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BPMN 2.0Handbook

Second EditionDigital Edition


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COPYRIGHT INFORMATION

Future Strategies Inc.

This book is published in digital format. The content of this book is fullycopyrighted under international copyright law and may not be distributed ordata extracted therefrom without written permission by the publisher, Fu-ture Strategies Inc.

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BPMN 2.0 HandbookSecond Edition: Updated and ExpandedMethods, Concepts, Case Studies and Standards

in Business Process Modeling Notation (BPMN)

Foreword by

Dr. Bruce Silver

Published in association with theWorkflow Management Coalition

18 Years of Thought-Process Leadership

Edited by

Layna Fischer

Future Strategies Inc., Book Division

Lighthouse Point, Florida


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BPMN 2.0 Handbook Second Edition: DIGITAL EDITION

Copyright 2012 by Future Strategies Inc.

DIGITAL EDITION ISBN-13: 978-0-9849764-1-6PRINT EDITION: ISBN-13: 978-0-9849764-0-9

http://www.futstrat.com/books/bpmnhandbook2.php

All brand names and product names mentioned in this book are trademarks or service marks oftheir respective companies. Any omission or misuse should not be regarded as intent to infringeon the property of others. The Publisher recognizes and respects all marks used by companies,manufacturers and developers as a means to distinguish their products. The WfMC logo andWorkflow Management Coalition are service marks of the Workflow Management Coalition,www.wfmc.org.

Neither the editor, Workflow Management Coalition, nor Future Strategies Inc., accept anyresponsibility or liability for loss or damage occasioned to any person or property through using

the material, instructions, methods, or ideas contained herein, or acting or refraining fromacting as a result of such use. The authors and the publisher expressly disclaim all implied

warrantees, including merchantability or fitness for any particular purpose. There will be noduty on the authors or Publisher to correct any errors or defects in the software.

Published by Future Strategies Inc., Book Division

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All rights reserved. Manufactured in the United States of America. No part of thiswork covered by the copyright hereon may be reproduced or used in any form or by

any meansgraphic, electronic, or mechanical, including photocopying, recording,taping, or information storage and retrieval systemswithout written permission ofthe publisher, except in the case of brief quotations embodied in critical articles andreviews.

Keywords:

1. Business Process Modeling Notation. 2. BPMN 2.0 Standard 3. TechnologicalInnovation. 4. Business Process Management. 5. Business Process Technology.6. Organizational Change 7. Management Information Systems. 8. Office PracticeAutomation. 9. Business Process Technology. 10. Electronic Commerce. 11. Process

Analysis
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v

Table of Contents

FOREWORD 7

Dr Bruce Silver, Bruce Silver Associates, USAINTRODUCTION 9Layna Fischer, Future Strategies Inc. USA

SECTION 1Guide to BPMN 2.0 Technical Aspects

NEWCAPABILITIES FORPROCESSMODELING INBPMN2.0 17Stephen A. White PhD, International Business Machines, and Conrad Bock,National Institute of Standards and Technology, USA

NEWCAPABILITIES FORINTERACTIONMODELING INBPMN2.0 31Conrad Bock, National Institute of Standards and Technology, USA, and

Stephen A. White PhD, International Business MachinesANALYTICS FORPERFORMANCEOPTIMIZATION OFBPMN2.0BUSINESSPROCESSES 55Robert M. Shapiro, OpenText, USA and Hartmann Genrich, GMD (retired),Germany

MAKING ABPMN2.0MODELEXECUTABLE 71Lloyd Dugan, BPMN4SCA, USA, and Nathaniel Palmer, SRA International,Inc., USA

BPMNEXTENSION FORSOCIALBPM 93Piero Fraternali, Marco Brambilla and Carmen Vaca, Politecnico di Milano,Italy

ADMISSIONPROCESSOPTIMIZATION WITHBPMNANDOSCO(CASESTUDY) 105Jack Xue, Butler University and Conseco Service LLC, USA

ADDRESSINGSOMEBPMN2.0MISCONCEPTIONS,FALLACIES,ERRORS,ORSIMPLYBADPRACTICES 113Denis Gagn, Trisotech, Canada

REFACTORINGBPMNMODELS:FROMBADSMELLSTOBESTPRACTICES ANDPATTERNS 125Darius Silingas and Edita Mileviciene, No Magic, Lithuania

SIMULATION FORBUSINESSPROCESSMANAGEMENT 135John Januszczak, Director, MAXIMUS, USA

COLLABORATIVEACTIVITIESINSIDEPOOLS 151Michele Chinosi, European Commission Joint Research Centre, ItalyBESPOKEENTERPRISEARCHITECTURE:TAILORINGBPMN2.0USINGCONFORMANCECLASSES

165Dennis E. Wisnosky, Office of the Deputy Chief Management Officer,Department of Defense, and Michael zur Muehlen Ph.D., Center forBusiness Process Innovation, Stevens Institute of Technology, USA

SECTION 2Guide to the Business Imperative for BPMN

BPMNANDBUSINESSSTRATEGY:ONESIZEDOESNOTFITALL 177Lionel Loiseau, BNP Paribas Personal Finance Process & Performance Ana-lyst and Michael Ferrari, Analyst, France


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BPMNFORBUSINESSPROFESSIONALS:MAKINGBPMN2.0FIT FORFULLBUSINESSUSE 189Tobias Rausch, Harald Kuehn, BOC AG, Marion Murzek, BOC GmbH,Austria and Thomas Brennan, BOC Ltd, Ireland

BESTPRACTICEGUIDELINES FORBPMN2.0 203Jakob Freund and Matthias Schrepfer, camunda services GmbH, GermanyHUMAN-READABLEBPMNDIAGRAMS 217Thomas Allweyer, Professor, University of Applied Sciences Kaiserslautern,Germany

BUSINESSPROCESSINTEGRATION IN ADEFENSEPRODUCT-FOCUSEDCOMPANY(CASE STUDY)

233Kerry M. Finn, Enterprise SOA Lead and J. Bryan Lail, Chief Architect,Raytheon Company, USA

BPMNUSED BYBUSINESSPROFESSIONALS:ANIN-DEPTHREFLECTION ONBPMWITHBPMNBY

THESWISSFOITT 243BOC: Christian Lichka, Diana Boudinova;FOITT: Jochen Sommer, Frank Wittwer

MULTI-FACETEDBUSINESSPROCESSMODELING 253Marco Brambilla, Politecnico di Milano, and Stefano Butti, Web Models Srl,Italy

SECTION 3Reference and Appendices

REFERENCEGUIDEXPDL2.2:INCORPORATINGBPMN2.0PROCESSMODELINGEXTENSIONS 267Robert M. Shapiro, WfMC Chair XPDL Technical Committee, USA

XPDLIMPLEMENTATIONS 281

BPMN2.0SUPPORTINGORGANIZATIONS 285

BPMN2.0GLOSSARY 287

AUTHORS'APPENDIX 291

INDEX 301

FURTHERRESOURCES ANDREADING 305


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9

BPMN 2.0 Handbook 2nd Edition

Introduction

Layna Fischer, Future Strategies Inc. USA

Authored by members of WfMC, OMG and other key participants in the development ofBPMN 2.0, the BPMN 2.0 HandbookSecond Edition assembles industry thought-leadersand international experts. Following the ground-breaking body of work in the BPMN 2.0Handbook First Edition this book is greatly expanded with substantial new content andchapters updated to the latest advances in this important standard.

The authors examine a variety of aspects that start with an introduction of whats new andupdated in BPMN 2.0, and look closely at interchange, best practices, analytics,conformance, optimization, choreography and more from a technical perspective.

The authors also address the business imperative for widespread adoption of the standardby examining best practice guidelines, BPMN business strategy and the human interfaceincluding real-life case studies. Other critical chapters tackle the practical aspects ofmaking a BPMN model executable and the basic timeline analysis of a BPMN model.

FOREWORDBruce Silver, Principal, Bruce Silver Associates

The BPMN 2.0 Handbookillustrates this diversity of interest in the new standard. In addi-tion to discussion of BPMN 2.0s technical features, we have examples of its application inbusiness and government, its relation to SOA and process execution, and its suitability as abusiness-readable communication tool. We also have many suggestions for how BPMNcould be extended, improved, or enhanced to meet the broader goals of business process

management.

SECTION 1Guide to BPMN 2.0 Technical Aspects

NEWCAPABILITIES FORPROCESSMODELING INBPMN2.0Stephen A. White PhD, International Business Machines, and Conrad Bock,National Institute of Standards and Technology, USA

This paper introduces new features in processes diagrams in the Business Process Modeland Notation (BPMN) Version 2.0. A companion paper introduces new features in interac-tion diagrams for BPMN 2. BPMN provides a view of processes (how things get done) withflow charts tailored for business processes and interactions. BPMN 2 expands the capabili-ties of BPMN 1.x Process and Collaboration diagrams, and adds Choreography diagrams for

business interaction modeling. The paper focuses on the new process modeling capabilitiesof BPMN 2 and assumes familiarity with earlier versions of BPMN.

NEWCAPABILITIES FORINTERACTIONMODELING INBPMN2.0Conrad Bock, National Institute of Standards and Technology, USA, andStephen A. White PhD, International Business Machines

Interaction models capture how businesses interact with customers and each other to pro-vide products and services. Models are needed to reach agreements about what will beprovided to whom and when, and to gather requirements and expertise in one place for asuccessful business. The trend towards combinations of products and services increasesthe complexity of interactions beyond the capacity of conventional business process model-ing languages. Conventional process modeling typically focuses on business internals.Interaction models hide the proprietary aspects of business processes, while exposing thoseaspects needed for interaction. They scale to complex interactions between many parties, asin supply chains.


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ANALYTICS FORPERFORMANCEOPTIMIZATION OFBPMN2.0BUSINESSPROCESSESRobert M. Shapiro, OpenText, USA and Hartmann Genrich, GMD (retired),Germany

We describe a new approach to process improvement based on the combined use of statis-

tics and simulation to study the structural aspects of process models. Past efforts to usesimulation focused on resource optimization have led to some significant successes whencoupled with Workforce Management scheduling technology, but that approach has notbeen particularly successful in making structural improvements in the actual processes.

The difficulty of preparing satisfactorily detailed schedules, combined with the structuralcomplexities introduced in particular by the event and looping structures in BPMN, re-quires a fresh look at the problem.

MAKING ABPMN2.0MODELEXECUTABLELloyd Dugan, BPMN4SCA, USA, and Nathaniel Palmer, SRA International,Inc., USA

The very notion of an executable BPMN model can generate very different reactions. On onehand, BPMS vendors and implementers may agree, since the majority of BPMS platformsrun models represented by BPMN. Yet their agreement belies the significant use of embed-ded business logic and proprietary extensions to make models executable. Process model-ers, however, may question whether making a BPMN model executable is even worth pur-suing. They might argue that the proper use of BPMN surrounds other purposes thansimply creating BPMS applications. Yet this position often stems from a lack of appreciationfor what makes models executable, which involves technical concepts perhaps of little in-terest to modeling purists. What is often missed in the pure model versus executablemodel argument, however, is that the same techniques that make BPMN models executa-ble can in fact make models better.

BPMNEXTENSION FORSOCIALBPMPiero Fraternali, Marco Brambilla and Carmen Vaca, Politecnico di Milano,

ItalyThe success of Social Networks has demonstrated the centrality of online interactionsamong people and the importance of communities of practice, whereby users can interactwith the service providers and among themselves, for being informed, share experience, andexpress their opinion on the quality of a service. Several studies and analyses have demon-strated the advantages that this socialization of the users online experience, for custom-ers, citizens, or employees, will carry over to the enterprise environment. This trend is al-ready in place in several business scenarios under the broad definition of Social Enter-prise or Enterprise 2.0. One specific example of this lays in the changes in the paradigmof Business Process Management, from closed to open and social. This is known asSocial BPMand encompasses the ability of integrating the advantages of social interactionswith the well known value of enterprise process definition and improvement.

ADMISSIONPROCESSOPTIMIZATION WITHBPMNANDOSCO(CASESTUDY)Jack Xue, Butler University and Conseco Service LLC, USA

The Business Process Modeling Notation (BPMN) is an increasingly important standard forbusiness process design and optimization and has enjoyed high levels of attention in aca-demic research and business practice. In this paper, experiences are shared from a projectthat using BPMN to design and optimize an online admission process. This process is opti-mized with a framework of the Online Stochastic Combinatory Optimization (OSCO) whichchooses a subset of incoming requests such that the revenue of the service provider is max-imized. The admission decision is based on an estimation of requests service times, and therewards associated with serving these requests within their Quality of Service (QoS) boundswith respect to limited system resources. Historic distributions are utilized to help in deci-sion-making. Experiments demonstrated the effectiveness of the admission process.


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ADDRESSINGSOMEBPMN2.0MISCONCEPTIONS,FALLACIES,ERRORS,ORSIMPLYBADPRACTICESDenis Gagn, Trisotech, Canada

Business process modeling using BPMN requires at least two corpus of knowledge: Model-ing knowledge and BPMN knowledge. BPMN knowledge, without an understating of basicmodeling concepts and principles, will likely lead to less than useful business process mod-els, while improper knowledge of BPMN rules and best practices, will not lead to any moreuseful process models.

This chapter addresses the question: what are models? Broadly speaking, we use the termmodel to refer to any structured knowledge that accurately reflects and/or helps us tomake sense of our surrounding context (the term world rather than context is moreoften used in formal discussions). Models exist both internally as mental models and exter-nally as artifacts. These artifacts can take many forms: written texts, spreadsheets, equa-tions, diagrams, etc. While these different kinds of models vary greatly in their form andfunction, they all share certain desirable properties.

REFACTORINGBPMNMODELS:FROMBADSMELLSTOBESTPRACTICES ANDPATTERNS

Darius Silingas and Edita Mileviciene, No Magic, LithuaniaBPMN is already acknowledged as a de factostandard for business process modeling. How-ever, it still takes a long journey to raise the maturity of business process modeling prac-tice. The language elements and notation are described in BPMN specification, illustrativeBPMN examples are given in a supplementary document. The language and basic styleguidelines are already covered in BPMN books. Despite of it, in practice most businessprocess modelers do a lot of mistakes that make their BPMN models over complex, difficultto understand and maintain. According to the old saying, it is stupid to not learn from

your own mistakes, it is wise to learn from mistakes by others. Therefore, it is important tounderstand the common mistakes and their indicators that can be detected automaticallyor manually in BPMN model.

SIMULATION FORBUSINESSPROCESSMANAGEMENTJohn Januszczak, Director, MAXIMUS, USA

This paper provides an overview of business process simulation, the types of informationrequired to define a business process scenario for the purpose of simulation, and a pro-posed standard for defining simulation scenarios that is compatible with the Business Pro-cess Modeling Notation (BPMN and XML Process Definition Language (XPDL). The articlealso describes how a RESTful web services API can be developed to support the standard.By providing a standard interchange format and/or a standard API, various artifacts cur-rently available in the event logs of BPM systems could be used to generate baseline simu-lation scenarios useful in operational decision making and addressing near term processingissues, as well as long term process design.

COLLABORATIVEACTIVITIESINSIDEPOOLSMichele Chinosi, European Commission Joint Research Centre, ItalyChoreographies and Conversations, introduced with BPMN 2.0, will make modelers able todescribe interactions among different Participants as well as messages exchange. Oftenenough different Participants have to accomplish the same task. This can be now easily andclearly represented using BPMN 2.0. BPMN 2.0 does not specify the usage of Lanes neithertheir meaning. However, Lanes are sometimes used to specify internal roles or depart-ments.In this context it could happen that modelers want to represent an Activity performed bydifferent roles or offices together (e.g., attending the same meeting, collaborative writing of adocument). Such situation has been modeled so far by using merging Gateways placedbefore the activities, but this patch does not solve a related problem. BPMN forces to drawelements within Lanes boundaries. This means that, at least conceptually, one Activity is

lead by the subject which the containing Lane is linked to, which is not necessarily true.Some experiments revealed how much the means to model such inner collaboration is adesirable feature.


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BESPOKEENTERPRISEARCHITECTURE:TAILORINGBPMN2.0USINGCONFORMANCECLASSESDennis E. Wisnosky, Office of the Deputy Chief Management Officer,Department of Defense, and Michael zur Muehlen Ph.D., Center forBusiness Process Innovation, Stevens Institute of Technology, USA

Government agencies have to fulfill their mission while being fiscally responsible and main-taining customer focus. Understanding the agencies end-to-end processes and missionthreads is essential to ensure that both performance and compliance objectives are met.Increasingly, Enterprise Architectures are used to document end-to-end business opera-tions and to prove compliance to rules and regulations. Enterprise Architecture covers thecreation of analytical or prescriptive models of organizations to understand, manage, orchange the enterprise. The models that describe different architecture facets are typicallyorganized according to the views they describe, such as process, data, rules and organiza-tion models, among others. For organizations that engage in multiple architecture projects,a systematic organization of these views is essential; only if the views and their representa-tions are consistent across different projects can an organization efficiently identify organi-zational and technical interfaces, streamline cross-functional operations, and assert com-pliance to rules and regulations.

A number of obstacles to consistent architecture efforts exist to date: Divergent viewpoints,different frameworks, multiple modeling methods, and inconsistent interpretations of indi-vidual methods. This paper reports on the development of a methodology for the creation ofarchitecture models that is centered around BPMN and is based on the notion of a commonvocabulary.

SECTION 2Guide to the Business Imperative for BPMN

BPMNANDBUSINESSSTRATEGY:ONESIZEDOESNOTFITALLLionel Loiseau, BNP Paribas Personal Finance Process & Performance Ana-lyst and Michael Ferrari, Analyst, France

In BPM, we would like to conciliate the management-oriented abstraction necessary to fully

grasp the essence of a process with the exhaustiveness and realism that are essential to anautomated solution. But one size does not fit all!

This led us to develop a classification of the various business process modeling plans and agradual approach aimed at defining how to move smoothly from one plan to another.Our classification takes into account the required levels of abstraction, the legacy notations,and the important number of existing process models as well as the contribution of theBPMN notation. While traditional BPMN approaches present three levels of process model-ing, respectively descriptive, analytic and exhaustive, our classification connects BPMN tostrategy, indicators, business rules and risks, and breaks down further the separationbetween general process models and organized process models.In this chapter, we intend to detail and justify our approach and our classification, as wellas explain how they are used in our company. We also intend to shed a new light on the

role of the BPM analyst, an emerging position blending several skills, notations, and collab-orative tools.

BPMNFORBUSINESSPROFESSIONALS:MAKINGBPMN2.0FIT FORFULLBUSINESSUSETobias Rausch, Harald Kuehn, BOC AG, Marion Murzek, BOC GmbH,Austria and Thomas Brennan, BOC Ltd, Ireland

Addressing users throughout the business is one of the key goals of BPMN 2.0. At the sametime BPMN is constrained to support only the concepts of modeling that are applicable tobusiness processes. This means that other types of modeling done by organizations forbusiness purpose is out of scope for BPMN. While this is understandable when defining astandard, it is essential for organizations to have support for BPM scenarios such as workinstructions, organizational analysis, process costing, ICS/ERM etc.

This paper shows how BPMN 2.0 could be extended with business relevant concepts tosupport business-analysis (e.g. creating risk reports by assigning risks/controls to tasks).This will be demonstrated by looking at different real-life scenarios and how BPMN process-


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es are linked with organizational data, resources, information, risks and controls andthereby allowing rich business analysis, reporting and simulation. There has been muchdiscussion about BPMNs first letter and this paper illustrates how users are offered both astandard for describing process models and support of their key business application sce-narios.

BESTPRACTICEGUIDELINES FORBPMN2.0Jakob Freund and Matthias Schrepfer, camunda services GmbH, Germany

In practice modeling projects often tend to be quite large. Adopting BPMN 2.0 eases thecreation of process models for business and technical projects. However, the creation ofmodels in large modeling projects is still not a trivial task. The introduction of modelingguidelines guides and supports modeling projects. This article introduces an approach toestablish such modeling guidelines for individual modeling projects using BPMN 2.0 asmodeling notation. The article discusses the concept of modeling guidelines and shows whytheir application can help to apply BPMN 2.0 in practice. A framework for the creation ofguidelines is described in detail. Real-world examples illustrate the use of modeling guide-lines and constitute the effectiveness of best practice guidelines.

HUMAN-READABLEBPMNDIAGRAMSThomas Allweyer, Professor, University of Applied Sciences Kaiserslautern,Germany

The Object Management Group has published a useful non-normative document for BPMNmodelers: BPMN 2.0 by Example. While the specification of the BPMN standard describesthe BPMN diagrams, elements, and their meanings, the examples document provides sug-gestions of how to use BPMN for modeling real processes. The reader can get valuable in-sights and hints for his own modeling practice. This paper discusses one of the models, theE-Mail Voting Example. The E-Mail Voting Example describes how a distributed workinggroup discusses issues and votes on them by e-mail. This process was used during thedevelopment of BPMN. The authors claim that This process is small, but fairly complex[], and it will help illustrate that BPMN can handle simple and unusual business process-es and still be easily understandable for readers of the Diagram.

BUSINESSPROCESSINTEGRATION IN ADEFENSEPRODUCT-FOCUSEDCOMPANY(CASE STUDY)Kerry M. Finn, Enterprise SOA Lead and J. Bryan Lail, Chief Architect,Raytheon Company, USA

A common language for integrating processes across silos is a significant enabler in waysboth obvious and subtle. Once the business organizations that touch a product or execu-tion life cycle can agree on the first priorities where tighter integration is very clearly goingto yield measurable benefits, then the common process language immediately leads tocommunicating one shared model across leadership and stakeholders. From there, modernmethods and tools lead to validated processes, key performance indicators that can betracked during execution, behavior and cultural changes, and executable processes that

automate and parallelize legacy practices. This paper describes how BPMN 2.0 can promotea balance of business agility and enterprise efficiency. The approach takes two tiers to exe-cute for a product-focused company, which the authors call horizontal and vertical integra-tion. The methods and common language around BPMN apply to internal business opera-tions for any sizeable company; however, the approach for applying the methods to theactual products of a defense company is different. The dual benefits come from focusing onthe information management for those products in either the battle-space or the businessspace; this paper will study both areas and deliver a common theme for BPI.

BPMNUSED BYBUSINESSPROFESSIONALS:ANIN-DEPTHREFLECTION ONBPMWITHBPMNBYTHESWISSFOITTBOC: Christian Lichka, Diana Boudinova;

FOITT: Jochen Sommer, Frank WittwerStandardisation is one of the major advantages of using a common BPM notation. The needfor a common notation is recognised by the eCH a widely-known e-government focused


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association requiring the use of the Business Process Management Notation (BPMN) in thepublic administration sector in Switzerland. However, due to the complexity of BPMN, anin-depth ex-ante reflection of its application focus is crucial. This article describes the ex-periences and challenges of a BPMN 2.0-based introduction of Business Process Manage-ment at the Swiss Federal Office of Information Technology, Systems and Telecommunica-

tion (FOITT) in Bern. The FOITT business-oriented case required a narrowing down of thenotational complexity by reducing the used set of objects and attributes and thus makingbusiness process models business-usable and understandable while allowing for furtherapplication scenarios. The article describes the modelling results obtained with the BPMNIT-solution in use at FOITT ADONIS by BOC Group[BOC, 2011] - and gives further in-sights into planned application scenarios such as release workflow management, qualityand audit management and internal control system (ICS /risk management). The chal-lenges of a successful introduction of BPM in terms of organisational set-up, guidelines andbest practices, training, etc. are further discussed.

MULTI-FACETEDBUSINESSPROCESSMODELINGMarco Brambilla, Politecnico di Milano, and Stefano Butti, Web Models Srl,Italy

Turning a business process model into the specification, design and implementation of asoftware solution for process enactment is a non trivial task: the specified processes can bea mix on new functionality to be developed and interactions with pre-existing systems andthe user's activities must be supported through effective and usable interfaces, possiblycompliant with the visual identity and interaction style of other corporate applications.Furthermore, the business requirements embodied in the process models, as well as thetechnical context in which the underlying applications are deployed, are subject to evolu-tion. This may cause severe alignment problems when trying to keep the business processand the application in sync. We claim that business process modelsper seare not enoughfor representing the complexity of real world software applications that implements them;therefore other design dimensions must be taken into account in the analysis, design, andimplementation of applications.

SECTION 3Reference and Appendices

REFERENCEGUIDEXPDL2.2:INCORPORATINGBPMN2.0PROCESSMODELINGEXTENSIONSRobert M. Shapiro, WfMC Chair XPDL Technical Committee, USA

XPDL2.2 is intended as a preliminary release which supports the graphical extensions toprocess modeling contained in BPMN2.0. In fact, the BPMN specification addresses fourdifferent areas of modeling, referred to as Process Modeling, Process Execution, BPEL Pro-cess Execution, and Choreography Modeling. In this reference guide, we focus only on Pro-cess Modeling. Within that we define several sub-classes to support process interchangebetween tools. This is discussed in a later section of this paper. Here we discuss significantadditions in XPDL 2.2.

BPMN2.0HANDBOOKCOMPANIONWEBSITEAdditional Material

A Companion website is available at www.bpmnhandbook.org which contains, in additionto the Digital Edition of the BPMN 2.0 Handbook, substantial material on BPMN 2.0 helpfulto readers. This includes free BPMN and XPDL Verification/Validation files, webinars, vide-os, product specs, tools, free/trial modelers etc. Several Handbook authors have contribut-ed additional files and explanatory diagrams to the CD. This additional material gives read-ers exposure to a larger resource on BPMN 2.0 and XPDL than a book alone can offer.


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Foreword

Finalization of the BPMN 2.0 standard in OMG marks a major milestone in the

evolution of business process modeling. We now have a tool-independentgraphical process definition language that is widely adopted by both business andIT for purposes ranging from basic process documentation to detailedperformance analysis, requirements specification, and executable design. Whilethe notation on the diagram surface seems little changed from BPMN 1.2, underthe covers there is much that is new: a formal UML metamodel, more preciselydefined operational semantics, and an XML Schema and conformance classessupporting model interchange. As such it represents something new for a broadspectrum of process modelers, from business process analysts and architects toBPM academics to process automation engine designers.

The BPMN 2.0 Handbookillustrates this diversity of interest in the new standard.

In addition to discussion of BPMN 2.0s technical features, we have examples ofits application in business and government, its relation to SOA and processexecution, and its suitability as a business-readable communication tool. We alsohave many suggestions for how BPMN could be extended, improved, or enhancedto meet the broader goals of business process management.

One thing you wont read much about in the Handbook is the arduous path andhard work it took to complete the BPMN 2.0 specification. I was a fringe memberof the BPMN 2.0 team from the fall of 2008 until publication of the beta spec andlaunch of the Finalization Task Force (FTF) in the summer of 2009. As such I gotto see for myself how this sausage was made, and as you might suspect, it wasnot a pretty sight. I tried to represent the interests of the majority of existing

BPMN users, typically business process analysts and architects modeling non-executable processes, and I often felt overwhelmed by the focus on processexecution. But however frustrating the process seemed at times, it was ultimatelyfair and achieved a remarkable result. For that we owe a debt of gratitude to themanagers of the BPMN 2.0 spec development effort in OMG. We owe an equallylarge debt to two Handbook authors, Robert Shapiro and Denis Gagn, whosucceeded where I could not in two critical parts of the specprocess modelingconformance classes and a proper XML schema for diagram graphicsinformationdeveloping and driving them from near-oblivion at the start of FTFto inclusion in the final standard. When model interchange among BPMN toolseventually becomes commonplace, we will all have Robert and Denis to thank.

What most people fail to realize is that a specification as wide-ranging as BPMN2.0 is of necessity a political document as much as a technical one. It is anegotiated settlement of competing interests and aims. In this case, OMG initiallytried to take its abstract, language-independent Business Process DefinitionMetamodel and simply rebrand it BPMN 2.0, even though its graphical notation,almost an afterthought, had only passing resemblance to BPMN 1.2 and itsterminology no similarity at all. While that may have served the purposes ofOMGs broader Model Driven Architecture effort, it was a bit too abstract for BPMtool vendors looking to bridge the gap between business-oriented processmodeling and executable process design. Led by IBM, Oracle, and SAP, acompeting BPMN 2.0 proposal was put forward. In the end the two efforts were

merged, although the IBM-Oracle-SAP ideas, which took the existing BPMNnotation and armed each shape with execution-oriented semantics, mostlycarried the day.


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8

So, in the end, BPMN 2.0 had to accommodate and harmonize the needs andinterests of three constituencies: one group thinking about executable BPMN,another thinking about a way to link BPMN to other OMG standards under theMDA banner, and a small but insistent minority pleading with the team not to

forget about the vast majority of existing BPMN users, who cared little abouteither of those things. That might explain the seemingly odd choice of what to putin and what to leave out of the standard. There is no doubt some pork in there,included to win the support of some particular interest group, while somethinglike simulationa mainstay of most process modeling tools today and a topiccovered in the Handbookwas left out entirely. But BPMN 2.0 never aspired tocover all the modeling needs of BPM. If it had tried to include the wishlists ofsome authors in the Handbook, I doubt we would have gotten any spec at allthrough the committee. BPMN 2.0 exists because it doesnt try to do too much.Like all negotiations, it achieved as much as it possibly could get agreement on.

An unfortunate consequence of the focus on execution semantics in the spec is a

bit of a backlash against BPMN 2.0 from business-oriented practitioners. Wesometimes hear that BPMN is too complicated for business users, and that itmainly serves the needs of BPMS vendors. Thats too bad, because in myexperience most BPMN users today are not trying to automate anything, butsimply document and analyze their existing processes. The BPMN spec couldhave addressed that issue, but did not consider that its mission. For example,there are no rules, best practices, and diagram examples intended to promotegood BPMN clear, business-readable, and well-structuredanywhere in thespec. For that reason I am particularly interested in the Handbook articles byAllweyer, Silingas and Miliviciene, Kuehn et al., and Freund et al., all of whichtouch on the topic of making BPMN more consumable by business.

The good news is that we dont have to change BPMN 2.0 in order to create goodprocess models. The spec provides room to create good models just as easily asbad ones, and offers plenty of value-add opportunity for both tool vendors andservice providers to promote (and even enforce) best modeling practices forbusiness and technical users within the confines of the spec as it is. As BPMN 2.0tools are only beginning to enter the marketplace, this Handbook is not the lastword on BPMN 2.0, but the start of a long and lively discussion.

Bruce Silver, Principal, Bruce Silver Associates

January 2012


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Section 1

Guide to BPMN 2.0

Technical Aspects


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New Capabilities for Process

Modeling in BPMN 2.0

Stephen A. White PhD, International BusinessMachines, and Conrad Bock, National Institute

of Standards and Technology, USA

1 INTRODUCTIONThis paper introduces new features in processes diagrams in the BusinessProcess Model and Notation (BPMN) Version 2.0 [1]. A companion paper in-troduces new features in interaction diagrams for BPMN 2 [2].

BPMN provides a view of processes (how things get done) with flow chartstailored for business processes and interactions. BPMN 2 expands the capa-bilities of BPMN 1.x Process and Collaboration diagrams, and adds Choreog-raphy diagrams for business interaction modeling. The paper focuses on thenew process modeling capabilities of BPMN 2 and assumes familiarity withearlier versions of BPMN.

The primary purposes of BPMN 2 are threefold: First, to provide a notation that is readily understandable by all

business users, from business analysts creating initial drafts of the

processes, to those performing processes or implementing technology

to automate them, and finally, to business people who will manage

and monitor those processes. Second, to support the notation with an internal model that has for-

mal execution semantics enabling process model execution, as well

as declarative semantics to relate processes and interactions. Third, to provide a standard interchange format for transfer of proc-

ess and interaction models, and detailed visual information, betweenmodeling tools.

These features of BPMN 2 create a standardized bridge between the businessprocess design and process implementation.

1.1 The Origins of BPMNThe BPMN 1.0 specification was developed by the Business Process Man-agement Institute (BPMI), now merged with the Object Management Group(OMG), and released to the public in May, 2004. BPMN was adopted as anOMG standard in February, 2006. Work on BPMN continued within theOMG and BPMN 1.1 was completed in June, 2007, BPMN 1.2 was completedin June, 2008, and BPMN 2.0 was completed in June, 2010 and then re-leased as a formal specification in January, 2011. The term BPMN 1.x isused in this paper to represent the 1.0, 1.1 and 1.2 versions of BPMN.

1.2 New BPMN Modeling CapabilitiesThe basic look-and-feel of BPMN has not significantly changed in BPMN 2,especially for process modeling. The updates to process modeling are de-

scribed in the following sections.


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NEWCAPABILITIES FORPROCESSMODELING INBPMN2.0

18

In addition to process and interaction enhancements, BPMN 2 defines fournew Conformance Levels to support different modeling requirements:

Process: includes Collaboration, but not Choreography and Execu-tion.

Process Execution: for execution engines.

Business Process Execution Language (BPEL) Execution: for BPELexecution engines [3].

Choreography: for Choreography tools. Process and Execution are notrequired.

Furthermore, the Process Conformance level is divided into three sub-levels: Descriptive: a small element set for high-level modeling. Analytic: a larger element set for more detailed modeling and analysis

of process behavior, also consistent with the Department of Defense

Architecture Framework [4]. Common executable; an element set tailored for models that can be

executed.

2 PROCESSMODELSThe most common use of BPMN is for modeling business processes, some-times in the context of collaborations (i.e., with Pools and Message Flows).BPMN 2 diagrams are basically the same as they were in BPMN 1.x, butBPMN 2 adds significant support for more advanced process modeling pat-terns. The major areas updated include: Activities, Events, Gateways, andData.

2.1 Updated ActivitiesBPMN 2 Activities are updated in the following ways:

Markers for Task types A new Business Rule Task Changes in Multi-Instance markers New Global Tasks New Call Activities New Event Sub-Processes

The sections below will describe these changes.

Markers for Tasks

BPMN 1.x was developed with various types of Tasks (atomic Activities). The-se provide a set of predefined Tasks, such as sending or receiving a message.

The full set of Task types were: User Task, Service Task, Receive Task, SendTask, Manual Task, and Script Task, as well as an undefined (or None) Task.In BPMN 2, a Business Rule Task is added (see next section).

In BPMN 1.x the Task types were a part of the BPMN model--the propertiesof each Task type were tailored to fit their functions--but there was no visu-alization to distinguish the Task types. In BPMN 2, markers are added todistinguish the Task types (see Figure 1). These markers are placed in theupper left corner of the Task shape, except for the None Task (also called anAbstract Task).


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Figure 1: Task types and their markers

Note that the Receive Task has two variations. A standard Receive Task hasa marker in the shape of an envelope. A Receive Task that is used to start(initiate) a Process has a marker that looks like the Message Start Event.

Business Rule Task

BPMN 1.x provided Gateways where sets of conditions are evaluated andthen the flow of the Process is determined by the results of these evalua-tions. The Gateways and sets of possible paths are informally called "deci-sions." For example, a Gateway could be used to evaluate whether or not anapplication has been approved. However, the sets of conditions that might beused to determine the answer might be very complex. It is not always practi-cal to create a complex condition in a BPMN Gateway, especially when theconditions might change regularly.

Thus, a new Task type is added in BPMN 2the Business Rule Task (seeFigure 2). This Task represents an Activity in the Process where a decision

engine evaluates Process data and returns the results. The external engine isused to maintain the complex conditions used for the evaluations. Processdata can be updated based on the results, and simple Gateway conditionscan then be used to direct the flow of the Process.

Figure 2: A Business Rule Task

Note that there is some discussion in the business rules community about

terminology for this type of Task. In many cases, a business rule is only onepossible mechanism (e.g., an algorithm could be used) for returning data tothe Business Process Management System (BPMS). In fact, business ruleengines are more commonly called decision engines. Thus, some tools mayrefer to this Task as a "Decision Task."

Multi-Instance Markers

BPMN 2 adds notation to distinguish between the two types of Multi-Instance Activities: sequential and parallel. The parallel Multi-Instance Activ-ity maintains the BPMN 1.x notation of three vertical lines (see the Activityon the left in Figure 3). The sequential Multi-Instance Activity now usesthree horizontal lines (see the Activity on the right in Figure 3).


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21

they are placed insidea Process or Sub-Process, rather than on a boundary.Thus, they can be thought of as optional Sub-Processes--they are only per-formed if they are triggered by an Event.

The Event Sub-Process is graphically distinguished from a normal Sub-

Process by its dotted line border and the specific Start Event type that maytrigger it shown in the upper left corner of the shape (see Figure 5).

Figure 5: Event Sub-Process types and their markers

If the Event Sub-Process is expanded, then the marker is not shown (be-cause the Start Event is visible), but the dotted border remains (see Figure 6,which displays a Process snippet that includes an expanded Event Sub-Process).

Figure 6: An expanded Event Sub-Process


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To create its behavior, an Event Sub-Process is allowed only one Start Eventand that Start Event must have a trigger (i.e., it cannot be a None StartEvent). The type of Events that are valid for the Start Event of an Event Sub-Process are: Conditional, Error, Escalation, Message, Multiple, Parallel Mul-

tiple, Signal, and Timer.Furthermore, an Event Sub-Process is separated from the main flow of itsProcess level. That is, it is not allowed any incoming or outgoing SequenceFlows. Because of this, as the Process flows from its normal Start Event toEnd Event during runtime, the Event Sub-Process will not be (automatically)initiated. The Event Sub-Process can only be initiated if its Start Event istriggered, which may or may not happen. The Process can complete normallywithout the Event Sub-Process being performed.

Like boundary Events, an Event Sub-Process can be set to either interruptits parent Process or not (see below for more details on boundary Events).Event Sub-Processes set to interrupt will stop all the activities of its parent

Process when its triggering event occurs. Event Sub-Processes that do notinterrupt will run in parallel with the main Process flow and can be triggeredmultiple times during the lifetime of the main Process. Although the mainflow of the Process may have stopped, the Process as a whole will not official-ly complete until all the active Event Sub-Processes have been completed.

Interrupting and non-interrupting Event Sub-Processes are visually distin-guished by the border of the marker for collapsed Event Sub-Processes orthe border of the Start Event for expanded Event Sub-Processes. Non-interrupting Event Sub-Process markers have a dashed border (see theEvent Sub-Process on the right side ofFigure 7).

Figure 7: Interrupting and non-interrupting Event Sub-Processes

As with boundary Events, not all kinds of Event Sub-Processes can be non-interrupting. The Event Sub-Processes that do not have non-interruptingoptions are Compensation and Error. The remaining Event Sub-Processes dohave non-interrupting options.

2.2 Updated EventsA major enhancement to the behavior of Events in BPMN 2 is boundaryEvents can be triggered without interrupting the Activity. BPMN 2 also intro-duces two new types of Events: Escalation and Multiple Parallel.

Non-Interrupting Events

One of the unique characteristics of BPMN 1.x was the innovation of placingEvents on the boundaries of Activities (boundary Events) to show that thoseActivities might be interrupted during their performance (see the Processsnippet in Figure 8).

Non-InterruptingEvent Sub-

Process

InterruptingEvent Sub-

Process


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When used as a boundary Event or a Start Event in an Event Sub-Process,they are not required to interrupt when attached to Activity boundaries--theycan be set to interrupt or not. Thus, they differ from Error Events, which arerequired to interrupt the Activity or Process.

Multiple Parallel EventsMultiple Events, which existed in BPMN 1.x, can respond to more than oneEvent type for a single Event on the diagram. For example, there might bemultiple ways to start a Process. Instead of creating a separate Start Eventfor each of these ways (which is also possible), the modeler might want tohave less clutter and combine them into a single Start Event on the diagram.

Thus, the Multiple Event is a collection of more than one Event type. ThisEvent can be triggered by any one of the Event types it contains, includingmultiple definitions of the same type (for example, multiple unique Messag-es).

Multiple Events behave exclusively. That is, if any one of the defined Eventtypes for the Event is triggered, the Process flow will continue from thatEvent. In the case of Start Events, each time one of the Events is triggered anew Process instance is created.

In BPMN 2, Multiple Events are expanded to support parallel dependencybetween the types of Events defined for a single Multiple Event. In this case,allof the Event types defined for the Event must be triggered before the Pro-cess flow can continue. This variation of the Multiple Event is called the Mul-tiple Parallel Event.

The Multiple Parallel Event marker is distinguished from the Multiple Eventand looks like the Parallel Gateway marker (a plus signsee Figure 11). The

plus sign is unfilled to indicate that it is used in catch situations.

Figure 11: Multiple Parallel Event types

Multiple Parallel Events can be used for Start Events, catch IntermediateEvents in the main Process flow, and boundary Intermediate Events. Theyare not used for throw Intermediate Events or End Events, since throw Mul-tiple Events (with the existing marker) already throw all of the defined Event

types in parallel.2.3 Updated GatewaysBPMN 2 updates the notation and capabilities of Event Gateways. BPMN 1.xbehavior allowed Event Gateways to be set to initiate a Process or not. Butthere was no visual distinction between the two settings. In BPMN 2 providesa notational difference between the Event Gateways that initiate a Processand those that do not. The Event Gateway that does not initiate a Processmaintains the original internal marker that looks like a Multiple Intermedi-ate Event (see left Gateway in Figure 12). The Event Gateway that does initi-ate a Process now has an internal marker that looks like a Multiple StartEvent (see middle Gateway in Figure 12). This notational distinction accu-

rately reflects the behavior of the two Event Gateway variations.

Process

Event Sub-Process

(Interrupting)

Event Sub-Process

(Non-Interrupting)

Boundary Event

(Interrupting)

Boundary Event

(Non-Interrupting)


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Figure 12: Event Gateway variations

Both the initiating and non-initiating versions of the Event Gateway directthe Process flow exclusively. This means that for the Events that are part ofthe Gateway's configuration, only one of them can be triggered each time theGateway is used at runtime. However, to fill the requirements of some busi-ness process patterns, a new variation of the Event Gateway is added inBPMN 2the Multiple Parallel Event Gateway.

The Multiple Parallel Event Gateway is used only for initiating a Process. Itrequires that all of the Events that are part of the Gateway configurationmust be triggered before the Process can be initiated. The internal marker for

this variation looks like the new Multiple Parallel Start Event (see rightGateway in Figure 12, above).

2.4 Updated Data ElementsIn BPMN 1.x data was considered an Artifact and not a main part of the Pro-cess flow. While the flow of data is still separated from Sequence Flows, datais upgraded to a first class element in BPMN 2.

Many technical and graphical changes are made to how data can be mod-eled. The technical changes are mainly of interest to the tool implementersand advanced modelers, but there are new graphical data elements, includ-ing: Data Association, Data Input, Data Output, and Data Store (see the an-

notated Process snippet in Figure 13). Details about the new graphical ele-ments are provided in the sections below.

Figure 13: A Process with changes to BPMN data elements highlighted

Data Associations

In BPMN 1.x a connector between a Data Object and an Activity was an As-sociation (a dotted line). BPMN 2 transforms these lines into new elementscalled Data Associations. Normal Associations are still used for connectingArtifacts to elements, such as a Text Annotation to an Activity, but Data As-

sociations are used exclusively between data elements and Activities orEvents. They also include mechanisms for the transformation of data as itmoves in or out of an Activity.

InitiatingMultiple Parallel

(Initiating)Non-

Initiating

Check Credit

Customer

Data

Credit ID

Customer

InfoCustomer

Info

[Updated]Update

Customer

Info

Update

Customer

Info

Customer

DB

Order Data

Data Input Data Output

Data Store

Data Object:

Collection

Data

Association

Receive

Order Generate

Credit ID

Request

Credit Score

Receive

Credit Score

... ...


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Both Associations and Data Associations use the same dotted linethus,BPMN 1.x and BPMN 2 diagrams will look the same in this regard (see theProcess snippet in Figure 14).

Figure 14: A Data Association used in a Process

Data Inputs and Outputs

Data Inputs and Data Outputs were a part of BPMN 1.x for Activities andProcesses. These elements were hidden attributes of the model. In BPMN 2the Data Inputs and Data Outputs for Processes can be visualized (there isno place to visualize the Data Inputs or Outputs of Tasks and Sub-Processesdon't have inputs and outputs). Data Inputs and Data Outputs share thesame basic shape as a Data Object, but there are markers in the upper leftcorner of the shape to distinguish them. A Data Input has an unfilled arrowmarker (see the object on the left side ofFigure 15). A Data Output has anfilled arrow marker (see the object on the right side ofFigure 15).

Figure 15: A Data Input and Data Output

Data Stores

Data Stores are a new element for BPMN 2. They represent basic organiza-tional data stores, repositories, or databases. They appear in a diagram withthe traditional database cylinder shape (see Figure 16). As in Figure 13,above, they can show how data stored in repositories interacts with the Ac-tivities of a Process.

Figure 16: A Data Store

Collections

It is often the case that data elements come grouped together using the samebasic structure. For example a set of orders for the same product may besent at the same time. This is known as a collection, and BPMN 2 adds anattribute to data elements to enable modelers to define them. If a Data Ob-

ject, Data Input, or Data Output is defined as a collection, then the shape

Credit ID

GenerateCredit ID

RequestCredit Score

Data

Association

......

Data Input Data Output

DataStore


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will include the same marker that is used for Multi-Instance Activities (seeFigure 17).

Figure 17: A Data Object that is a Collection

3 FUTUREDIRECTIONSThe improvements included BPMN 2 have advanced the capabilities for cap-turing business process requirements into comprehensive process modelsthat are suitable for executing these models by a business process manage-ment system (BPMS). BPMN 2 also advanced the modeling capabilities forcapturing interaction models (i.e., Collaborations, Conversations, and Cho-reographies, which models that capture the communications between Pro-cess participants). A companion paper describes these models in detail.

However, BPMN does not cover every possible process situation that occursfor businesses and organizations. We will take a brief look at two potentialareas of future development for BPMN: Case Management and Service Flowmodeling.

3.1 Case Management (Descriptive Processes)Case management is a bridge between two significant business capabilities:Content Management and Process Management. There are some require-ments for defining a Case and its lifecycle that are unique to Case Manage-

ment, but much of the Case Management is handle by these two domains.Since this is a paper about BPMN, we will focus on the Process component ofCase Management.

The types of Processes that are often associated with Case Management sit-uations are very free-form, unstructured Processes, since they require out-comes that are varied and customized for the case. These types of processesare sometimes called Descriptive Processes, as opposed to the highly struc-tured Prescriptive Processes normally handled by a BPMS. Of course, Pre-scriptive Processes are often used for Case Management, it is DescriptiveProcesses that are most often associated with Case Management.

The OMG is currently developing a Case Management modeling standard.Part of this work will be to define the characteristics of Descriptive Processesand so future updates of BPMN should build in natural notational and se-mantic

Some of the characteristics of Descriptive Processes include (for example):

A basic unpredictability as to the sequence of Activities that mightbe performed for each case.

New Activities often have to be created after the Process has alreadystarted

Events can occur at unpredictable times, kicking of a sequence ofActivities or a full Process.

Some of these Events involve specific user actions, changes to doc-uments, or reaching of a milestone for the case.

Data Object(Collection)


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When BPMN 1.0 was first developed, there was an understanding that De-scriptive Processes were an important part of the process landscape. Howev-er, the initial focus of BPMN was to create a business process modeling lan-guage for business people that could also be executed by the available

BPMSs.So, as an acknowledgement that there were other types of business process-es, the Ad Hoc Process was included in BPMN as a placeholder that providesmany of the capabilities required for modeling Descriptive Processes. It isexpected as BPMN evolves, the Ad Hoc Process will evolve to handle all CaseManagement Process requirements.

3.2 Service Flow (Activity Details)There are some BPM tools that provide modelers of executable BPMN modelswith additional modeling capabilities for modeling the execution details of

Tasks. These details include the sequence of service operations or user inter-face screens (sometimes called screen flow). We can call them Service Flow

models.

BPMN does not currently define this type of model, but it could be consid-ered a specialized Process outside the current BPMN process hierarchy.

Thus, we can consider it as defining the details of an "atomic" Task, but notas being a Sub-Process.

The characteristics of service flow models include (for example):

No Lanes. They exist fully within the lane of their parent Task. Only one Start Event. This Start Event does not have a trigger. Con-

trol is always passed from the parent Task.

There are no parallel paths.

They can nest lower level Service Flow models Sequence Flow model User Interface Activities always have a User

action (e.g., click "Ok" or "Cancel") as an normal exit.

We expect that a future version of BPMN will define the notation and detailssemantics of Service Flow models and their relationship to Business Pro-cesses.

4 CONCLUSIONThe new features for processes in BPMN 2 significantly broaden the range ofapplications of the language. Process Tasks and Events are more refined,

including the use of business rules, and Event Sub-Processes enabling trig-gers of separate portions of a Process. Events themselves are more expres-sive, supporting Activity boundary Events without interruption if needed,and Multiple Events that combine events either exclusively or in conjunctionwith each other. Data becomes a first-class part of Process modeling inBPMN 2. Inputs and outputs are visually specified for Processes and Activi-ties. Collections of Data Objects and Data Stores are also supported.

We expect that BPMN will continue to evolve and be able to provide businessprocess modelers with more tools to capture a wider set of process require-ments.


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5 ACKNOWLEDGEMENTSThe authors thank Antoine Lonjon, Peter Denno, and J.D. Baker for theirinput to this paper.

Commercial equipment and materials might be identified to adequately specify certain proce-

dures. In no case does such identification imply recommendation or endorsement by the U.S.National Institute of Standards and Technology, nor does it imply that the materials or equip-ment identified are necessarily the best available for the purpose.

6 REFERENCES[1] Object Management Group, Business Process Model and Notation

(BPMN), Version 2.0, Beta 2, http://doc.omg.org/dtc/10-06-04, June2010.

[2] Bock, C., White, S., New Capabilities for Interaction Modeling in BPMN2.0, in BPMN 2.0 Handbook, 2nd ed., 2011.

[3] Organization for the Advancement of Structured Information Standards,Web Services Business Process Execution Language Version 2.0, April,2007.

[4] U.S Department of Defense, DoD Architecture Framework Version 2.0,May 2009.


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FURTHERBPMREADING ANDRESEARCH

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2010 BPM & Workflow Handbookhttp://futstrat.com/books/handbook10.php

Business Intelligence

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