interviews
• Can create a sense of ownership and participation in the
process of modelling and documenting business processes
• Requires minimal time and disruption of normal duties
from the participants
• May take more overall elapsed time to schedule and
conduct the interviews than other methods
• May be difficult afterward to build a cohesive process flow
and to map the different views into a single view
− Generally requires follow up
• Sometimes does not uncover all of the activities to
completely describe the process
July 3, 2010 119
120. Survey/Written Feedback
• Written feedback requires minimal time and disruption of
duties
• Liable to the same problems as are encountered with one-
on-one interviews such as
− Taking more time
− Missing some information
− Time spent reconciling differences of opinion
− Where the same work has just been described differently by
different people, it may require follow up
July 3, 2010 120
121. Structured Workshops
• Focused, facilitated meetings where enough subject
matter experts and stakeholders are brought together to
create the model interactively
• Offers the advantage of shortening the elapsed calendar
time required to develop the models and gives a stronger
sense of ownership to the workshop participants than
other techniques
• Workshops may be more costly than other methods
• Models produced in workshops require less follow up and
generate a commonly agreed upon description of a
process faster and with higher quality than other
techniques
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122. Web-Based Conferencing
• Gain similar benefits to face-to-face workshops, but work
best with smaller groups
• Workshops done this way can be more difficult to monitor
and manage individual participation in the group work
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123. Modelling Participants
• Number of roles involved in developing process models due to the wide range of
applicability
• Models can be created by individuals expressing their personal knowledge
• Models can be created by groups outlining the scope and depth of the business
they are addressing
− Development of process models may involve many people to create a set of models
that fully represent the process
• Business strategists
• Business managers
• Financial analysts
• Auditors
• Compliance analysts
• Process performance analysts
• Requirements analysts
• Systems analysts
• Business analysts
• Subject matter experts depend on modelling approach
− Executives expressing high level business dynamics
− Mid-level managers defining monitoring and control mechanisms
− Workers who actually perform the work being modelled
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124. Modelling Techniques and Tools
• Many modelling tools and techniques available from paper
to specialised BPM tools
− White Boarding and Flip Charts
− Paper and Post-Its
− Drawing Tools and Reports
− Electronic Modelling and Projection
• Process analysis can be done effectively and efficiently
using any type of tool
− Focus of the analysis or design should be on the process and not
on the tool itself
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125. White Boarding and Flip Charts
• Draw the process flows and flip charts to capture other
information
• Later transcribe the results into drawing or modelling and
reporting tools
• Common method used in workshops, interviews or
structured/facilitated modelling sessions
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126. Paper and Post-Its
• Cover the walls of a room with taped up paper
• Have workshop participants put removable sticky-notes on
the paper until they have arranged the activities into the
sequence on which they agree
• Done either the participants directing the facilitator in the
placement of these activities or the participants place the
notes depicting activities
• Resulting model must then be transcribed into a drawing
or modelling and reporting tool later
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127. Drawing Tools and Reports
• During or after interviews and workshops, participants
capture the process flows and notes using inexpensive
drawing tools, such as Visio, PowerPoint or any other
electronic drawing tool
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128. Electronic Modelling and Projection
• Use electronic drawing or modelling tools and projecting
the images to large screens to capture and view the
developing models
• Model is visible and can be modified during the workshop
• No transfer to another toolset required
• Repository-based tools allow the reuse of objects or
patterns that have already been defined in previous efforts
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129. Capturing Information and Modelling Techniques
and Tools
Modelling Techniques and Tools
Electronic
White Boarding Paper and Post- Drawing Tools
Modelling and
and Flip Charts Its and Reports
Projection
Direct
Observation
Interviews
Techniques for
Capturing Survey/Written
Information Feedback
Structured
Workshops
Web-Based
Conferencing
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130. Process Simulation
• Form of models which provide valuable insight to process dynamics
• Simulations require sufficient data which typically allows the process
to be mathematically simulated under various scenarios, loads, etc.
• Simulations can be manual or electronic using process simulation
tools
• Identify exceptions and handoffs while providing important insights
on existing and required communication between tasks, functional
areas, teams and systems
• Benefits
− Validate a model by demonstrating that real transaction sets, when run
through the model exhibit, produce the same performance characteristics as
those in the actual process
− Predict the process design’s performance under differing scenarios (vary the
number of transactions over time, the number of workers, etc.)
− Determine which variables have the greatest affect on process performance
− Compare performance of different process designs under the same sets of
circumstances
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131. Modelling Summary
• Process models are simplified representations of some business
activity
• A process model serves as a means to communicate several different
aspects of a business process
• Process models are used to document, analyse or design a business
model
• Process models are useful as documentation, a means for
communication and alignment, design and requirements or a means
to analyse aspects of the process, training and explanation
• Different levels or perspectives of business processes are expressed
by models showing different scopes and levels of detail for different
audiences and purposes
• There are many different styles of process modelling notation and
ways to develop process models
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133. Process Analysis Topic Scope
Process Analysis
Preparing to Analysis Issues
Overview of Purpose of When to Perform Process Analysis Performing the Document the
Analyse and
Process Analysis Process Analysis Process Analysis Roles Analysis Analysis
Processes Considerations
Continuous Choose the Understanding Business
Monitoring Process the Unknown Environment
Event-Triggered Scope the Depth Organisational Performance
Analysis of Analysis Culture/Context Metrics
Choose Analytical Customer
Handoffs#
Frameworks Interactions
Business Rules Capacity
Bottlenecks Variation
Human
Cost
Involvement
Process Controls Other Factors
Analysing the
Gathering
Business
Information
Environment
Analysing
Analysing the
Information
Process
Systems
Analysing Human
Interactions
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134. Process Analysis
• Process analysis is the first step in establishing a new process or
updating an existing process is creating a common understanding of
the current state of the process and its alignment with the business
objectives
− Process is a defined set of sequential or parallel activities or behaviours to
achieve a goal
− Process analysis is creating an understanding of the activities of the process
and measures the success of those activities in meeting the goals
• Accomplished through various techniques including mapping,
interviewing, simulations and various other analytical techniques
and methodologies
• May include a study of the business environment and factors that
contribute to or interact with the environment such as government
or industry regulations, market pressures and competition
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135. Process Analysis
• Other factors to be considered
− The context of the business
− Business strategy
− Supply chain (the inputs and outputs of the process),
− Customer needs
− Organisational culture
− Business values
− How the process will perform to achieve business goals
• Information gained through the analysis should be agreed upon by
all those that interact with the process
• Should represent what is actually happening and not what is thought
or wished to be happening
• Unbiased view without placing blame for existing inefficiencies
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136. Purpose of Process Analysis
• Analysis generates the information necessary for the
organisation to make informed decisions assessing the
activities of the business
− Without it, decisions are made based on opinion or intuition
rather than documented, validated facts
• Due to business change the processes of an organisation
can quickly become inconsistent to their original design
and no longer meet the needs of the business
• Process analysis is an essential tool to show how well the
business is meeting its objectives
• Creates an understanding of how work (the transformation
of inputs to outputs) happens in the organisation
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137. Purpose of Process Analysis
• Analysis generates an understanding and measurement of process
effectiveness and its efficiency
− Effectiveness of a process is a measurement of achieving the purpose or need
for the process whether the process
• Meets the needs of the customer
• Satisfies the objectives of the business
• Is the right process for the current business environment or context
• Measuring the efficiency of the process indicates the degree of
resources utilised in performing the activities of the process
• Measures whether the process is costly, slow, wasteful or has other
deficiencies and is a measurement of the performance of the
process
− Uncovers important facts about how work flows in the organisation
− Helps in the design and/or redesign of processes to better meet the goals of
the business
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138. Purpose of Process Analysis
• Information generated from analysis includes
− Strategy, culture and environment of the organisation that uses the process (why the process
exists)
− Inputs and outputs of the process
− Stakeholders, both internal and external, including suppliers, customers and their needs and
expectations
− Inefficiencies within the current process
− Scalability of the process to meet customer demands
− Business rules that control the process and why they must exist
− What performance metrics should monitor the process, who is interested in those metrics and
what they mean
− What activities make up the process and their dependencies across departments and business
functions
− Improved resource utilisation
− Opportunities to reduce constraints and increase capacity
• Information becomes a valuable resource to management and leadership to understand
how the business is functioning
• Help them to make informed decisions on how to adapt to a changing environment
• Ensure that the processes running the business are optimal for attaining business objectives
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