Business Process Modelling - 1.2/2013 -

1. Business Process Modelling- 1.2/2013 - Marcello La Rosa Queensland University of Technology Brisbane, 25 July 2013

2. How novices model a business process Mark is going on a trip to Sydney. He decides to call a taxi from home to the airport. The taxi arrives after 10 minutes, and takes half an hour for the 20 kilometers to the airport. At the airport, Mark uses the online check-in counter and receives his boarding pass. Of course, he could have also used the ticket counter. He does not have to check-in any luggage, and so he proceeds straight to the security check, which is 100 meters down the hall on the right. The queue here is short and after 5 minutes he walks up to the departure gate. Mark decides not to go to the Frequent Flyer lounge and instead walks up and down the shops for 15 minutes and buys a newspaper before he returns to the gate. After ten minutes waiting, he boards the plane.

3. Many ways of modelling a process…

4. Many ways of modelling a process…

5. Many ways of modelling a process…

6. Many ways of modelling a process…

7. Many ways of modelling a process…

8. Many ways of modelling a process…

9. Issues? • Different representation of concepts • Different level of granularity • Different level of scope • Different terminology • What is the right process model?

10. What is a model?

11. A little bit on modelling theory Models are abstractions from real world phenomena, developed for the purpose of reducing overall complexity. Modelsaggregate information and document only relevant aspects of the real world. Models are being developed in a specific modelling subject for a specific target audience with a specific modelling purpose in mind. no right/wrong, but relevant/irrelevant model

12. What is the relevant model? ?

13. Our Phenomena of Interest: Business Processes • Collection of related events, activities and decisions, that involve a number of actors and objects, and that collectively lead to an outcome that is of value to an organization or its customers. • Examples: • Order-to-Cash • Quote-to-Order • Procure-to-Pay • Application-to-Approval • Fault-to-Resolution (Issue-to-Resolution) • Claim-to-Settlement Dumas, La Rosa, Mendling, Reijers, 2013

14. Insurance Company Call Centre Technician Customer Customer Customer Parts Store Service Dispatch Centre VALUE “My washing machine doesn’t work…” fault-to-resolutionprocess

15. Processes and Outcomes • Every process leads to one or several outcomes, positive or negative • Positive outcomes deliver value • Negative outcomes reduce value • Fault-to-resolution process’ outcomes: • Fault repaired without technician intervention • Fault repaired with minor technician intervention • Fault repaired and fully covered by warranty • Fault repaired and partly covered by warranty • Fault repaired but not covered by warranty • Fault not repaired (customer withdrew request)

16. What is a Business Process: Recap

17. The Core Elements of a Process • Activities • active elements (e.g. ‘enter sales order’) • time-consuming, resource-demanding • state-changing • Events • passive elements (e.g. ‘sales order has been entered’) • represent conditions / circumstances • atomic, instantaneous

18. The Core Elements of a Process • Business Objects (or Data) • the organizational artifacts that undergo state changes • physical or electronic information • examples: • sales order, digital object, consulting proposal • Actors (or Resources) • the entities performing process activities and generating events • human and systems • examples: • financial officer, warehouse clerk • ERP, CRM, SAP, application X…

19. How do we combine these? • What needs be done and when? - Control flow • What do we need to work on? – Data • Who’s doing the work? - Resources (human & systems)

20. Process Perspectives • Control Flow Perspective • “what needs to be done and when” • predecessor/successor relationship among activities and events • the central information depicted in a process model • Data Perspective • “what do we need to work on” • input/output data to activities • complements the control flow • Resource Perspective • “who’s doing the work” • human participants and systems that performcontrol flow activities and generate events • complements the control flow

21. Example: Student Enrollment Register forclasses Complete pre- enrolment Set up online access Accept offer and T&C Plan enrolment Enrol

22. Further Potential Elements in a Process • Objectives, Goals • link to strategy • Risks • for risk-profiling the process • Policies, Rules • for checking process compliance • Knowledge • to depict expertise required • …

23. Process Modelling… • is a common language for naming and framing an issue • integrates processes with other artefacts(e.g. systems, organisations, data, services, risks) • enables walk-through, validation and testing (e.g. via simulation) • can be used as a benchmark for measuring improvements – “what-if” analysis • provides a blueprint for process automation Adapted from Davis, 2000; Wreden, 1998

24. Why Process Modelling? • Business processes are increasingly valued as essential assets of an organisation • This significance demands dedicated management of processes • We need ways to extract processes out of the organisational complexity in order to discuss,analyse, improve and automate them

25. Where does process modelling fit in BPM? Body of principles, methods and tools to design, analyze, execute and monitor business processes, with the ultimate goal of improving them. Dumas, La Rosa, Mendling, Reijers, 2013

26. Where does process modelling fit in BPM? …design, analyze, execute and monitor business processes… Focus of this unit

27. Time Investment in BPM Projects BPTrends, 2006

28. Top 10 Technology Skills NetworkWorld, 30 March 2009 Business Process Modelling Database Messaging/Communications IT Architecture IT Security Project Management Data Mining Web Development IT Optimization Networking