Process Modeling: What is used vs. What is useful

Michael zur Muehlen, Ph.D.Center of Excellence in Business Process InnovationHowe School of Technology ManagementStevens Institute of TechnologyHoboken [email protected]

Process Modeling: What is used vs. what is useful

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Modeling in the Large 2

Modeling in the Large: Industry Partners 3

Framework of Process Modeling Issues 4

Project Management

MaintenanceDesignSetup

Modelers Users Info. Providers

Tools and Lang.

Top Management

Support

Economics Governance

Strategy-related Issues

Top Management

Support

End-goal perceptions

Economic Value (economics)

PoliticsCommit-ment to

long term

ROI Justification

Sponsorship

Lack of value metrics (i.e.,

Balanced Scorecard)

Corporate standards

Focus on Initiatives

Incentives

Governance

Lack of Benchmarks

Costs

New tool acquisition

Training

Costs associated with

updating the models

Ownership of models

Lack of control

Lack of coordination

point

Strategy-related Issues5

Process Modeling Life Cycle Issues

Setup

Lack of common

methodology

Design

Consoli-dation and Integration

Lack of modeling objectives

Lack of standards for reuse

Variant management

InfrastructureModel quality

assuranceRework Timeliness

Corporate modeling standard

Level of abstraction

Modeling guidelines

Maintenance

Model maintenance

Modeling-related Issues6

Resource-related Issues

Process Modeler

BPM education

Model User

Integration of activities

Level of expertise

and experience

Cost efficiency

Capability to abstract

Turnaround time

Knowledge sharing

Level of complexity

Hierarchical decompo-sition of models

Tool and Language

Lack of model

utilization

Resistance to change / adoption of

BPM

Lack of transfer

Lack of communication

Lack of using full toolset

features

Intellectual property

Limited access to repository

Information Provider

Loss of knowledge

Lack of adequate

toolset

Integration with other modeling

tools

Lack of good graphical process mapping

Lack of efficient repository search

engine

Resource-related Issues7

BPMN - Practical use8

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.

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Uses of BPMNTargeted at creating different types of Business Processes

Allows the creation of end-to-end business processes

Three basic types of sub-model within an end-to-end BPMN Model

Private (Internal) Business Processes

Internal to a specific organization

Abstract (Public) Processes

Represents interaction between a private business process and another process or participant

Only activities used to communicate outside the private business process are included

Collaboration (Global) Processes

Represents interactions between two or more entities

Sequence of activities representing message exchange between entities

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BPMN 1.1

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Mainly cosmetic changes

New symbol for Multiple Event and Gateway (used to be star,now pentagram)

New Signal Event

Separation of “catching” and “throwing” events

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WebConsultingSeminar

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Normal FlowTask

End EventStart Event / Event

PoolData-Based XOR

Start MessageText AnnotationMessage Flow

Parallel Fork/JoinLanes

GatewaySub-Process (Collapsed)

AssociationData Object

Intermediate TimerIntermediate Message

End TerminateSub-Process (Expanded)

End LinkDefault Flow

Inclusive Decision/MergeActivity LoopingException Task

Start LinkEnd Message

End ExceptionComplex Decision/Merge

Event-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

WebConsultingSeminar

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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

Number of Different Constructs14

0

5

10

15

20

25

30

3 4 5 6 7 8 9 10 11 12 13 14 15

Cluster Analysis15

Construct Clusters 16

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?

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Process Modeling: What is used vs. What is useful

Business

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