This document discusses process architecture and how to identify and scope processes. It defines different levels in a process hierarchy from high-level value chains to detailed tasks. Guidelines are provided for vertical decomposition based on business objects, resources, or modeling readability. Reference models can be used as templates to design process architectures. Processes should be prioritized based on importance, health, and feasibility for improvement. Pitfalls of identification include unclear purpose, too narrow or broad scope, and poor stakeholder involvement.
Introduction to Business Process ManagementAlan McSweeney
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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
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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.
Introduction to Business Process ManagementAlan McSweeney
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
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.
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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.
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/
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.
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Business Process Model and Notation (BPMN)Peter R. Egli
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When implementing business processes, there is usually a large gap between the business semantics (process, activity, participant, orchestration, choreography, data items etc.) and the technical implementation languages (REST, WSDL, transport protocol, message bus etc.). BPMN has the goal of bridging this gap by providing a standard notation for describing business processes plus a standard mapping of this notation into an executable description language like WSBPEL. The BPMN 2.0 standard even allows executing BPMN business models directly without the need of a translation.
The core notation elements of BPMN are flow objects to model activities and events, data objects to model pieces of information, connecting objects to model information and control flow, and swimlanes to model process participants. Four different diagram types allow the modeling of processes, process choreographies, collaboration between participants and conversations.
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.
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
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Introduction to Business Process Analysis and RedesignMarlon Dumas
Special course on business process analysis and design delivered at University of Granada on 23-24 January 2014. The course covers qualitative and quantitative process analysis techniques and redesign heuristics. Based on the textbook Fundamentals of Business Process Management by Dumas et al.
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
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.
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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
Business Process Model and Notation (BPMN)Peter R. Egli
Overview of Business Process Model and Notation (BPMN) language for modeling business processes.
When implementing business processes, there is usually a large gap between the business semantics (process, activity, participant, orchestration, choreography, data items etc.) and the technical implementation languages (REST, WSDL, transport protocol, message bus etc.). BPMN has the goal of bridging this gap by providing a standard notation for describing business processes plus a standard mapping of this notation into an executable description language like WSBPEL. The BPMN 2.0 standard even allows executing BPMN business models directly without the need of a translation.
The core notation elements of BPMN are flow objects to model activities and events, data objects to model pieces of information, connecting objects to model information and control flow, and swimlanes to model process participants. Four different diagram types allow the modeling of processes, process choreographies, collaboration between participants and conversations.
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.
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
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.
Introduction to Business Process Analysis and RedesignMarlon Dumas
Special course on business process analysis and design delivered at University of Granada on 23-24 January 2014. The course covers qualitative and quantitative process analysis techniques and redesign heuristics. Based on the textbook Fundamentals of Business Process Management by Dumas et al.
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
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.
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Process architecture - Part II
1. CRICOS No. 00213J
a university for the worldreal
R 1
A/Prof. Marcello La Rosa
BPM Discipline
Queensland University ofTechnology
IAB203 – Business Process Modelling
Week 10, 5 May 2015
2. Value chains
Chains of processes. Stay at a high level. Rule of thumb: 3-7 processes
• Procure-to-service, Risk management
(Root/Main) Processes
Build up value chains and affect each other. They are abstract
• Lead-to-quote, Quote-to-order, Order-to-cash
Subprocesses
Build up processes. They are detailed, involve multiple activities and can be layered on
different levels of abstraction (i.e. sub-subprocesses)
• Order shipment, invoicing
Process tasks
Build up processes and sub-processes. They are atomic and performed by human beings, IT
systems or equipment
• Approve invoice
Typical artifacts for vertical scoping
Typical focus of Process enumeration
3. Process architecture: hierarchical view
Processhierarchy
Level 1
Process
Landscape
Level 2
Main
Processes
(e.g. BPMN)
Level 3+
Subprocesses, Tasks
(e.g. BPMN)
4. 4. Decomposition based on logical constraints, e.g.
• Predominant business object (e.g. order vs invoice)
• Predominant resource class (e.g. sales vs financial department)
5. Consider process modeling guidelines for readability
purposes (e.g. no more than 30 flow objects)
Guidelines to identify vertical boundaries
15. Process architecture vs Enterprise architecture
Process architecture is a slice of an overarching enterprise
architecture (e.g. TOGAF)
16. • If Process Architecture already in place: where does the
process fit into the Process Architecture?
• On what level is the unit of analysis, i.e. end-to-end process,
procedure or operation?
• What are the previous/subsequent processes and what are the
interfaces to them?
• What variants does this process have?
• What underlying processes describe elements of this process
in more detail?
Locating a process in an existing architecture
17. A reference model is used as a template to design the process
architecture
Examples:
• Information Technology Infrastructure Library (ITIL)
• Supply Chain Operations Reference Model (SCOR)
• Process Classification Framework (PCF)
• Value Reference Model (VRM)
• Voluntary Interindustry Commerce Solutions (VICS)
• eTOM Business Process Framework
• Performance Framework
Designation via reference models
18. • Industry-neutral enterprise model
• Open standard for benchmarking
• Four levels
• Categories
• Process group
• Process
• Activity
Example: APQC Process Classification Framework (PCF)
21. APQC Classification Framework
Available industry sectors:
• Aerospace & Defense
• Automotive
• Banking
• Broadcasting
• Consumer Electronics Just released
• Consumer Products
• Education
• Electric Utilities
• Petroleum Downstream
• Petroleum Upstream
• Pharmaceutical
• Retail
• Telecommunications
22. Prioritization (aka Process Selection)
1. Importance
Which processes have greatest impact on the organization‘s strategic
objectives?
2. Health (or Dysfunction)
Which processes are in deepest trouble?
3. Feasibility
Which processes are most susceptible to successful process
management?
Prioritized process portfolio
Hammer, Champy (1993)
23. Financial institution
Example: prioritized process portfolio
Health
High
Low
GoodPoor
Short-term action
Rating
Contract
preparation
Loan market
evaluation
Handling of
payments
Loan
application
Loan
planning
Loan
controlling
Loan
decision
Feasibility
Low
High
Medium
Possible Strategic fit?
25. Does an assessment of the importance, health and
feasibility always point to the same processes to manage?
26. Should all processes that are important, healthy and
feasible to manage be subjected to BPM?
27. • Processes are identified with every request from
a line of business
• Ensures high relevance for involved business unit
• Reactive approach (-)
• Often restricted to discrete improvement (-)
• No conscious process selection approach (-)
Alternative: project-by-project identification
28. Pitfalls of Process Identification (1/2)
• The purpose of the project is not clear enough leading to
inappropriate scoping of the process.
• The scope of the process is too narrow leading to the fact that
later the identified root-causes are located outside the
boundaries of the process under analysis
• The scope of the process is too wide leading to a process
improvement project that has to be compromised in its lack of
detail
29. Pitfalls of Process Identification (2/2)
• The process is identified in isolation to other projects due
to poor portfolio management leading to redundancies and
inconsistencies between these projects
• Involved project members and stakeholders have not been
sufficiently informed about the benefits of the project
leading to limited participation
• The involved project members and stakeholders have not
been carefully selected leading to a very limited source of
knowledge
• The business process architect has poor facilitation skills
and cannot resolve emerging conflicts between the project
members and stakeholders.
30. References
Required
• M. Dumas, M. La Rosa, J. Mendling, H.A. Reijers, “Fundamentals of Business Process
Management”, Springer, 2013, Chapter 2
Recommended
• T.H. Davenport, “Process Innovation: Reengineering Work Through Information Technology”,
Harvard Business School Press, 1993
• M. Hammer, J. Champy, “Reengineering the Corporation: A Manifesto for Business
Revolution”, HarperCollins, 1993
• M.E. Porter, “Competitive Advantage: Creating and Sustaining Superior Performance”, Free
Press, 1985
• P. Harmon, Business Process Change, Morgan Kaufmann, 2014 (3rd edition)
• M. Rosemann, “Process Portfolio Management”, BPTrends, April 2006
• R. Dijkman, I. Vanderfeesten, H.A. Reijers, “The road to a business process architecture: an
overview of approaches and their use”. BETA Working Paper Series, WP 350. Eindhoven
University of Technology, Eindhoven (2011)
Web-sites
• http://www.value-chain.org (Value Reference Model)
• http://www.mindtools.com/pages/article/newSTR_66.htm (more on value chains)
• http://www.apqc.org/process-classification-framework (APQC PCF website)