Business process modeling (BPM) is the action of modeling processes of an enterprise. BPM is used to analyze, improve, and possibly automate business processes. BPM is typically performed by business analysts in collaboration with subject matter experts. It is primarily used in business process management, software development, and systems engineering. BPM can also be automatically generated through IT systems, such as event logs and other data.
BPM has many applications in business process management. There are multiple methods of modeling and notations that are recommended, BPMN being the most common.
Activity of representing processes of an enterprise
The five disciplines of business process management and their relationships
Business process modeling (BPM) is the action of modelingprocesses of an enterprise. BPM is used to analyze, improve, and possibly automate business processes. BPM is typically performed by business analysts in collaboration with subject matter experts. It is primarily used in business process management, software development, and systems engineering. BPM can also be automatically generated through IT systems, such as event logs and other data.
BPM has many applications in business process management. There are multiple methods of modeling and notations that are recommended, BPMN being the most common.
According to the Association of Business Process Management Professionals (ABPMP),[1] BPM is one of the five key disciplines within business process management, alongside process analysis, design, performance measurement, and transformation.[1]
BPM typically depends on process analysis to document current operations and on process design to define desired processes.
The focus of BPM is on representing the flow of actions or activities. Hermann J. Schmelzer and Wolfgang Sesselmann define it as "the cross-functional identification of value-adding activities that generate specific services expected by the customer and whose results have strategic significance for the company". These activities can extend beyond company boundaries and may include interactions with customers, suppliers, or even competitors. In addition to activities, other elements such as data and business objects, organizational roles and responsibilities, resources, guidelines, and performance indicators can also be modeled.[citation needed]
Incorporating more of these elements increases the accuracy of the model but also its complexity. To maintain clarity and transparency, Schmelzer and Sesselmann recommend using "views", which allow models to focus on specific perspectives while reducing overall complexity. Views are also referred to as design dimensions or perspectives. While creating models for each process separately with views, however, redundancies are introduced which may increase maintenance effort and jeopardize the consistency of the models.[2]
BPM is also a central aspect of holistic company mapping – which deals with the mapping of the corporate mission statement, corporate governance, organizational structure, process organization, application architecture, regulations, and market strategy. According to the European Association of Business Process Management (EABPM), the top level for structuring business process models are base on three different types of end-to-end business processes, namely Leadership, Execution, and Support processes.[1][3]
Techniques to model business processes, such as the flow chart, functional flow block diagram, control flow diagram, Gantt chart, PERT diagram, and IDEF have emerged since the beginning of the 20th century. The Gantt charts were among the first to arrive around 1899, the flow charts in the 1920s, functional flow block diagram and PERT in the 1950s, and data-flow diagrams and IDEF in the 1970s. Among the modern methods are Unified Modeling Language and Business Process Model and Notation.[4] The term business process modeling was coined in the 1960s in the field of systems engineering by S. Williams in his 1967 article "Business Process Modelling Improves Administrative Control".[5] He proposed that techniques for obtaining a better understanding of physical control systems could be used in a similar way for business processes.
In the 1990s, the term process became a new productivity paradigm.[6] Companies were encouraged to think in processes instead of functions and procedures. The traditional modeling tools were developed to illustrate time and cost, while modern tools focus on cross-functional activities. These cross-functional activities have increased significantly in number and importance, due to the growth of complexity and dependence. New methodologies include business process redesign, business process innovation, business process management, integrated business planning, among others.[6]
The objective of business process modeling is a, usually graphical, representation of end-to-end processes, whereby complex processes are documented using a systematized representation. BPM typically begins with determining the environmental requirements: The goal of the modeling, the model addressees, and the business processes.
The qualities of the business process that are to be represented in the model are specified in accordance with the goal of the modeling. As a rule, these are not only the functions constituting the process, including the relationships between them, but also a number of other qualities, such as formal organization, input, output, resources, information, etc.
The objectives of business process modeling may include:[1]
Documentation of the company's business processes
Definition of process performance indicators and monitoring of process performance
Preparation/Implementation of a business process optimization
The analysis of business activities determines and defines the framework conditions for successful business process modeling. Ideal steps can be:
Typical breakdown of a process map into management, core and support processes
define the relevant applications of business process modeling on the basis of the business model and where it is positioned in the value chain,
derive the strategy for the long-term success of business process modeling from the business strategy and develop an approach for structuring the business process models. Both the relevant purposes and the strategy directly influence the process map.
A business process constitutes a set of interconnected, organized activities geared towards delivering a specific service or product for a particular clientele.
Structure business processes – building a process map
The structuring of business processes generally begins with a distinction between management, core, and support processes.[9]
Management processes govern the operation of a company. Typical management processes include corporate governance and strategic management. They define corporate objectives and monitor the achievement of objectives.
Core processes constitute the core business and create the primary value stream. Typical operational processes are purchasing, manufacturing, marketing, and sales. They generate visible, direct customer benefits.
Support processes provide and manage operational resources. They support the core and management processes by ensuring the smooth running of business operations. Examples include accounting, recruitment, and technical support.Example of a process map for a value-driven company
Once the business processes have been identified and named, they can be compiled in overviews referred to as process maps.[10] These can be represented through models like value chain diagrams.
The process owner is responsible for success, creates the framework conditions, and coordinates approach with that of the other process owners, and is responsible for the exchange of information between the business processes. This coordination is necessary in order to achieve the overall goal orientation.
The question of whether the business process model should be created through as-is modeling or to-be modeling is significantly influenced by the defined application and the strategy for the long-term success of business process modeling. The previous procedure with analysis of business activities, definition of business processes and further structuring of business processes is advisable in any case.[11]
To be model and as is model superimposed on the PDCAAs-ismodeling
Ansgar Schwegmann and Michael Laske state that as-is modeling helps in identifying weaknesses and localizing potential for improvement.[11]
The following disadvantages speak against as-is modeling:
The creativity of those involved in the project to develop optimal target processes is stifled, as old structures and processes may be adopted without reflection in downstream target modeling.
The creation of detailed as-is models represents a considerable effort, also influenced by the effort required to reach a consensus between the project participants at interfaces and responsibility transitions.
To-bemodeling
Mario Speck and Norbert Schnetgöke define the objective of to-be modeling as designing the target processes based on the strategic goals of the company. This involves analysing all sub-processes and individual activities of a company with regard to their target contribution.[12]
They also list five basic principles that have proven their worth in the creation of the to-be models:[12]
Parallel processing of sub-processes and individual activities is preferable to sequential processing – it contains the greater potential for optimization.
The development of a sub-process should be carried out as consistently as possible by one person or group – this allows the best model quality to be achieved.
Self-monitoring should be made possible for individual sub-processes and individual activities during processing – this reduces quality assurance costs.
If not otherwise possible, at least one internal customer/user should be defined for each process – this strengthens customer awareness and improves the assessability of process performance.
Learning effects that arise during the introduction of the target processes should be taken into account – this strengthens the employees' awareness of value creation.
For a successful model consolidation, it may be necessary to revise the original decomposition of the sub-processes and check for any redundancies.[11]
Modal chaining (necessary finalization of sub-processes 1a, 1b and 1c before the start of sub-process 2) in an example using BPMN tools
The chaining of the sub-processes with each other and the chaining of the functions (tasks) in the sub-processes is modeled using Control Flow Patterns.
Turtle diagram (also turtle method, turtle model, 8W method), a simple, clear and easy-to-understand graphical representation of facts about the process
Furthermore:
Communication structure analysis, proposed in 1989 by Prof. Hermann Krallmann at the Systems Analysis Department of the TU Berlin.
BPM tools provide business users with the ability to model their business processes, implement and execute those models, and refine the models based on as-executed data. As a result, business process modelling tools can provide transparency into business processes, as well as the centralization of corporate business process models and execution metrics.[15] Modelling tools may also enable collaborative modelling of complex processes by users working in teams, where users can share and simulate models collaboratively.[16] BPM tools should not be confused with business process automation systems – both practices have modeling the process as the same initial step and the difference is that process automation gives you an 'executable diagram' and that is drastically different from traditional graphical business process modelling tools.[citation needed]
BPM suite software provides programming interfaces (web services, application program interfaces (APIs)) which allow enterprise applications to be built to leverage the BPM engine.[15] This component is often referenced as the engine of the BPM suite.
Programming languages that are being introduced for BPM include:[17]
The simulation functionality of such tools allows for pre-execution modelling and simulation. Post-execution optimization is available based on the analysis of actual as-performed metrics.[15]
Use case diagrams created by Ivar Jacobson, 1992 (integrated into UML)
^ abcdAssociation of Business Process Management Professionals ABPMP (publisher): Guide to the Business Process Management common body of knowledge - BPM CBOK in the translated and edited German edition of → European Association of Business Process Management EABPM (publisher): Business Process Management Common Body of Knowledge - BPM CBOK, 2nd version, Verlag Dr. Götz Schmidt, Gießen 2009, ISBN978-3-921313-80-0
^ abcMichael Rosemann, Ansgar Schwegmann and Patrick Delfmann: Vorbereitung der Prozessmodellierung in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung, 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN978-3-540-00107-2
^Thomas Dufresne & James Martin (2003). "Process Modeling for E-Business". INFS 770 Methods for Information Systems Engineering: Knowledge Management and E-Business. Spring 2003 [dead link]
^Williams, S. (1967) "Business Process Modeling Improves Administrative Control," In: Automation. December 1967, pp. 44 - 50.
^ abAsbjørn Rolstadås (1995). "Business process modeling and re-engineering". in: Performance Management: A Business Process Benchmarking Approach. p. 148-150.
^Andreas Gadatsch: Management von Geschäftsprozessen / Methoden und Werkzeuge für die IT-Praxis: Eine Einführung für Studenten und Praktiker, 2nd revised and expanded edition, Vieweg, Braunschweig/Wiesbaden 2002, ISBN978-3-528-15759-3
^Michael Molter: Die Prozessorientierte Applikationslandschaft in August-W. Scheer, Wolfram Jost and Karl Wagner (publisher): Von Prozessmodellen zu lauffähigen Anwendungen, Springer Berlin, Heidelberg, New York 2005, ISBN3-540-23457-8
^ abJörg Becker and Volker Meise: Strategie und Organisationsrahmen in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung, 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN3-540-00107-7
^ abcAnsgar Schwegmann and Michael Laske: Istmodellierung und Istanalyse in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung, 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN3-540-00107-7
^ abMario Speck and Norbert Schnetgöke: Sollmodellierung und Prozessoptimierung in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung, 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN3-540-00107-7
^Cedric G. Tyler and Stephen R. Baker: Business Genetics: Understanding 21st Century Corporations using xBML, John Wiley & Sons Ltd, 2007, ISBN978-0-470-06654-6
^Archived(Date missing) at prof-mayr.de (Error: unknown archive URL), auf prof-mayr.de, retrieved 5 February 2024; PDF "VL4030_OMEGA+-Beschreibungsmethode.pdf" nicht mehr verfügbar
^Christensen, Lars Rune & Thomas Hildebrandt (2017) Modelling Cooperative Work at a Medical Department. Proceedings of the 8th International Conference on Communities and Technologies. Troyes, France. ACM.
Becker, Jörg, Michael Rosemann, and Christoph von Uthmann. "Guidelines of business process modelling." Business Process Management. Springer Berlin Heidelberg, 2000. 30–49.
Ryan K. L. Ko, Stephen S. G. Lee, Eng Wah Lee (2009) Business Process Management (BPM) Standards: A Survey. In: Business Process Management Journal, Emerald Group Publishing Limited. Volume 15 Issue 5. ISSN 1463-7154.
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