more than just drawing shapes

presenting

Business Process Management

Amin Kazemihttp://www.linkedin.com/in/aminkazemi

Goals & Objectives

The Basic Business Process Fundamentals

- What’s, Why’s, How’s

Standards and Success Factors

Methods in Information Gathering

Overview of Sparx Enterprise Architect

Organisation Application

We are not looking for a quick fix, but an improvement in our overall process to help people in the ABS deliver their best results, and so that they feel happier and more rewarded in

their jobs

Program at a glance

Today’s Story

1Process Management

2Tools &

Techniques

3Uses &

Application

Process Management

Answering What, Why and How

1

Busi

ness

Pro

cess

Man

agem

ent

What is a Business Process

A (business) process is … Activities – A series of related activities that ‘flow’ through

an organisation

Limitless – It’s not limited to a single function or department

It’s something that can be viewed from end to end.

Busi

ness

Pro

cess

Man

agem

ent

What is a Business Process

A (business) process is … Contains a goal Has specific inputs Has specific outputs Includes a number of activities that are performed in some

order Uses resources May affect more than one organisational unit Has horizontal organisation impact Creates value for the stakeholders

Busi

ness

Pro

cess

Man

agem

ent

What is a Business Process A (business) process example …

For a good trip every element needs to work well

The value for traveller is in the complete experience, not just

some parts of it.

The value for the airline is also having every step work well.

A great experience is destroyed by lost luggage, both for

airline & traveller.

Busi

ness

Pro

cess

Man

agem

ent

What is Process Mapping

Business Process Modelling is … A Tool – used to understand, analyse and document

processes and activities in an organisation

Improvements – assist in identifying opportunities for improvements

Maps – displays the sequential steps involved in converting a specific input into the required output

Busi

ness

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cess

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What is a Business Process Management

“BPM is a Structured, Coherent, and Consistentmethod of understanding, documenting, modelling, analysising, simulating, executing and continuously changing end-to-end business processes and all involved resources in the light of their contribution to business improvement.”

Australian BPM Community of Practice

Purp

ose

& B

enefi

ts o

f BPM

Why Process Modelling

Typical reasons for conducting process mapping include:

1. To meet business goals and objectives

2. To support procedural transparency

3. To aid the development of training materials

4. To support the testing of business process (incl. timing, costs, resource identification,

base)

5. To identify risks and controls

6. To measure business process

7. To assist with identifying problems in processes

8. To identify stakeholders

9. To support the articulation of requirements

10. To improve the identification of system interactions

11. To support test case planning and development

Purp

ose

& B

enefi

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f BPM

Advantages of Process Modelling

Process mapping can be extremely valuable because it can identify improvements in a number of aspects in the BRU, including:

Increases understanding of the work process

Provides understanding of resource allocation

Documents training procedures

Tracks workflows

Increases self awareness

BPM

& N

otati

ons

How to map processes

There are different components that together form process models: Process Maps – simple flow charts of the activities

Process Descriptions – describes the process, including roles,

scenarios, goals, risks, measures, tests, business requirements and

related policy/procedural details

When combined, the components help to create a process model

that can be: Analysed,

Simulated and

Executed

BPM

& N

otati

ons

Why Business Process Management & Notation

BPMN is a notation for illustrating business processes in the form

of a diagram, it’s benefits are: Standard – developed by Business Process Management Initiative (BPMI)

Understandable – it’s easy for technical and non technical observers to

understand

Supported – adopted across the most industries, primarily by Europe,

North America and Oceania.

BPM

& N

otati

ons

- Eve

nts

Events – something that ‘happens’

An event is something that happens during the course of a business

process: Trigger – These events affect the flow of the Process and usually have a

trigger or ‘result’. It can start, interrupt, or end the flow

Start Events – indicates when a Process will begin.

Intermediate – occurs after a process has been started and before a process

is ended.

Time Event – used to represent delays in a process

There are different ‘Triggers’ that indicate specific circumstances that start the process. None Message Timer Rule

BPM

& N

otati

ons

- Acti

vitie

s Activities – something that we perform

An activity is a generic term for work that ABS/BRU perform

in a process. Goal – Represents an activity or set of activities preformed within

a business process to accomplish a goal.

Task – considered as a unit of work, the job to be performed. It can

be within a Sub-Process, which is an activity that can be refined.

BPM

& N

otati

ons

- Gat

eway

s Gateways – to be or not to be?

An gateway represents a control point with one sequence flow

in and more then one sequence flow out. Decisions – represents a decision to take exactly one path in the flow.

Parallel – represents when a process can perform multimple branches

of operation in parallel.

Exclusive – represents when only one of the output sequence flows is

to be followed, based on some condition.

Gateway AND Join XOR Join

10 C

ritica

l Suc

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Fac

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Summary

business process modelling …1. must be placed in the business context

2. must be an end to end view of the individual process and the business context

3. are part of an overall agreed business process architecture

4. To be consistent with conventions for any given environment

5. agree to conventions that are most suitable for the audience(s) in the

environment

6. are to be developed iteratively until they are base-lined

7. are an organisational asset and need to be maintained as such to achieve

maximum value

8. Should always start with the creation or full understanding of an ‘as is’ view of the

subject area

9. Allows for the creation of a ‘to be’ view once the ‘as is’ view has been objectively

analysed

10. Success factors are independent of tool selection

2 Tools & Techniques:

Applying theory into practice

Requ

irem

ents

Cap

ture

Detailed Requirements – WHAT the process shall do

Describes the goals and objectives of the business, and can be

extracted or reflected in the business process models. Data requirements – addressing what input the solution requires what

output data will be produced and what data it will need to keep track of

while in use.

Functional requirements – What the users need from the solution in

order to solve their business problem or meet business requirements

Non-functional requirements – Constraints or quality factors that the

solution must operating within.

Busi

ness

Pro

cess

Sco

pe

Dia

gram

Business Process Scope – IGOE

Framework for capturing and documenting the ‘Inputs, Guides,

Enablers and Outputs’ on What we do Input – What we need to do it.

Information, Materials, People

Guide – Why, When, and How we do what we do.

Policies, Strategies, Regulations, Law, Knowledge, Triggering Events

Enablers – Where we do it and What and Who we do it with.

Human Resource, Tools, Equipment, Systems, Facilities, Assets

Output – What we produce or deliver.

Results, Information, Deliverables, Products, People

Business Process Scope Diagram

BPM

N T

ool –

Spa

rx E

ASparx Enterprise Architect – Visual Modelling Platform

Modelling – easily model complex processes and procedures

Documentation – produce detailed and quality documentation in RTF,

PDF and HTML formats

Repository Centric – a main container of all models that can be

iteratively accessed and reused.

3 Uses & Application

Applying within BRU

Ente

rpris

e Le

vel

Understanding Change Drivers

Integration – linking data to help develop solutions to complex

problems.

Capability – involving more staff in leadership and analysis.

Collection – addressing organisations pain points, reduce stovepipes,

improve connectivity and increase statistical coherence.

Manage – to better manage information within the organisation and

across the industry.

Proc

ess

Leve

lUnderstanding and Analysing Processes

Information for understanding and anlysing the process. Gap Model – defining the elements from current to desired that are a

result of performance and capabilities gap.

Stakeholders – visual representation of the relationships between

process and entities that are concerned with outcomes.

Process Scope – classify and summarise the types of process problem.

Problems and measures – assessing against:

Quality

Quantity

Timeliness

Flow

Appropriateness

Bene

fits

of B

PMReasons for Business Process Management

A methodology to organise, manage and measure core processes. Efficiency and Effectiveness – improved by aligning activities and human

resource.

Agility – increased to quickly and efficiently create new business

processes.

Technology – implement to improve the management of business

processes.

Management Philosophy – promote to create and maintain relevance

by integrating all activities:

Bene

fits

for o

rgan

isati

ons

Reasons for Business Process Management

Implementation Level

Modelling software tool Developing training courses to teach skills required by new or changes to processes

Process LevelRedesign, improve, document

business processesRedesign to comply with

requirementsBuild capability and knowledge

management

Enterprise LevelAllow

Reengineering,.

Standardize processes

throughoutCreate BPM Office Auditing purposes

To standardise processes and measurements

Where there is movement, there is improvement.

Thank you

Amin Kazemihttp://www.linkedin.com/in/aminkazemi