Business Process Modeling

1
Business Process Modeling

• Winfried Siener

2
Brown Paper (BP)
Business
Process Modeling
Winfried Siener
3
BP are ideal
Business
Process Modeling
Winfried Siener
4
BP should not be used
Business
Process Modeling
for formal process description
for the introduction of new IT-Systems
as a basis for the ISO-Certification
for description of complex processes
completely inapplicable for technical processes
Winfried Siener
5
Ishikawa Model / Fishbone Diagram (1/2)
Business
Process Modeling
Winfried Siener
6
Ishikawa Model / Fishbone Diagram (2/2)
Business
Process Modeling
Winfried Siener
7
Organization versus Value Chain
Business
Process Modeling
Winfried Siener
8
Responsibility Model
Business
Process Modeling
Winfried Siener
9
RACI
Business
Process Modeling
Also called RACI-Charting or Roles-and-Responsibi
lity-Charting.
Central point of view is the person, the activity
performer.
Winfried Siener
10
Approach
Business
Process Modeling

• All activity lists

• During the discussion to be clarified, who does
  what?

• Activity assigning

• Checking for logical errors

• more than one A

• too many C

• too many I

Winfried Siener
11
Example
Business
Process Modeling
RACI ? very appropriate for role decomposition in
the processes and also very easily understandable
by laymen
A change within the RACI-Table does not change
the process!
Winfried Siener
12
ROI Schema Du Pont
Business
Process Modeling
Winfried Siener
13
Balanced Scorecard (BSC)
Business
Process Modeling
Robert Kaplan and David Norten, 1995/96
Transformation of the strategic management goals
of an enterprise into operative measures, through
the measurement of indicators in 4 fields/from 4
perspectives.
4 Perspectives
? Financial Perspective
? Customer Perspective
? Internal Perspective
? Innovations, respectively Learning Perspective
Winfried Siener
14
The 4 Sub Processes
Business
Process Modeling
Winfried Siener
15
BSC Perspectives
Business
Process Modeling
Winfried Siener
16
BSC Chances
Business
Process Modeling

• Operationalization  of the enterprise strategy,
  i.e. subdivision of the whole task into essential
  sub-tasks

• Reduction of the complexity of the tasks

• Employees reinforcement (the employees
  performance becomes a measurable contribution to
  the enterprise success)

Winfried Siener
17
BSC Risks
Business
Process Modeling

• Determination of wrong unrealistic indicators

• Too many indicators with unknown dependences

• Achievement of clear concentration on
  indications

• Manipulation of the indicators

Winfried Siener
18
Business
Process Modeling
Winfried Siener