This document provides an overview of BPMN 2.0 (Business Process Model and Notation) in 3 sentences or less. It begins with a definition of BPMN and its goals, including providing a standardized graphical notation for modeling business processes that can be understood by all stakeholders. Various BPMN elements are then described such as events, activities, gateways, sequence flows, and activity types. The document concludes with examples and demonstrations of how to model processes using BPMN notation in Microsoft Visio.
BPMN 2.0 is a standard for business process modeling notation that was developed by BPMI and is now maintained by OMG. BPMN 2.0 extends the capabilities of BPMN 1.2 by formalizing business process execution semantics, defining extensibility mechanisms, and extending the definition of human interaction. The key modeling elements in BPMN 2.0 include pools, lanes, activities, events, gateways, sequence flows, message flows, and associations.
This document discusses process architecture and how to identify and scope processes. It defines different levels in a process hierarchy from high-level value chains to detailed tasks. Guidelines are provided for vertical decomposition based on business objects, resources, or modeling readability. Reference models can be used as templates to design process architectures. Processes should be prioritized based on importance, health, and feasibility for improvement. Pitfalls of identification include unclear purpose, too narrow or broad scope, and poor stakeholder involvement.
This document provides an overview of Business Process Model and Notation (BPMN) and how to use it at different levels of complexity. BPMN is a standard for modeling business processes visually that can be understood by both business and technical teams. It describes the elements of BPMN in four categories - workflow, organizing, readability, and special behavior. It then outlines the three levels of complexity in BPMN - basic, intermediate, and advanced - and provides examples to illustrate how to use different elements at each level. The goal is to help users get familiar with BPMN and understand how it can be used to both visually model and technically execute business processes.
The document provides an introduction to Business Process Management (BPM). It discusses key BPM concepts like the BPM lifecycle, process modeling, analysis, design, performance management, and transformation. The document also covers process modeling standards like BPMN and areas of BPM like process organization and enterprise process management. The goal is to define BPM and provide an overview of its main techniques and approaches.
Business Process Model and Notation (BPMN)Peter R. Egli
Overview of Business Process Model and Notation (BPMN) language for modeling business processes.
When implementing business processes, there is usually a large gap between the business semantics (process, activity, participant, orchestration, choreography, data items etc.) and the technical implementation languages (REST, WSDL, transport protocol, message bus etc.). BPMN has the goal of bridging this gap by providing a standard notation for describing business processes plus a standard mapping of this notation into an executable description language like WSBPEL. The BPMN 2.0 standard even allows executing BPMN business models directly without the need of a translation.
The core notation elements of BPMN are flow objects to model activities and events, data objects to model pieces of information, connecting objects to model information and control flow, and swimlanes to model process participants. Four different diagram types allow the modeling of processes, process choreographies, collaboration between participants and conversations.
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
From Conceptual to Executable BPMN Process Models A Step-by-Step MethodMarlon Dumas
Step-by-step tutorial showing how to turn BPMN process models designed by business analysts into executable processes deployable in a Business Process Management System. This tutorial was first given at the 11th International Conference on Business Process Management in Beijing, China on 29 August 2013. The tutorial is part of a series of lectures available at http://fundamentals-of-bpm.org
The document introduces the business process management (BPM) life cycle. It discusses that improving BPM efforts requires increasing capabilities in three areas: process maturity, process management maturity, and organizational maturity. The BPM life cycle involves analyzing the organization, designing and modeling processes, implementing processes, monitoring processes, and continually improving processes. Key aspects of the life cycle include setting goals and strategies, defining metrics, identifying bottlenecks, and linking process management to the overall organization's mission and objectives.
Here are the answers to the exercise 1 questions:
1. The basic building blocks of a BPMN diagram are: activities, events, gateways, and flows.
2. The two main types of activities are tasks and sub-processes. Tasks represent atomic work while sub-processes break the process down into finer levels of detail.
3. The three main types of events are start events, intermediate events, and end events. Start events initiate the process. Intermediate events occur during the process flow. End events terminate the process.
4. The five main types of gateways are exclusive, inclusive, parallel, complex, and event-based. Gateways control how sequence flows converge and diverge within a
Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Introduction to Business Process Monitoring and Process MiningMarlon Dumas
Two-day course delivered at the Chinese Business Process Management (BPM) Summer School in Jinan, China, 23-24 August 2018. The course introduces a range of techniques, tools, and algorithms for process monitoring and mining.
A simple guide to learn what BPM is, why it’s important and how you can use it to help your organization.
For more information: info@boc-group.com
Try ADONIS for BPM:
https://www.boc-group.com/adonis/#test-it
This document provides an introduction to Business Process Modeling Notation (BPMN) and discusses Bizagi as a process modeling tool. It defines key BPMN concepts like business processes, events, activities, gateways, flows, pools, lanes, and artifacts. BPMN aims to provide a standard notation that is understandable to all business stakeholders and bridges communication between business design and implementation. It discusses why BPMN is useful and reviews the core elements of BPMN like flow objects, connection objects, and artifacts. Examples of process diagrams are also provided to illustrate concepts like collaboration, sequences, parallel splits, and synchronization.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
BPMN 2.0 is a standard for business process modeling that defines graphical elements like activities, events, gateways, and swimlanes. It includes elements for modeling conversations and choreographies between multiple participants. Activities include tasks, sub-processes, and transactions, while events represent start, intermediate, and end points. Connecting elements link activities and define control flow and message exchanges between participants.
In this presentation, Dr. Damrau will cover how she uses one business process modeling (BPM) methodology to gather current and future-state content requirements. This data can be analyzed for process improvement or automation of existing paper-based workflow processes.
BPMN (Business Process Modeling Notation) is a standard for business process modeling. Signavio provides free downloads of a BPMN 2.0 poster, which is a visual reference for the BPMN modeling standard. The poster summarizes the key elements of BPMN for business process modeling.
The document provides an overview of key concepts in object-oriented design, including objects, classes, inheritance, encapsulation, and polymorphism. It discusses how objects contain data and methods that operate on the data, and classes act as templates for creating objects. Inheritance allows new classes to extend existing classes, reusing and modifying their attributes and methods. Encapsulation involves objects communicating through messages and hiding their internal data within methods.
Social Media Monitoring: In welchen Bereichen bietet SMM einen Mehrwert?IOZ AG
Gastreferat von MSE Specialist Alexander Däppen an der Hochschule Luzern (27.1.2017):
Themen:
- In welchen Bereichen bietet Social Media Monitoring einen Mehrwert (Einsatzmöglichkeiten)?
- Live-Demo des Tools Microsoft Social Engagement (Bestandteil von Dynamics 365)
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
This chapter discusses turning conceptual process models into executable models through a five-step method: 1) identify automation boundaries, 2) review manual tasks, 3) complete the process model, 4) refine the granularity, and 5) specify execution properties. It also introduces complementary standards like CMMN for unordered tasks and DMN for business rules that can be used to complete the transformation. The goal is to make abstract models more structured and technically-oriented for use in process-aware information systems.
The document provides an overview of Business Process Modeling Notation (BPMN) 2.0 concepts and describes modeling a sales quote process using Oracle BPM Studio. It discusses key BPMN 2.0 elements like activities, events, gateways and flows, as well as enhancements in BPMN 2.0 including formal execution semantics, extensibility, and support for choreography. It also covers modeling human tasks, patterns, and using BPMN to both design and execute business processes.
This document discusses key concepts in BPMN (Business Process Modeling Notation) modeling including:
- Process logic describes all possible paths from start to end of a process instance.
- A BPMN diagram represents both a visualization and underlying XML semantic model. The shapes do not define the model, rather they reference the underlying semantic elements.
- Activities represent discrete units of work with a start and end, while a process is a sequence of activities from start to defined end states. Process modeling involves understanding how activities and processes are defined.
The Introduction to Robotic Process Automation for Business course is intended to introduce Robotic Process Automation (RPA) to business students. The course assumes no prior knowledge of RPA. It equips the student with skills that will help him identify automation opportunities in an organization. It deep dives into the different stages of automation journey with a focus on the role of a business manager. It further builds on these concepts and explains how to gauge the success of automation implementation in an organization. The last section of the course challenges the students to apply RPA to business skills and come up with new processes that would not have been possible without RPA.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here
https://flevy.com/browse/business-document/itil-process-assessment--service-strategy-xls-3666
DOCUMENT DESCRIPTION
This Excel spreadsheet system with approx. 300 Questions allows you to conduct a Assessment of ITIL v3 Service Strategy processes:
1 Strategy Management for IT Services
2 Service Portfolio Management
3 Financial Management for IT Services
4 Demand Management
5 Business Relationship Management
Assessment highlights areas that require particular attention and gives you idea on process maturity. It can also be used as a benchmarking mechanism and a boost in creating continual improvement culture for your ITSM / ITIL processes.
The assessment is based on Process maturity framework (PMF), (as recommended in ITIL Service Design book). Maturity rating levels are:
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
(Level 3 +: Deployed )
Level 4: Managed
Level 5: Optimizing
The use of the PMF in the assessment of service management processes relies on an appreciation of the IT organization growth model. At the process level, assessment covered following groups of questions regarding process attributes to establish process maturity:
1. Process performance (outcomes achieved)
2. Performance Management ( activities performed)
3. Work product management ( inputs/outputs)
4. Process Definition ( roles documentation)
5. Process deployment( accepted, performed)
6. Process Measurement
7. Process control
8. Process innovation
9. Process optimisation
The document outlines the phases of the business process management (BPM) lifecycle:
1) Process identification involves identifying processes relevant to addressing a business problem.
2) Process discovery documents the current state of processes.
3) Process analysis identifies issues with current processes.
4) Process redesign aims to address issues and meet objectives.
5) Process implementation prepares and makes changes to move from current to improved processes.
6) Process monitoring collects data to analyze process performance against objectives.
Consolidated Model of Procedures for Workflow ManagementZac Darcy
The article presents an approach to automation of business processes by means of a consolidated model
describing a class of processes. Rules and examples for building a consolidated model are given. The
model is validated through development of a software application called COMPASS-P for monitoring of
procedures for evaluation and accreditation of education.
Consolidated model of procedures for workflow managementZac Darcy
The article presents an approach to automation of business processes by means of a consolidated model
describing a class of processes. Rules and examples for building a consolidated model are given. The
model is validated through development of a software application called COMPASS-P for monitoring of
procedures for evaluation and accreditation of education.
A methodology for cim modelling and its transformation to pimAlexander Decker
This document proposes a methodology for modeling a Computation Independent Model (CIM) and transforming it to a Platform Independent Model (PIM) using Model Driven Architecture (MDA).
The CIM represents the highest level of abstraction in MDA and specifies business processes but not system details. The paper presents modeling the CIM using Business Process Modeling Notation (BPMN) to represent functional and behavioral views.
The CIM is then transformed to a PIM using transformation rules. The PIM includes a Sequence Diagram for external system behavior and a Domain Class Diagram representing static views. The methodology aims to bridge the gap between business/domain experts and system designers by facilitating semi-automatic transformation from CIM
This document discusses various proposed software development methodologies that are based on model-driven architecture (MDA). It first provides background on MDA and its key concepts. It then examines how MDA can be mapped to the Rational Unified Process (RUP) software development lifecycle framework. The rest of the document describes several specific MDA-based methodologies: MODA-TEL, MASTER, MIDAS, C3, ODAC, and DREAM. It compares these methodologies based on which phases of the software development lifecycle they cover in detail. The document concludes that while many have invested in MDA, a standardized methodology for developing model-based systems is still lacking.
How To Design An Operating Model: Tip For Business AnalystsJasmina Samardzija
Act as Business Architect in supporting organizations in their business transformations by designing and documenting operating models. There are some simple steps that can convert your business process model into an operating model.
An Ontological Meta-model for Business Process Model and Notation (BPMN)CSCJournals
Business processes are key aspect in the modern companies. Several tools to manage business process allow people to design, deploy and monitor business processes. The problem is that business processes are not part of the company knowledge but they are available only in the business process tool (if there are any) and/or in the mind of designer. In order to introduce the business process design in the overall company�s knowledge it is important to represent it in a formal way.
We select BPMN as notation to represent business process and we select ontology as a tool to represent in a machine readable format the business process and to make possible its definition in the company knowledge base.
In this paper we analyze the methodological steps that brings to the ontological meta-model of BPMN 2.0. We will present a detail of classes and properties that made up the ontological meta-model using OWL language. The characteristics of the obtained meta-model are completeness and extensibility. The use of ontological meta-model to represent the BPMN allow to add a semantic layer to the business process design (semantic annotation).
ISFM-300 Case Study, Stage 2 Business Process Analysis & Technolo.docxpriestmanmable
ISFM-300 Case Study, Stage 2: Business Process Analysis & Technology
Solution
Proposal
Before you begin this assignment, be sure you:
1. Read the “UMUC Haircuts Case Study” and review “Walmart Example.”
2. Review the process you identified in stage one and your instructor’s feedback.
Purpose of this Assignment
This assignment gives you the opportunity to apply your analysis skills to model a business process. This assignment specifically addresses the following course outcomes to enable you to:
· analyze internal and external business processes to identify information systems requirements.
Overview of Business Process Analysis for UMUC Hair Cuts
For your Stage 1 assignment for the Case Study, you performed a Five Forces Analysis, identified a strategy for competitive advantage and a business process that you would improve through the application of technology.
In Stage 2, it is time to hone your Business Process Modeling skills. In a large company, business managers and IT would work together to develop and improve the business process. In this case study, you are the consultant that will plan and implement your proposed technology solution --keeping in mind the business process that you are improving and the technology you will use to guarantee success and give UMUC Haircuts a competitive advantage.
The first step in identifying the functional or business requirements for an information system is to develop the high level requirements that establish the scope of the system. Myra has suggested the Customer and Employee Scheduling Process for improvement using an IT solution, and together you have identified the following high level Functional Requirements. The system must:
1. Allow employees to enter their availability and desired days/times to work
2. Allow Myra to review the employee requests and develop a schedule
3. Make the schedule available to employees to review their final work schedule
4. Make the employee schedule available for staff to enter customer appointments
5. Allow Myra and the staff to enter customer appointments
6. Keep track of customer appointments, including stylist and service performed
7. Accommodate changes in the employee schedules and customer appointments, and update schedule accordingly
8. Accommodate changes in the customer information stored in the system
9. Provide management reports to Myra showing employee workload, customers served, customer contact information, busy times/days, etc.
Customer Appointment Process Model:
Developing an accurate understanding of how the current process works is usually the first step to improving the process. For this assignment, an “As Is” process model has already been supplied as an Excel file, labeled "Stage 2 Process Model." This shows the steps of the existing customer appointment process:
· For this assignment, you will focus on the customer appointment portion of the overall process. You will identify the inputs, processing and outputs of Myra's selected b ...
This white paper provides a guide to understanding business architecture using a people, process, technology model. It describes the key elements of people as names, positions, and roles. For process, it distinguishes between transactional flows, management processes, and organizational structure. Technology elements are defined as service points, information, and applications. The document emphasizes that people, process, and technology are intertwined and provides examples of how to model the relationships between the elements, including using RACI matrices and process mapping guidelines. Understanding the interrelationships between these elements is seen as key to developing a comprehensive business architecture.
Stage 2 Process AnalysisBefore you begin work on this.docxdarwinming1
Stage 2: Process Analysis
Before you begin work on this assignment, be sure you have read the Case Study and reviewed the feedback received on your Stage 1 assignment.
Overview
As the business analyst in the CIO's department of Maryland Technology Consulting (MTC), your next task in developing your Business Analysis and System Recommendation (BA&SR) Report is to conduct a process analysis. This will identify how the current manual process is working and what improvements could be made to the process that would be supported by a technology solution.
Assignment – BA&SR: Section II. Process Analysis
The first step is to review any feedback from Stage 1 to help improve the effectiveness of your overall report and then add the new section to your report. Only content for Stage 2 will be graded for this submission. Part of the grading criteria for Stage 4 includes evaluating if the document is a very effective and cohesive assemblage of the four sections, is well formatted and flows smoothly from one section to the next. For this assignment, you will add Section II of the Business Analysis and System Recommendation (BA&SR) Report to Section I. You will conduct an analysis of the current hiring process and present information on expected business improvements. This analysis lays the ground work for Section III. Requirements of the BA&SR Report (Stage 3 assignment) which will identify MTC's requirements for a system.
Using the case study, assignment instructions, Content readings, and external research, develop your Section II. Process Analysis. The case study tells you that the executives and employees at MTC have identified a need for an effective and efficient hiring system. As you review the case study, use the assignment instructions to take notes to assist in your analysis. As the stakeholders provide their needs and expectations to improve the process, identify steps that could be improved with the support of a hiring system. Also look for examples of issues and problems that can be improved with a technology solution.
Use the outline format, headings and tables provided and follow all formatting instructions below.
Begin with your Section I (Stage 1 assignment) and add Section II. Apply specific information from the case study to address each area along with relevant supporting research.
II.Process Analysis
A. Hiring Process
At the beginning of this section, write an introductory opening sentence for this section that addresses what the complete table provides. Refer to Week 3 and 4 content on processes and analyzing process improvements. Additional research can expand your knowledge of these areas.
The first step in analyzing the process is to document what the current process steps are and who is responsible for doing them. Therefore, the table provides the current steps in the manual hiring process provided by the case study. Remember, a process is a series of steps to perform a task; therefore, think about ...
Business Analyst Interview Questions and Answers | For Fresher & ExperiencedAnjaliNair289117
This document provides answers to questions about business analysis topics. It defines activity diagrams and flowcharts, the categories of elements in BPMN (Business Process Modeling Notation), black box testing and its types, and the advantages of business process modeling such as aligning operations with strategy, improving process communication and control, enhancing efficiencies, and gaining competitive advantage.
This document provides an overview of a training module on business process management (BPM) for developers. It defines key BPM concepts like business processes and goals. It describes the history and main stages of BPM, including how developers are involved in implementation and runtime. It discusses how BPM systems can help integrate systems and standardize interactions. It also examines different company ecosystems and how BPM can improve the experience for end users, developers, and managers by providing unified task lists, forms, and process definitions.
This document provides an overview and lessons on key concepts in SAP BPC, including:
- BPC involves operations on the SAP GUI, web interface, and Excel. It is based on SAP BW and uses BW as its data source.
- Environments, dimensions, models, permissions, and the EPM plug-in are important BPC concepts. Environments contain models, dimensions define data views, and models correspond to BW info cubes.
- The EPM plug-in is used to build reports in Excel that access BPC data. Transformation and conversion files are used to load data into BPC from files via packages that invoke BW process chains.
The document discusses a Business Process Analytics Framework (BPAF) that provides a standardized way to capture raw metrics from running business processes and activities. The BPAF defines formats for process-level and activity-level metrics and relates them to process definitions. It allows multiple vendors and tools to participate. The captured metrics can then be analyzed to assess process performance, bottlenecks, relationships between data and performance, and the impact of factors like staffing and volume on efficiency. The framework integrates with process modeling, simulation, execution, and business intelligence tools to provide end-to-end process analysis and improvement capabilities.
Statistical Model to Validate A Metaprocess-Oriented Methodology based on RAS...IJMERJOURNAL
ABSTRACT: Software reuse in the early stages is a key issue in rapid development of applications. This article introduces a metaprocess-oriented methodology based on the model reuse as software assets, and starting from the domain specification and analysis phases. The approach includes the definition of a conceptual level to adequately represent the domain and a reuse process to specify the metaprocess as software assets. The methodology has been applied successfully in the field of e-health, but our work also describes advances in reuse of models for implementation in other contexts, contributing to improved productivity in software development
How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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BPMN Process Modeling Levels
1. Using BPMN to model Business
Process for Different Groups of
Audience
From Descriptive Process Model to
Analytic / Operational Process Model to
Executable Process Model
Max Tay
MACS CP, OCEB (Business Advanced), ABPMP
MBA (E-Commerce), M.Sc. (IT), M. Prof. Accounting
2. Level 1 – Descriptive Process
Model (Initial draft) Senior Manager’s
Viewpoint
2
NOTE:
A conditional start event is used here to indicate the trigger of the process.
3. Level 1 – Descriptive Process
Model (Final) Business Manager’s
Viewpoint
3
NOTE:
Data objects and messages are optional but help to define the key artefacts produced/used in the business process.
Intermediate events are used to indicate significant business events in the process.
The third lane is used to represent process based role showing a joint activity (sub process) performed by both HR and hiring BU.
4. Level 2 – Analytic (Operational)
Process Analyst’s Viewpoint
4
NOTE:
This is only part of the business process. You will note the slight inconsistency of the semantics from previous level moving to this
level. It is still essential to keep the correctness of syntax.
5. Level 2 – Analytic (Operational)
Hiring Business Unit’s Viewpoint
5
NOTE:
Intermediate events are used in the participant's view showing events happening outside the control of the participant (role).
6. Level 2 – Analytic (Operational)
HR’s Viewpoint
6
NOTE:
Intermediate events are used in the participant's view showing events happening outside the control of the participant (role).
7. Level 3 – Executable
From Process Analyst to Process Engineer’s
Viewpoint
7
NOTE:
This level is only applicable if the model is intended for process automation via a process engine / BPMS. A different modelling
approach should be taken if no process engine / BPMS is in place.
8. Thank you!
It is a simple example of using the
different levels of BPMN process model
to meet the needs of the different
audience.
You can read the complete article on my
blog:
http://maxconsilium.blogspot.com.au/
8