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[[File:BPMN-AProcessWithNormalFlow.svg|alt=|thumb|400x400px|A business process modeling of a process with a normal flow with the [[Business Process Model and Notation]]]]
'''Business process modeling''' ('''BPM''') is the action of capturing and representing [[business processes|processes]] of an enterprise (i.e. [[modeling]] them), so that the current business processes may be analyzed, applied securely and consistently, improved, and automated.
BPM is typically performed by business analysts, with subject matter experts collaborating with these teams to accurately model processes. It is primarily used in [[business process management]], [[software development]], or [[systems engineering]].
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== Overview ==
[[File:Fife-Disciplines-Of-The-BPM.png|thumb|The five disciplines of business process management and their relationships]]
According to the Association of Business Process Management Professionals (ABPMP), business process modeling is one of the five key disciplines within [[business process management|Business Process Management]] (BPM).<ref name="EABPM">Association 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, ISBN 978-3-921313-80-0</ref> <sup>(Chapter 1.4 CBOK® structure) ← automatic translation from German</sup> The five
* Process modeling : Creating visual or structured representations of business processes to better understand how they work.
* Process analysis : understanding the as-is processes and their alignment with the company's objectives – analysis of business activities.
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In the field of [[software engineering]], the term ''business process modeling'' opposed the common [[software process]] modeling, aiming to focus more on the state of the practice during [[software development]].<ref>Brian C. Warboys (1994). ''Software Process Technology: Third European Workshop EWSPT'94'', Villard de Lans, France, February 7–9, 1994: Proceedings. p. 252.</ref> In that time (the early 1990s) all existing and new modeling techniques to illustrate business processes were consolidated as 'business process [[modeling language]]s'{{Citation needed|date = April 2014}}. In the [[Object Oriented]] approach, it was considered to be an essential step in the specification of business application systems. Business process modeling became the base of new methodologies, for instance, those that supported [[data collection]], data flow analysis, process flow diagrams, and reporting facilities. Around 1995, the first visually oriented tools for business process modeling and implementation were presented.
== Objectives
[[File:Influencing-factors-on-the-business-process-model.png|thumb|Influencing factors on the business process model]]
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* [[Modularity|Modularization]] of company processes
* [[Benchmarking]] between parts of the company, partners and competitors
* Performing [[activity-based costing]] and [[simulation
** to understand how the process reacts to different stress rituals or expected changes
** to evaluate the effectiveness of measures for ''business process optimization'' and compare alternatives
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* Participation in competitions (such as [[European Foundation for Quality Management|EFQM]]).
== Applications
Since business process modeling in itself makes no direct contribution to the financial [[Profit (economics)|success]] of a company, there is no motivation for business process modeling from the most important goal of a company, the [[For-profit corporation|intention to make a profit]]. The motivation of a company to engage in business process modeling therefore always results from the respective purpose. ''Michael Rosemann, Ansgar Schwegmann und Patrick Delfmann'' lists a number of purposes as motivation for business process modeling:
* Organizational ''documentation'', with the "objective of increasing transparency about the processes in order to increase the efficiency of communication about the processes"<ref name="ROSEMANN"/> <sup>(Chapter 3.2.1 Relevant perspectives on process models) ← automatic translation from German, </sup><ref name="GADATSCH"/> <sup>(Chapter 2.5.4 Areas of application for process modeling in practice) ← automatic translation from German</sup> including the ability to create process templates to relocate or replicate business functions or the objective to create a complete company model
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* To ensure suitable and available at the place and time as required;
* To ensure protection (e.g. against loss of confidentiality, improper use or loss of integrity);
* To consider distribution, access, retrieval, and use;
* To consider filing/storage and preservation (including preservation of readability);
* To perform monitoring of changes (e.g. version control); and
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Each business process should be independent – but the processes are interlinked.
The definition of a business process includes: What result should be achieved on completion? What activities are necessary to achieve this? Which objects should be processed (orders, raw materials, purchases, products, ...)?
Depending on the prevailing corporate culture, which may either be more inclined towards embracing change or protective of the status quo and the effectiveness of communication, defining business processes can prove to be either straightforward or challenging. This hinges on the willingness of key stakeholders within the organization, such as department heads, to lend their support to the endeavor. Within this context, effective communication plays a pivotal role.
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* Business Process Model and Notation (BPMN), proposed in 2002 by Stephen A. White, published by the Business Process Management Initiative – merged in June 2005 with [[Object Management Group]]
* [[Event-driven process chain]] (EPC), proposed in 1992 by a working group under the leadership of August-Wilhelm Scheer
* ''Value-added chain diagram'' ([[:de:
* [[Petri net]], developed by [[Carl Adam Petri]] in 1962
* Follow-up plans (e.g. in the specific form of a [[Flowchart]]), proposed in 1997 by Fischermanns and Liebelt
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