Business Process Modeling

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Modeling Business Processes

The transparency of the process flow is crucial, as this gives the process owners, process analysts, and all others involved an insight into what is going on. An understanding of the as-is process flow also ensures that we can judge the efficiency and the quality of the process.

The main objective of process modeling is the definition of the as-is process flow. Process modeling needs to answer the following questions:

  • What is the outcome of the business process?
  • What activities are performed within the business process?
  • What is the order of activities?
  • Who performs the activities?
  • Which business documents are exchanged within the process?
  • How foolproof is the process, and how can it be extended in the future?

After answering these and some other questions, we get a good insight into how the process works. We can also identify structural, organizational, and technological weak points and even bottlenecks, and identify potential improvements to the process.

We will model business process to satisfy the following objectives:

  • To specify the exact result of the business process, and to understand the business value of this result.
  • To understand the activities of the business process. Knowing the exact tasks and activities that have to be performed is crucial to understanding the details of the process.
  • To understand the order of activities. Activities can be performed in sequence or in parallel, which can help improve the overall time required to fulfill a business process. Activities can be short-running or long-running.
  • To understand the responsibilities, to identify (and later supervise) who is responsible for which activities and tasks.
  • To understand the utilization of resources consumed in the business process. Knowing who uses which resources can help improve the utilization of resources as resource requirements can be planned for and optimized.
  • To understand the relationship between people involved in the processes, and their communication. Knowing exactly who communicates with whom is important and can help to organize and optimize communications.
  • To understand the document flow. Business processes produce and consume documents (regardless of whether these are paper or electronic documents). Understanding where the documents are going, and where they are coming from is important. A good overview of the documents also gives us the opportunity to identify whether all of the documents are really necessary.
  • To identify potential bottlenecks and points of improvements, which can be used later in the process optimization phase.
  • To introduce quality standards such as ISO 9001 more successfully, and to better pass certification.
  • To improve the understandability of quality regulations that can be supplemented with process diagrams.
  • To use business process models as work guidelines for new employees who can introduce themselves to the business processes faster and more efficiently.
  • To understand business processes, which will enable us to understand and describe the company as a whole.

A good understanding of business processes is very important for developing IT support. Applications that provide end-to-end support for business processes, can be developed efficiently only if we understand the business processes in details.

Modeling Method and Notation

Efficient process modeling requires a modeling method that provides a structured and controlled approach to process modeling. Several modeling methods have been developed over the years. Examples include IDS Sheer’s the ARIS methodology, CSC’s Catalyst, Business Genetics, SCOR and the extensions PCOR and VCOR, POEM, and so on. The ARIS methodology has been the most popular methodology, and has been adopted by many software vendors. In the next section, we will describe the basics of the ARIS methodology, which has lately been adapted to be conformant with SOA.

ARIS

ARIS is both a BPM methodology, and an architectural framework for designing enterprise architectures. Enterprise architecture combines business models (process models, organizational models, and so on) with IT models (IT architecture, data model, and so on).

ARIS stands for Architecture of Integrated Information Systems and comprises of two things, the methodology and framework, and the software that supports both. Here, we will give a brief introduction to ARIS methodology and framework, which dates back to 1992.

The objective of ARIS is to narrow the gap between business requirements and IT. The ARIS framework is not only about process models (describing business processes), although process models are one of the most important things of ARIS. As enterprise architecture is complex, ARIS defines several views that focus on specific aspects such as business, technology, information, and so on, to reduce the complexity. The ARIS framework describes the following:

  • Business processes
  • Products and services related to the processes
  • The structure of the organization
  • Business objectives and strategies
  • Information flows
  • IT architecture and applications
  • The data model
  • Resources (people and hardware resources)
  • Costs
  • Skills and knowledge

These views are gathered under the concept of ARIS House, which provides a structured view on all information on business processes. ARIS House offers five views:

  1. The process view (also called the control view) is the central view that shows the behavior of the processes, how the processes relate to the products and services, organization, functions, and data. The process view includes the process models in the selected notation, and other diagrams such as information flow, material flow, value chains, communication diagrams, and so on.
  2. The product and service view shows the products and services, their structures, relations, and product/service trees.
  3. The organizational view shows the organizational structure of the company, including departments, roles, and employees. It shows these in hierarchical organizational charts. The organization view also shows technical resources and communication networks.
  4. The function view defines process tasks and describes business objectives, function hierarchies, and application software.
  5. The data view shows business data and information. This view includes data models, information maps, database models, and knowledge structures.

The ARIS House is illustrated in the following figure:

Business Process Modeling

In ARIS House, the process view is the central view of the dynamic behavior of the business processes and brings together the other four static views, the organizational view, data view, function view and product/service view.

In this book, we will focus primarily on the process view.

Each ARIS view is divided further into phases. The translation of business requirements into IT applications requires that we follow certain phases. Globally, three general phases are likely to be used:

  • Requirements phase
  • Design specification phase
  • Implementation phase

    ARIS is particularly strong in the requirements phase, while other phases may differ depending on the implementation method and the architecture we use. We will talk about these later in this article.

Let us now look at the other important aspect, the business process modeling notations.

Modeling Notation

Process modeling also requires a notation In the past, several notations were used to model processes. Flow diagrams and block diagrams were representatives of the first-generation notations. Then, more sophisticated notations were defined, such as EPC (Event Process Chain) and eEPC (Extended Event Process Chain). UML activity diagrams, XPDL, and IDEF 3 were also used, in addition to some other less-known notations. A few years ago a new notation, called Business Process Modeling Notation (BPMN) was developed. BPMN was developed particularly for modeling business processes in accordance with SOA. In this article, we will use BPMN for modeling processes.

BPMN

BPMN is the most comprehensive notation for process modeling so far. It has been developed under the hood of OMG (Object Management Group). Let us look into the brief introduction of the most important BPMN elements so that we can read the diagrams presented later in this article.

The most important goals while designing BPMN have been:

  • To develop a notation, which will be understandable at all levels: In business process modeling different people are involved, from business users, business analysts, and process owners, to the technical architects and developers. The management reviews business processes at periodic intervals. Therefore, the goal of BPMN has been to provide a graphical notation the is simple to understand, yet powerful enough to model business processes at the required level of detail.
  • To enable automatic transformation into executable code, that is, BPEL, and vice-versa: The gap between the business process models and the information technology (application software) has been quite large in existing technologies. There is no clear definition on how one relates to the other. Therefore, BPMN has been designed specifically to provide such transformations.

To model the diagrams, BPMN defines four categories of elements:

  • Flow objects, which are activities, events, and gateways. Activities can be tasks or sub-processes. Events can be triggers or results. Three types of events are supported: start, intermediate, and end. Gateways control the divergence of sequential flows into concurrent flows, and their convergence back to sequential flow.
  • Connecting objects are used to connect flow objects together. Connectors are sequence flows, message flows, and associations.
  • Swim lanes are used to organize activities into visual categories in order to illustrate different responsibilities or functional capabilities. Pools and lanes can be used for swim lanes.
  • Artifacts are used to add specific context to the business processes that are being modeled. Data objects are used to show how data is produced or required by the process. Groups are used to group together similar activities or other elements. Annotations are used to add text information to the diagram. We can also define custom artifacts.

The following diagrams show the various notations used in BPMN:

Activities are the basic elements of BPMN and are represented by rectangles with rounded corners. A plus sign denotes that the activity can be further decomposed:

Business Process Modeling

Decisions are shown as diamonds. A plus sign inside the diamond denotes a logical AND, while an x denotes a logical OR:

Business Process Modeling

Events are shown as double circles:

Business Process Modeling

Roles are shown as pools and swim-lanes within pools:

Business Process Modeling

A Document is shown as follows:

Business Process Modeling

The order of activities is indicated by an arrow:

Business Process Modeling

The flow of a document or information is shown with a dashed line:

Business Process Modeling

BPMN can be used to model parts of processes or whole processes. Processes can be modeled at different levels of fidelity. BPMN is equally suitable for internal (private) business processes, and for public (collaborative) business-to-business processes. Internal business processes focus on the point of view of a single company, and define activities that are internal to the company. Such processes might also define interactions with external partners.

Public collaborative processes show the interaction between all involved businesses and organizations. Such processes models should be modeled from the general point of view, and should show interactions between the participants.

Process Design

The main activity in process design is the recording of the actual processes. The objective is to develop the as-is process model. To develop the as-is model, it is necessary to gather all knowledge about the process. This knowledge often exists only in the heads of the employees, who are involved in the process. Therefore, it is necessary to perform detailed interviews with all involved people. Often, process supervisors might think that they know exactly how the process is performed. However, after talking with those employees who really carry out the work, they see that the actual situation differs considerably. It is very important to gather all this information about the process, otherwise it will not be possible to develop a sound process model, that reflects the as-is state of the process.

The first question related to the as-is model is the business result that the process generates. Understanding the business result is crucial, as sometimes it may not be clearly articulated.

After the business result is identified, we should understand the process flow. The process flow consists of activities (or tasks) that are performed in a certain order. The process flow is modeled at various levels of abstraction. At the highest level of abstraction, the process flow shows only the most important activities (usually up to ten).

Each of the top-level activities are then decomposed into detailed flows. The process complexity, and the required level of detail, are the criteria that instruct us how deep we should decompose. To understand the process behavior completely, it makes sense to decompose until atomic activities (that is, activities that cannot be further decomposed) are reached.

When developing the as-is process model, one of the most important things to consider is the level of detail. In order to provide end-to-end support for business processes using SOA, detailed process modeling should be done. The difficulties often hide in the details!

In the process design, we should understand the detailed structure of the business process. Therefore, we should identify at least the following:

  • Process activities at various levels of detail
  • Roles responsible for carrying out each process activity
  • Events that trigger the process execution and events that interrupt the process flow
  • Documents exchanged within the process. This includes input documents and output documents
  • Business rules that are part of the process

We should design the usual (also called optimal) process flow and identify possible exception scenarios. Exceptions interrupt the usual process flow. Therefore, we need to specify how the exceptions will be handled.

The usual approach to the process design includes the following steps:

  1. Identifying the roles
  2. Identifying the activities
  3. Connecting activities to roles
  4. Defining the order of activities
  5. Adding events
  6. Adding documents

We should also understand the efficiency of the business process. This includes resource utilization, the time taken by involved employees, possible bottlenecks, and inefficiencies. This is the reason why we should also identify metrics that are used to measure the efficiency of the process. While some of these metrics may be KPIs, other metrics relevant to the process should also be identified.

We should identify if the process is compliant with standards or reference processes. In some industry domains, reference processes have been defined. An example is the telecommunications industry where the TMF (Telecom Management Forum) has defined NGOSS. Part of NGOSS is eTom (Enhanced Telecom Operations Map), which specifies compliant business processes for telecom companies. Other industries have also started to develop similar reference processes.

We should also identify the business goals to which the process contributes to. Business goals are the same as the process results. A business process should not only have at least one result, but should also contribute to at least one (preferably more than one) business goal. Here, we can look into the company strategy to identify the business goals.

We should also identify the events that can interrupt the process flow. Each process can be interrupted, and we should understand how this happens. If a process is interrupted, we might need to compensate those activities of the process that have already been successfully completed. Therefore, we should also specify the compensation logic related to different interruption events.

Finally, we should also understand the current software support for the business process. This is important because existing software may hide the details of process behavior. This information can also be re-used for end-to-end process support.

Once we have identified all of these artifacts, we will have gathered a good understanding of the process. Therefore, let us now look at the results of the process modeling.

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