After the strategy, the real work

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After the strategy, the real work -)

• After determining organizational value chains,
• after modeling the organizational architecture,
• after consideration of resources, competitors,
  and other market factors
• Candidate processes for design (new) or
  reengineering or improvement are chosen

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Modeling an AS-IS process is the first step to
reengineering

• Any model is a conceptual representation of the
  elements (objects) of an area of interest and
  their relationships
• Any model is necessarily selective stressing some
  aspects of the thing modeled and ignoring others
• Business process modeling as currently practiced
  is largely graphical

3
BPMN UML lite and more

• The graphical notation in the text is BPMN-based
  (business process modeling notation)
• BPMN emerged from feedback from the field
  designed by a vendor consortium
• UML (1 or 2) is, in the opinion of many
  consultants, too complex for non-IT personnel.
  (The teaching of UML to non-technical personnel
  for the modeling of organizations was extensively
  tried several years ago and found lacking.)

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A core requirement for a modeling grammar is

• Constructs and relationships inherently close to
  the domain
• This is especially true for executives and many
  business domain experts who tend to be concrete
  (as opposed to abstract) thinkers.
• BPMN is UML simplified and moved closer to the
  business domain. Less general, more
  comprehensible.

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BPMN alternatives (subsequent classes)

• The field is still new and there are many
  modeling notations in common use
• Many software products use proprietary notations
  (though BPMN is rapidly displacing them).
• BPMN is strongest in the US. SPRINT is a very
  well thought out complete methodology (UK) with
  its own notation.
• Germany and northern Europe are partial to
  subsets of UML-2.0. (Why do we care what happens
  outside the US?)

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The Basic structure of ANY Process Diagram
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BPMN at a glance
Swimlanes
Activity (note that Order Process spans
departments)
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Note the similarity to organizational models

• Process models, like IT models and organizational
  models, occur at different levels of detail
• Level of detail depends on the audience with whom
  you are communicating.

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Drilling down to the activity level
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Models entities and relationships

• Entities
• Objects Events (square corner boxes)
• Activities subprocesses(rounded corner boxes)
• Swimlanes (internal and external functional
  areas)
• Relationships
• Flows (labeled arrows)
• Conditional branches (business rules)

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Business rules conditional expressions

• Boolean logic scares businesspeople business
  rules is a better name.
• Following time honored flowchart notation, a
  decision graphic is a diamond
• Derived from petri-net notation, summations (AND)
  and branches are represented by vertical bars.

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Business rules are represented graphically
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Additional BPMN Symbols for rule representation
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Variations on default notation

• By default swimlanes represent departments
  (org-level functional units)
• But they can be subdivided multiple lanes for a
  single org-level unit
• They can represent individual process actors or
  roles
• They can be vertical as well as horizontal

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Making time explicit
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Does this look familiar?
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A notation review Figures 9.9 9.10

• Look at figures 9.9 and 9.10 in your texts and
  determine some differences
• Addition of a super-heading Manufacturing
  Department
• Make sale for Sales and Marketing in 9.9 has been
  shifted into the customer/web-order function in
  9.10
• Some manual tasks in process 9.9 have been
  subsumed into software processes in 9.10

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Modeling conventions

• Note that many process models have a Customer
  lane at the top of the diagram indicating a
  customer focus
• An arrow crossing between swimlanes indicates a
  material or information transfer between
  functional groups cross-group transfers are
  traditional process trouble spots

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Modeling levels are they necessary? Why?