What is Possible vs What is Useful: Finding the Right Balance in Process Modeling Constructs
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Transcript of What is Possible vs What is Useful: Finding the Right Balance in Process Modeling Constructs
Michael zur Muehlen, Ph.D.Center of Excellence in Business Process InnovationHowe School of Technology ManagementStevens Institute of TechnologyHoboken [email protected]
Process Modeling: What is used vs. what is useful
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Modeling in the Large 2
Modeling in the Large: Industry Partners 3
Framework of Process Modeling Issues 4
Project Management
MaintenanceDesignSetup
Modelers Users Info. Providers
Tools and Lang.
Top Management
Support
Economics Governance
Strategy-related Issues
Top Management
Support
End-goal perceptions
Economic Value (economics)
PoliticsCommit-ment to
long term
ROI Justification
Sponsorship
Lack of value metrics (i.e.,
Balanced Scorecard)
Corporate standards
Focus on Initiatives
Incentives
Governance
Lack of Benchmarks
Costs
New tool acquisition
Training
Costs associated with
updating the models
Ownership of models
Lack of control
Lack of coordination
point
Strategy-related Issues5
Process Modeling Life Cycle Issues
Setup
Lack of common
methodology
Design
Consoli-dation and Integration
Lack of modeling objectives
Lack of standards for reuse
Variant management
InfrastructureModel quality
assuranceRework Timeliness
Corporate modeling standard
Level of abstraction
Modeling guidelines
Maintenance
Model maintenance
Modeling-related Issues6
Resource-related Issues
Process Modeler
BPM education
Model User
Integration of activities
Level of expertise
and experience
Cost efficiency
Capability to abstract
Turnaround time
Knowledge sharing
Level of complexity
Hierarchical decompo-sition of models
Tool and Language
Lack of model
utilization
Resistance to change / adoption of
BPM
Lack of transfer
Lack of communication
Lack of using full toolset
features
Intellectual property
Limited access to repository
Information Provider
Loss of knowledge
Lack of adequate
toolset
Integration with other modeling
tools
Lack of good graphical process mapping
Lack of efficient repository search
engine
Resource-related Issues7
BPMN - Practical use8
What is BPMN?Graphical Notation for Describing Business Processes
The “Look” of a process diagram
Flowchart based
Activity Network – Nodes and transitions
Sequential, Parallel and Conditional Paths
Arbitrarily complex diagrams
The BPMN will provide businesses with the capability of defining and understanding their internal and external business procedures through a Business Process Diagram, which will give organizations the ability to communicate these procedures in a standardized manner.
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Uses of BPMNTargeted at creating different types of Business Processes
Allows the creation of end-to-end business processes
Three basic types of sub-model within an end-to-end BPMN Model
Private (Internal) Business Processes
Internal to a specific organization
Abstract (Public) Processes
Represents interaction between a private business process and another process or participant
Only activities used to communicate outside the private business process are included
Collaboration (Global) Processes
Represents interactions between two or more entities
Sequence of activities representing message exchange between entities
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Uses of BPMNTargeted at creating different types of Business Processes
Allows the creation of end-to-end business processes
Three basic types of sub-model within an end-to-end BPMN Model
Private (Internal) Business Processes
Internal to a specific organization
Abstract (Public) Processes
Represents interaction between a private business process and another process or participant
Only activities used to communicate outside the private business process are included
Collaboration (Global) Processes
Represents interactions between two or more entities
Sequence of activities representing message exchange between entities
10
BPMN 1.1
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Mainly cosmetic changes
New symbol for Multiple Event and Gateway (used to be star,now pentagram)
New Signal Event
Separation of “catching” and “throwing” events
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Normal FlowTask
End EventStart Event / Event
PoolData-Based XOR
Start MessageText AnnotationMessage Flow
Parallel Fork/JoinLanes
GatewaySub-Process (Collapsed)
AssociationData Object
Intermediate TimerIntermediate Message
End TerminateSub-Process (Expanded)
End LinkDefault Flow
Inclusive Decision/MergeActivity LoopingException Task
Start LinkEnd Message
End ExceptionComplex Decision/Merge
Event-Based XORMultiple Instance
GroupTransaction
Intermediate EventEnd Cancel
CompensationIntermediate Compensation
Conditional FlowException Flow
Intermediate LinkStart Timer
Off-page connectorStart Rule
Intermediate RuleIntermediate Multiple
End CompensationStart Multiple
Intermediate ExceptionIntermediate Cancel
End MultipleCompensation Association
WebConsultingSeminar
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Normal FlowTask
End EventStart Event / Event
PoolData-Based XOR
Start MessageText Annotation
Message FlowParallel Fork/Join
LanesGateway
Sub-Process (Collapsed)AssociationData Object
Intermediate TimerIntermediate Message
End TerminateSub-Process (Expanded)
End LinkDefault Flow
Inclusive Decision/MergeActivity Looping
Exception TaskStart Link
End MessageEnd Exception
Complex Decision/MergeEvent-Based XORMultiple Instance
GroupTransaction
Intermediate EventEnd Cancel
CompensationIntermediate Compensation
Conditional FlowException Flow
Intermediate LinkStart Timer
Off-page connectorStart Rule
Intermediate RuleIntermediate Multiple
End CompensationStart Multiple
Intermediate ExceptionIntermediate Cancel
End MultipleCompensation Association
Number of Different Constructs14
0
5
10
15
20
25
30
3 4 5 6 7 8 9 10 11 12 13 14 15
Cluster Analysis15
Cluster Analysis15
Cluster Analysis15
Cluster Analysis15
Construct Clusters 16
Michael zur Muehlen, Ph.D.Center of Excellence in Business Process InnovationHowe School of Technology ManagementStevens Institute of TechnologyCastle Point on the HudsonHoboken, NJ 07030Phone: +1 (201) 216-8293Fax: +1 (201) 216-5385E-mail: [email protected]: http://www.cebpi.orgslides: www.slideshare.net/mzurmuehlen
Thank You - Questions?
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