Business Process Modeling:An Introduction

Presented by:

Jeff HoweyIIBA Central Iowa Meeting, May 2006

Introduction to this Presentation This presentation is intended to be an overview and introduction to

Business Process Modeling Uses a real process to help understanding Uses simple tools (Word, PPT, Visio) Exhibits different formats that may work in various situations

This presentation IS NOT intended to discuss BPML, BPEL, or even UML diagramming standards/notation These require specialized training Few are comfortable with these deliverables in most business environments

Today is about PROCESS and TIPS for conducting your own modeling activities.

Mastery of the Art, Science and Sport of Business Process Modeling requires training, practice, & patience!

What is a Business Process? A collection of related, structured activities--a chain of events--that produce a specific

service or product for a particular customer or customers.www.gao.gov/policy/itguide/glossary.htm

The complete response that a business makes to an event. A business process entails the execution of a sequence of one or more process steps. It has a clearly defined deliverable or outcome. ...www.georgetown.edu/uis/ia/dw/GLOSSARY0816.html

A business process is a recipe for achieving a commercial result. Each business process has inputs, method and outputs. The inputs are a pre-requisite that must be in place before the method can be put into practice. When the method is applied to the inputs then certain outputs will be created. en.wikipedia.org/wiki/Business_process

What PEOPLE do to meet the needs and expectations of their CUSTOMERS, whether they be internal or external consumers of

a product or service.

A Brief History of Business Process

Early 1900’s:Breaking a job into individual tasks.

Fredrick Taylor, Principles of Scientific Management

70’s & 80’s:Focus on quality management and statistical measures. (Total Quality Management: TQM)

W. Edwards Deming, Fourteen Points of Management for Quality

Early 90’s:Reorganize the business and business processes to cut across traditional corporate silos and deliver on customer value chain.

Champy & Hammer, Reengineering the Corporation

Mid 90’s:Radical reengineering is hard, maybe we should focus on incrementally improving our processes.

Harrington, Business Process Improvement

Mid 90’s:Our business processes need to be completely documented, consistently followed and regularly audited.

ISO9000 certification

90’s & 00’s:Pull many of the previous techniques into a comprehensive framework focused on quantitative measures and process improvement.

Six Sigma

90’s & 00’s:Application-centric workflow tools used to automate business processes. Some include integrated process modeling & metric reporting.

Future Trends: Maturation of modeling & workflow tools into full process management systems.

Integration of business process improvement and measurements into corporate strategic goals.

Additional emphasis on the human side of business change.

Integration of process management systems with business rules engines and application development tools.

What is a Business Process Model? Documentation of a business process using a combination of

text and graphical notation.

Depicts the Process that People employ to provide value to their Customer with a strong emphasis on how the work is done.

Defines a process as a specific ordering of work activities across time and place with a beginning, an end, and clearly defined inputs and outputs.

A component of the overall Business Architecture that serves as a reference for Business Analysis activities.

Why Model a Business Process? BABOK: “Describe the functions associated with the business activities...

and the inputs, controls, outputs, and mechanisms/resources used of those activities.” (v1.4 Sec 2.2.20.1)

Understand how labor and resources are used to create products or services for a company’s Customers. Identify areas that could be improved, made more efficient and re-engineered

Create an understanding of where Systems/Applications can or do automate or streamline human or mechanized processes – capture requirements

Integrate activities between departments/companies – especially necessary after a merger of different groups of People producing similar or dependent products/services

Assist in implementation and acceptance of Six Sigma, ISO, CMM or other standards

What other uses can you see? The list is endless

What does a BPM look like?

(Client Name) Service ExcellenceDepartment Name

(Flow Name Here)

Use blue ink to identify process Rectangular

ICONS are used for activity

Identify strengths on green post-it notes

Attach documents, reports, etc.

Show detail when necessary

Quantify opportunities, loops, lags, etc.

Identify opportunities on yellow post-it notes with red ink

Please Sign In

%

%

1

Strengths

Opportunities

1 1.2.3.

Diamonds ICONS are

used for decision points

Show linkages to other process flows

Use ICONS to show the process when possible

“It Depends”

Business Process Methodology – The Basics The most basic approach consists of developing an As-Is model

and using it to build the desired To-Be model Here are a few of examples…

PerformGAP

Analysis

PlanningAnd

Preparation

Evaluate the Current

Environment(AS IS)

Develop theFuture Vision

(TO BE)

DevelopFindings andPath Forward

Organize for Improvement

Organize for Improvement

Understand the Process (As-Is)

Understand the Process (As-Is)

Streamline the Process(To-Be)

Streamline the Process(To-Be)

Define Measurements and Controls

Define Measurements and Controls

Continually Improve

Continually Improve

Business Process Maturity Steps

• Process flow pictures• Defined business and ITchange implementations• Periodic metric gathering and evaluation

• Function-specificworkflow applications• Workflow & application-specific process models• Changes implemented by IT modifications toapplications• Regular metrics publishedfrom workflow tools• Doing what it takes to get

the job done

Advanced process modeling and simulation tools Process models are tied directly to workflow application Integration of workflow applications and other IT systems Changes implemented by changing process models Continuous monitoring of process metrics and results

Improving agility, quality and efficiency

“I cannot say whether things will get better if we change; what I can say is they must change if they are to get better.” --Georg Christoph Lichtenberg

It is normal and expected to “learn as you go” and progress in maturity at both the individual and enterprise levels

The Goal: Integrated Process Improvement

Process Design

Process Design

Process Implemen-

tation

Process Implemen-

tation

Process Evaluation

Process Evaluation

Business Strategy &

Goals

Business Strategy &

Goals

• As-Is modeling & analysis • As-Is verification• Process simulation• Improvement opportunities• To-Be vision design• Implementation planning

• Procedure and guidelines updates• Training • Organizational change management• Tool & technology improvements• Workflow implementation

• Metric gathering (manual & automated)• Scorecard/Dashboard publishing• Metric goal vs. actual analysis• Issue identification and trending

• Strategy mapping• Metric framework development• Goals & incentives design• Initiative identification

Common Methods of Modeling BPML – Business Process Modeling Language

An Extensible Markup Language (XML)-based meta-language developed by the Business Process Management Initiative (BPMI) as a means of modeling business processes

BPEL – Business Process Execution Language An XML-based language designed to enable task-sharing for a distributed

computing or grid computing environment - even across multiple organizations - using a combination of Web services.

BPMN – Business Process Modeling Notation A standard graphical notation used to facilitate the understanding of business

transactions between organizations. UML – Unified Modeling Language

A notation that allows the modeler to specify, visualize, and construct the artifacts of software systems, as well as business models.

USE WHAT WORKS FOR YOUR PROJECT ENVIRONMENT!Do what you know. Learn to do more. But don’t fake it.

Start Simple

Even when a “basic” BPM format is used, if the information from this example is included, it is likely a successful format!

Tailor Your Model to your Project & Self

BPML, BPEL, etc. are well and good if: You are trained and comfortable with their use Your target audience (Business first, Tech Team second)

understands and is comfortable with their use

Beware! Most organizations are not properly equipped or trained to produce documentation with these standards! Valid alternatives include using Visio, Word, PowerPoint,

Impress or other tools that can represent activities graphically with text!

Where do I start?

Start with a Plan – What am I going to do? Identify what tangible value (product or service) is being

produced that you need to understand Start at the top of the value chain and work downward and work

downward to identify the People and Entities involved in the Process Start at the bottom of the value chain and work upward and work

upward to fully understand the accomplishments of each step that lead to the desired results

Setup and complete Interviews of the People (or a fair representation of large groups) Interviews may also uncover new People or peripheral Processes that

you had previously not detected Set a course and work methodically

Don’t set out to boil the ocean from the outset Work in a progression that makes sense to you and/or your project

End with a Plan – what am I going to do now?

Process Modeling LayersStart at the Top, and work Down!

Enterprise Value Chain Layer The highest level describing the overall

functions of the organization Great for management “overview” for

everyone, too vague for much use

Enterprise Processes Layer Describes the major processes within a part

of the value chain and how they relate to each other

Ideal for understanding overall Business Architecture, Strategy and Goals/Vision but too broad for requirements

Identify Prospects

Build Ad Partners

Process New Subscriptions

Acquire NewCustomers

ProcessRenewals

SubscriptionMarketing

Ad SalesCustomer

CareSubscriptionMaintenance

Customers

Partners

Delivery &Fulfillment

Presentations

Internal DataSystems

3rd PartyServices

Doc Prep Process

GenerateDocs

Document/Disclosure

System

Deliver Docs

Signed DocsReturned

Audit/ReviewDocs

(Barcode orInput)

DocumentFulfillment

Customerreceives

Documents

DocsReceived

ElectronicDoc Delivery

HMC, Bankerreceives Docs

ElectronicDocumentDelivery

Docs FolllowUp Queue

Doc ReviewQueue

ElectronicClosingProcess

ChangeAnalysisEngine

FinalValidation T

imer

ProcessManager

Work StatesFundingProcess

Notification

Loan AccountNumber

Servicing Sys

E-Close?

Yes

No

SecureConsumerWebsiteDelivery

Docs OK?

Doc RedrawProcess

Yes No

Note Doc Redraw reasonsso we can identify root

causes for minimizing futureredraws

Print Procedures

1. Open MS Word2. Open the document3. Select File | Print4. Select a printer5. Press the OK button

Vision & Strategy

Business Processes & Tasks

Process Modeling Layers

Start at the Bottom, and work Up!

Business Processes/Activities Layer Describes the main activities, decisions and

variations with a process Critical to defining areas of improvement,

feature statements and Use Cases but too detailed for strategic planning and too open to interpretation for requirements steps

Procedural/Tasks Layer Describes the detailed steps done to

complete an activity (can be many layers deep)

Necessary for detailed Use Case Steps, Business Rules, Validation Criteria, etc. but loses the attention of management at Strategic level

Identify Prospects

Build Ad Partners

Process New Subscriptions

Acquire NewCustomers

ProcessRenewals

SubscriptionMarketing

Ad SalesCustomer

CareSubscriptionMaintenance

Customers

Partners

Delivery &Fulfillment

Presentations

Internal DataSystems

3rd PartyServices

Doc Prep Process

GenerateDocs

Document/Disclosure

System

Deliver Docs

Signed DocsReturned

Audit/ReviewDocs

(Barcode orInput)

DocumentFulfillment

Customerreceives

Documents

DocsReceived

ElectronicDoc Delivery

HMC, Bankerreceives Docs

ElectronicDocumentDelivery

Docs FolllowUp Queue

Doc ReviewQueue

ElectronicClosingProcess

ChangeAnalysisEngine

FinalValidation T

imer

ProcessManager

Work StatesFundingProcess

Notification

Loan AccountNumber

Servicing Sys

E-Close?

Yes

No

SecureConsumerWebsiteDelivery

Docs OK?

Doc RedrawProcess

Yes No

Note Doc Redraw reasonsso we can identify root

causes for minimizing futureredraws

Print Procedures

1. Open MS Word2. Open the document3. Select File | Print4. Select a printer5. Press the OK button

Vision & Strategy

Business Processes & Tasks

Conduct Interviews Schedule enough time to ask

questions about what a Person does but to also watch them perform their duties for a period of time

Document everything that is said and pay special attention to the specific order of events, pre-requisites, inputs and outputs, constraints, things that work well vs. things that need improvement

Ask Questions and begin Analyzing on the spot

{Business Process Questionnaire} Purpose Define the intent of the interview

Identify if the purpose is to gather “as-is” process information for a specific purpose (e.g. to create a “to-be” model)

Note if there will be any follow-up actions as a result of the interview

Description Describe the Process being documented in non-technical terms

Roles Define the person’s role in the process (it may be helpful to capture their name for future reference!)

Document more than a job title, actually define the role and what part the role plays in the overall process

Pre-Conditions

Identify any upstream activities, triggers, dependencies or prerequisites to this process that must be met prior to beginning

Input Items Identify information, real items, etc. that are required or optional input items to this process

Tasks/Steps 1. Identify detailed steps and tasks that the role performs to complete the process

2. For each step identify any validation, business rules, constraints, etc. that are relevant to the specific task

3. Identify any defined/documented procedures, deviations from the “defined” procedures that a particular person or group makes and why the deviations are made (good place to find improvement or automation steps to “workarounds” or inefficient practices, etc.)

Output Items Identify any products, services, information, etc. that are created as a result of the task steps

Name and/or describe the product, service Name and/or provide examples of any reports created Identify where the output goes next (this may help identify additional

persons and processes not previously detected)

Supporting Tools

Name and describe anything used as a supporting item in the performance of these tasks Process documentation Training materials Tools Applications/Systems (can be generic description at the “system name”

level if generally understood, or detailed into specific screens, databases, etc. if necessary)

Validation/ Verification

1. Detail the steps taken to ensure that the process is complete

Post-Conditions

Identify any characteristics checked in the product or service to terminate the process.

Identify quality standards Define how the “recipient” of the output is involved in determining

whether they accept the product or service as an input in the next process

Additional Information

Document any comments about the process that may help improve the tasks, input or output. Many additional requirements are found by simply asking what could be better about a process, what works well, etc.

Downloadable sample at www.mentortek.com/bpm/

Analyze!

The deliverable of a Business Analyst conducting Business Process Modeling is rarely to document the “status quo” process. Do something with the knowledge, you may be the only person in an organization with both the big picture and details!

Analyze the process and INVENT ways to improve or modify the process with a new or modified ‘system’ (not always a computerized system!)… even during the interview! What did the People like that should continue? What did the People dislike that could be fixed? Where was the Process inefficient or constrained in a way that could

be improved? Were any opportunities to automate repetitive functions identified?

Things to Remember

When an output is heavily dependent on complicated Human Logic or subjective review, it is generally not easy to automate, but could be improved in other ways!

Your “inventions” may have a drastic impact on the People involved in a Process – be sensitive to the corporate culture and understand the impact BEFORE you present alternatives Test your ideas with both “early adopters” & “laggards” Make sure you have a Sponsor/Champion on your side

Sample Business Process

New Magazine Subscription

Jan googles (it’s a new word, trust me) information on Parrots one afternoon after she buys a new bird

Google returns a link to the “Parrots R Us” magazine website

Jan signs up with an online form to receive a 2-month free trial to receive the magazine

“Parrots R Us” wants to do everything they can to sell a 2-year subscription of their magazine to Jan

What is the Business Process and Model?

Jan Signs Up for the Free Trial

Marketing has worked with Google to place an ad online {Not part of this Process Model}

Jan enters the homepage for “Parrots R Us” which has a readily visible “Free Trial” online sign up form {Created by Marketing IT}

The information entered by Jan (Customer) is submitted to the Subscriptions System when she saves her entry {Let’s begin here} We understand that Jan is required to enter her name, address, e-

mail, phone number, and type of bird that she owns (with options for non-owners who are interested in Parrots)

The Subscriptions System identifies duplicates by address and last-name.

Jan’s Subscription is Received

Owen is a supervisor in the Subscriptions (Subs) department whose team handles new subscriptions. We interview Owen to learn the following: Jan’s request is placed in the “New Subs” Queue of the

“Subs” system for processing Owen’s team of 5 Processors share the “New Subs”

Queue and work on the list in a FIFO order Within 24 hours (1 business day), Jan’s request will be

processed for a new subscription

Jan’s Subscription is Entered At the beginning of the day, each Processor logs

in and selects the “New Sub” queue to process records. The system automatically selects the first record in Queue to be handled

When one Subscription (Sub) is completed, the system displays the next record to be processed 2 of 5 Processors indicated the font on the New Subs

screen of the system is too small to read and strains their eyes. {Possible enhancement requirement to the system}

All 5 Processors felt the speed of the system was too slow in the afternoon (between 1 and 4pm each day){Possible constraint of the system to be investigated}

Jan’s Subscription is Processed

The Processor hits the <F7> key to validate or update the Customer’s Address This matches against USPS standards and automatically formats

the address, and adds the ZIP+4 to maximize mailing discounts If an address cannot be found, the Processor emails the Customer

for an updated address and the Record is returned to the “Pending Subs” Queue.

The department email address NewSubs@parrots.com is used as the return email address.

The system automatically assigns the Subscription Begin date as 30 days from the current date Owen believes that it would provide better turnaround and

Customer Retention to send it in 10 days{Potential discussion to facilitate with Marketing and Sales}

Jan’s Subscription is Processed

At the end of the day, each Processor Prints out the list of Subs processed (New Subs Report) The list shows the Customer Name and Subscription

begin date The printed list is placed in the “New Subs” basket at

the end of the aisle None of the Processors know what the list is used for.

Owen sends it interoffice to the Mail Room first thing each morning{What is the goal of this interaction?}

Handling Address Problems

Every Friday, Sally opens the “Pending Queue” and checks against the department inbox to see if any customers have responded to requests for address corrections If no matches are found, the record is returned to the “Pending

Queue” for review the following week If no matches are found for 4 weeks, the request for a New Sub is

deleted from the system Sally believes the company should call the Customer since their phone

number is required, but Owen indicated that Sr. Management did not want to incur the expense of phone calls or implement a new process to handle incoming calls if customers call back

Sally indicated that she wished there was a faster way to match up email responses to the system by having the New Sub ID in the subject line instead of just matching by the name on e-mail addresses

Initial Business Domain Model

Before beginning the process modeling exercises, it is beneficial to create an initial Business Domain Model to identify Who and What are involved in the process

As interviews proceed, add Who’s and What’s to the domain. Also serves as a helpful tool for technical team members

needing to understand relationships of business objects and entities

Initial Business Domain Model

Free-Trial SubscriberActor

Subscriptions System

Web Interface receives request

Places request in “New Subs” Queue

Validate Address

Set Free-Trial Subscription to start

in 30 days

Daily New Subs Reports New Subs Reports for Mail Room

(Submit request online)

New Subs Processors (5)Actor

Print report at end of each Day

(Owen) Collate all New Subs reports

Do what makes sense!

Some user communities will work well with Class Diagrams, UML Diagrams, etc. Others would work better with pictures such as this.

Note the emphasis on Actors, Systems, possible Use Cases (activities and goals) and outputs

I want “Parrots R Us” magazine free for 2 months.

New Subs Processor Business Process

Focus placed on “Activities” of a Person with little regard to systems

Process New Subscriptionsin New Subs Queue

Validate Mailing Addressesfor New Subscriptions

E-mail Subscribers with invalidMailing Addresses

Process Pending Queueand E-mail Inbox forAddress Corrections

Print New Subs Report

Friday Onlyby Sally

Note: each of these activities has additional detailed steps that are best explained in text procedures

This is a fairly basic and immature format, but will help communicate issues in the early stages of requirements discovery and dependencies between processes

New Subs Business Process (w/system)

Focus placed on “Interactions” of a Person with a System

Begins defining a Business “Object” using a Class Diagram for the “Free-Trial Request”

New Subs ProcessorSubscription SystemNew Subscriber

Potential Subscriber SubmitsFree-Trial Request Online

Free-Trial Request savedinto Subscriptions System

Automatic "Thank You"e-mailed to Subscriber

Subscription SystemIdentifies Duplicates

“Renewal Offer"e-mailed to Subscriber

Not

a

Dup

licat

e

Dup

l icat

e

Request Savedto “New Subs” Queue

New SubsProcessor ValidatesMailing Address (F7)

-Name-Address-e-mail address-phone number

Top Package::Free-Trial Request

Subscriber’s Addressupdated to USPS format

Subscription BeginDate Set

Valid Address

E-mail Subscriberto request new

address

Print DailyNew Subs Report

“Swimlanes” can help define boundaries in the flow of activities between departments, individuals, systems, etc.

This format is a little more mature and begins to detail out the input and output items, dependencies and ownership of processes

Can We Re-Engineer?

Automate the Processing If address is good, auto-process and free up

Processors for other duties If address is bad, add to Pending Queue (same

as now) for manual resolution Call the Customer (now that there is time) and

process address corrections over the phone Higher customer service Free up New Subs team to help with Renewals Can this increase growth? Cut costs?

What could the new Process Be?New Subs ProcessorSubscription SystemNew Subscriber

Submit Free-TrialRequest (Online)

Save Free-Trial Request

E-Mail Automatic"Thank You"to Subscriber

Identify Duplicate Requests

E-Mail “Renewal Offer" to Subscriber

No

t a

Du

plic

ate

Du

plic

ate

Validate Address

-Name-Address-e-mail address-phone number

Top Package::Free-Trial Request

Save Request toPending Queue

(for manual resolution)

Set SubscriptionBegin Date

(revised to 10 days)

Request new address(Call/E-mail)

Print DailyNew Subs Report

*Note change to Action-driven “Use Case” languageand Updates to System/Process

Inva

lid A

ddr

ess

ValidAddress

-Name-Address-e-mail address-phone number-NewSubID

Top Package::Invalid Address

X

Delete Requestsw/o Response

Why not automate?

Listening to requirements and vision statements during your Process Analysis allow you to invent Use Cases that may improve the overall system

The diagram becomes more mature as additional Entities gain detail

Each process can map off to individual task level or to Use Case steps and additional requirements

Use a Format that makes Sense

The following diagrams are for the “Parrots” Marketing Business Process Compare how a format that works in one setting

may not work in another Be willing to experiment and try new formats that

communicate details more appropriately

Marketing Business Process (swim lane format)

Mo

ntly

at

Mo

nth

-En

dW

ee

kly

by

We

dn

esd

ay

We

ekl

y b

y T

ue

sda

yW

ee

kly

on

Th

urs

da

y

NancyJoel

Run Prospects Reportfrom New Subscriptions

Give Prospects Reportto Joel

Joel inputs weekly ProspectsReport to Excel

Mail-Merge Names,Addresses to Discount

Letters from copy of spreadsheet

Compile weekly spreadsheetsto monthly spreadsheet and

send to ChoicePoint

Fold and Stuff Discount Letters

Deliver Envelopes to MailRoom for Postage and Mailing

Enter Marketing Codes inSubs System for Packaging

Compare data in Report returnedby ChoicePoint to available offers

When necessary, it is possible to use criss-cross swim lanes to delineate different types of ownership or event flow, but in some cases, this may add confusion rather than clarify the situation

In this example, it is difficult to grasp input and output items without a “system” involved

Marketing Business Process (alternate view)

Processes external to “Parrots R Us”

New Subsprocesses new

Free-TrialRequests

Nancy runs“ProspectsReport” onThursday

Output:Prospects

Report

Nancy gives“Prospects

Report” to Joel

Joel enters data from“Prospects Report” intoweekly Spreadsheet by

Tuesday

Output:Weekly Prospects

Spreadsheet

Nancy uses copy ofSpreadsheet to mail-merge with Discount

Letter template

Output:Discount Letters for

potential Subscribers

Nancy folds andstuffs letters in

envelopes

Output:Envelopes with

Letters

Nancy sendsEnvelopes to Mailing

Room for postageand mailing

Joel combinesweekly Spreadsheets

for monthly reportsent to ChoicePoint

Output:Montly ChoicePoint

Report

ChoicePoint compilesMonthly Spreadsheetwith additional data for

“Parrots” Marketing

Output:Monthly ChoicePoint

Data Spreadsheet

Joel comparesChoicePoint data to

list of currentofferings

Joel decides which codes touse and enters in

Subscriptions System forPackaging to use in next

magazine mailer

ChoicePoint comparessubscriber data to

database

Consider a more linear approach and visually-distinct process model that can be easily understood by your audience

From this format, identify opportunities to improve or automate in the same way you would others

BPM Best Practices Ensure a high-level Champion or Steering Group is formed to

provide executive sponsorship and definition of goals in a large process-modeling exercise.

Start small, demonstrate success and build on the success. Start with a narrow scope before trying to choreograph an entire enterprise business process model.

Ensure business persons’ expectations are set appropriately at the outset; otherwise they will assume that this project is “just like all of the other projects that came before” and produced few tangible results. Make sure you deliver on those expectations!

To be successful, BPM must be a way of thinking of the enterprise and building a process into the overall business architecture rather just a way of documenting steps in a process that appears to be independent of the business.

BPM Best Practices (continued)

Build Re-Usable Process Components when possible Business Objects/Entities

Customer (Name, Address, E-Mail address, Phone Number) Customer Report (Name, Date Added, Last Sale Date, Credit

Rating) Loan (Loan Name, Loan Type, Interest Rate)

Interfaces and Systems System Notation, Name, Description Interface Name, Description, Purpose, Input/Output formats, etc.

Processes and Activities Retrieve Customer Data Update Address

Organizational Structure descriptions Department/Division Name, Description, etc. (e.g.

Recap and Close

Start Simple Do what you know. Learn to do more! Educate as you implement (yourself, your

business partners, others in the enterprise) Look for the details in the big picture Share your knowledge Experiment with formats Your primary goal is to COMMUNICATE

Resources www.bptrends.com www.bpmi.org

www.iiba.com www.mentortek.com/bpm/

Final Words – Seek out coaching, advice, and practice opportunities Actively engage in the science, art, and sport of Business Process

Modeling: The more you seek out coaching, advice, and practice opportunities, the more your technique and ability will improve.

For more information, to share thoughts, ask questions, or discuss training opportunities, feel free to email me at letstalk@mentortek.com or jeffh@mentortek.com

Special ThanksI would like to thank the following individuals for their help in review and preparation of this material:

Brian Steckelberg

– from whom I outright copied several diagrams and slides, THANK YOU!

Sinikka Waugh, Pam Mohr, Jodi Rhone, John Durman

– for reviewing and providing input on this presentation, THANK YOU!