Getting Started With Business Process Modeling
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Transcript of Getting Started With Business Process Modeling
Michael zur Muehlen, Ph.D.Center of Excellence in Business Process InnovationHowe School of Technology ManagementStevens Institute of TechnologyHoboken [email protected]
Getting Started with Business Process ModelingHow much BPMN do you really need?
1
How do you make a Cup of Coffee?2
Boil Water
Thirsty
Put Coffee in CupPut Boiling Water
in Cup
Coffee is Ready
Coffee L
over
The Nescafé Process3
Boil Water
Thirsty
Put Coffee in
Cup
Put Boiling
Water in Cup
Coffee is Ready
Fill Kettle
yes
no
Clean Cup
Yes
No
Kettle
empty?
Cup dirty?
Water is cold
Coffee L
over
Dis
hw
asher
The Espresso Machine Process 4
Order
cancelled
> 5 min wait
Barr
ista
Coffee S
hop
Cashie
r
Household
Thirsty
Collect
Payment
Go To Coffee
ShopOrder Coffee Pay for Coffee Take Coffee
Make CoffeeHand Coffee
To Customer
Payment
Order
cancelled
Insufficient Payment
Coffee
Order
> 5 min wait
+Done
Done
Leave
Discard Coffee
Done
Store Open
Take Order
5The Starbucks Process
How to Get Started
6
Pick a tool
ModelFind
matching Problem
How to Get Started
6
Pick a tool
ModelFind
matching Problem
Pick a Problem
Select Method
Solve the Problem
What is a Good Process Model?
7
Correct
Relevant
Economical
When is a model correct?
Correct SyntaxProper use of the Modeling Method
Correct SemanticsAccurate representation of Reality
8
Correct
Relevant
Economical
Correct
Relevant
Economical
As-Is“As-If”
9Source: Rob Davis (2006)
Modeling with BPMN10
What is BPMN?Graphical Notation for Describing Business Processes
The “Look” of a process diagram
Flowchart based
Activity Network – Nodes and transitions
Sequential, Parallel and Conditional Paths
Arbitrarily complex diagrams
The BPMN will provide businesses with the capability of defining and understanding their internal and external business procedures through a Business Process Diagram, which will give organizations the ability to communicate these procedures in a standardized manner.
11
BPMN 1.0 - Elements Available
12
+ Pool, Lane, Grouping, Annotation, Document, Transaction Boundary...
BPMN 1.1
13
Maintenance Update
Minor changes to notation
New symbol for Multiple Event and Gateway (used to be star,now pentagram)
New Signal Event
Separation of “catching” and “throwing” events
14
Nor
mal
Flo
wTa
skE
nd E
vent
Sta
rt E
vent
/ E
vent
Poo
lD
ata-
Bas
ed X
OR
Sta
rt M
essa
geTe
xt A
nnot
atio
nM
essa
ge F
low
Par
alle
l For
k/Jo
inLa
nes
Gat
eway
Sub
-Pro
cess
(Col
lap
sed
)A
ssoc
iatio
nD
ata
Ob
ject
Inte
rmed
iate
Tim
erIn
term
edia
te M
essa
geE
nd T
erm
inat
eS
ub-P
roce
ss (E
xpan
ded
)E
nd L
ink
Def
ault
Flow
Incl
usiv
e D
ecis
ion/
Mer
geA
ctiv
ity L
oop
ing
Exc
eptio
n Ta
skS
tart
Lin
kE
nd M
essa
geE
nd E
xcep
tion
Com
ple
x D
ecis
ion/
Mer
geE
vent
-Bas
ed X
OR
Mul
tiple
Inst
ance
Gro
upTr
ansa
ctio
nIn
term
edia
te E
vent
End
Can
cel
Com
pen
satio
nIn
term
edia
te C
omp
ensa
tion
Con
diti
onal
Flo
wE
xcep
tion
Flow
Inte
rmed
iate
Lin
kS
tart
Tim
erO
ff-p
age
conn
ecto
rS
tart
Rul
eIn
term
edia
te R
ule
Inte
rmed
iate
Mul
tiple
End
Com
pen
satio
nS
tart
Mul
tiple
Inte
rmed
iate
Exc
eptio
nIn
term
edia
te C
ance
lE
nd M
ultip
leC
omp
ensa
tion
Ass
ocia
tion
WebConsultingSeminar
Source: 126 BPMN diagrams from three sources:
Web (random collection)
Consulting Projects
BPMN Seminar participants
Long-tail usage pattern
Some BPEL-related primitives could not be found among any of the diagrams
Frequency of BPMN Symbol Use
15
Normal FlowTask
End EventStart Event / Event
PoolData-Based XOR
Start MessageText Annotation
Message FlowParallel Fork/Join
LanesGateway
Sub-Process (Collapsed)AssociationData Object
Intermediate TimerIntermediate Message
End TerminateSub-Process (Expanded)
End LinkDefault Flow
Inclusive Decision/MergeActivity Looping
Exception TaskStart Link
End MessageEnd Exception
Complex Decision/MergeEvent-Based XORMultiple Instance
GroupTransaction
Intermediate EventEnd Cancel
CompensationIntermediate Compensation
Conditional FlowException Flow
Intermediate LinkStart Timer
Off-page connectorStart Rule
Intermediate RuleIntermediate Multiple
End CompensationStart Multiple
Intermediate ExceptionIntermediate Cancel
End MultipleCompensation Association
Modeling in the Small: Service Process Improvement
16
Service Process InnovationProblem: Service Processes in truck dealerships are crucial for customers that need to maintain their trucks, potentially very profitable, but not very well understood.
Question: How can we improve the existing service process, quantify improvements, and increase both customer satisfaction and profitability? How well is BPMN suited for this task?
Approach: Map the existing process in BPMN, identify improvement potential, benchmark process metrics, design new process in BPMN, supervise implementation
17
As-Is Process (v. 13)18
To-Be Process (v. 11)19
Useful Abuse20
InsightsA very limited BPMN subset is sufficient to create processes (and produce redesign results)
“Creative abuse” can increase readability
Management literacy of the BPMN diagrams made it easier to illustrate the ROI of a pure modeling project
Process simulation is essential to peg financial benefits to process changes
Even in a blue collar environment, process improvement ideas can be generated at the front line
21
Relevance
Is everything relevant in the model?Missing process paths?
Missing responsibilities?
Missing information?
Is everything in the model relevant?Information overload
22
Correct
Relevant
Economical
Correct
Relevant
Economical
Bad Example
23
2 Verbs in Activity Constraint
“Call Bank” = How
“Verify” = What
Consistent Level of Abstraction?
24
Correct
Relevant
Economical
When is a model Economical?
Effort spent on documentationvs.
Value of model use
25
Correct
Relevant
Economical
26
Correct
Relevant
Economical
As-Is or just To-Be?27
Perform As Is Modeling?
It is important to design as-is models if you feel
The as-is will include lots of improvement constraints
You aim for minor changes
You do not understand the domain at all
The organization is risk averse
The process is of strategic importance
You have a very cost effective methodology for as-is modeling
The difference between as-is and to-be is a change management document
28
Skip As Is Modeling?
You can skip as-is modeling when
The process is a commodity
You have a very good understanding of the as-is
People would otherwise not be able to think out of the box
You have a very good approach for process improvement
29
Modeling in the Large: Enterprise-wide Modeling
30
Project ScopeDuration: 21 months
Project team: 13 Modelers (Full-time) >80 Subject Matter Experts (Part-time)
Goal 1: Development of an Enterprise Process Model
Goal 2: Alignment of Organization with new Processes
31
Online Glossary
Process Granularity
Complaint
Reminder
Package Slip
PalletInvoice
Payment
Decided to follow Process Objects to discover process structure.
As-Is ModelingSurvey of As-Is Processes in the district offices
Mixture of observation and workshops
“How does this typically work” is not a good question
Scenarios are helpful (rainy day - sunny day)
Standardization of models across different districts
34
To-be ModelingDefinition of strategic Core Processes
Development of a Enterprise Process Framework
Modeling and refinement of an Enterprise Process Catalog
Enhancement of the glossary
35
Process Framework - Facility Management
De
r re
levan
te
Users
Shareholders
Market
Owners
Customer
De
r be
arb
eite
te
Customers
Market
Project study
Planning
Resource-disposition
TechnicalServices
AdministrativeServices
PersonnelServices
Marketingand
Acquisition
Market Activities Enactment of Services
Consulting
Contracting
Informations-verarbeitung
Information-processing Informations-
verarbeitung
Material-management Informations-
verarbeitung
Accounting,Finance Informations-
verarbeitungLegal Issues
Human Resources
AssetManagement Controlling
EnterpriseManagement
Process Management
Portfolio ReportingStrategical /Operative
Mgmt.
Users
Shareholders
Owners
Process: Purchase on site
Process: Evaluate Quotes
Process: Purchase Resources
Process: Goods Receipt
Process: Goods Issue
Example Level 1-3
Der
rele
vant
e M
arkt!"§===Eigentümer
!"§===Nutzer
Nutzer
InvestorenMarkt
Eigentümer
Kunden
Der bearbeitete M
arkt
Kunden
!"§===Eigentümer
!"§===Nutzer
Nutzer
InvestorenMarkt
Eigentümer
Projektstudie
Planung
Ressourcen-disposition
TechnischeDienstleistung
KaufmännischeDienstleistung
PersonelleDienstleistung
Marketingund
Akquisition
Marktbearbeitung Leistungserbringung
Beratung
Vertrags-abschluß
AssetManagement
Informations-verarbeitungInformations-verarbeitung
Informations-verarbeitung
Material-wirtschaft
Informations-verarbeitungRechnungs-
wesen, FinanzenInformations-verarbeitung
Recht
Personalmanagement
Controlling
Unternehmensführung
Prozeßmanagement
BerichtswesenStrategische/Operative
Führung
38
Process Framework: Fortune 100Enterprise Process ArchitectureMethods Organization
Lessons learnedGlossary was helpful
“Object” in real estate is very different from CS “object”
Modeling standards were invaluable
Not just words, but naming and phrasing conventions
Employees can learn “complicated” modeling techniques
Use method filters wisely
Decide who will read and who will contribute
Who owns the model?
39
Lessons Learned (2)Method became more and more standardized over time
Started with (nearly) all modeling elements
Ended with heavily customized method filters
Started with free-form EPC with routing guidelines
Ended with swimlane-style EPCs
Process modeling can become a self-fulfilling purpose
Rogue projects sprung up before the implementation phase
Integrating 650 models only works if you have standards
2 full time staff for model consolidation
in the end, everything changed…40
What’s the Big Picture?41
Modeling in Context 42
Project Management
ModelMaintenance
ModelDesign
ProjectSetup
Modelers Users Info. Providers
Tools and Lang.
Top Management
Support
Economics Governance
Michael zur Muehlen, Ph.D.Center of Excellence in Business Process InnovationHowe School of Technology ManagementStevens Institute of TechnologyCastle Point on the HudsonHoboken, NJ 07030Phone: +1 (201) 216-8293Fax: +1 (201) 216-5385E-mail: [email protected]: http://www.cebpi.orgslides: www.slideshare.net/mzurmuehlen
Thank You - Questions?
43