Business process modeling: Difference between revisions

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== History ==

Techniques to model business processes such as the [[flow chart]], [[functional flow block diagram]], [[control flow diagram]], [[Gantt chart]], [[PERT]] diagram, and [[IDEF]] have emerged since the beginning of the 20th century. The Gantt charts were among the first to arrive around 1899, the flow charts in the 1920s, functional flow block diagram and PERT in the 1950s, and [[data-flow diagram]]s and IDEF in the 1970s. Among the modern methods are [[Unified Modeling Language]] and [[Business Process Model and Notation]]. Still, these represent just a fraction of the methodologies used over the years to document business processes.<ref name="TD03">Thomas Dufresne & James Martin (2003). [https://flowexamplesweb.hefloarchive.comorg/docsweb/Process-Modeling-for-E-Business20061220024049/http://mason.gmu.edu/~tdufresn/paper.doc "Process Modeling for E-Business"]. INFS 770 Methods for Information Systems Engineering: Knowledge Management and E-Business. Spring 2003 {{dead link|date=October 2010}}</ref> The term ''business process modeling'' was coined in the 1960s in the field of [[systems engineering]] by S. Williams in his 1967 article "Business Process Modelling Improves Administrative Control".<ref>Williams, S. (1967) "Business Process Modeling Improves Administrative Control," In: ''Automation''. December 1967, pp. 44 - 50.</ref> His idea was that techniques for obtaining a better understanding of physical control systems could be used in a similar way for [[business process]]es. It was not until the 1990s that the term became popular.

In the 1990s, the term ''[[business process|process]]'' became a new productivity paradigm.<ref name="Rol95">Asbjørn Rolstadås (1995). "Business process modeling and re-engineering". in: ''Performance Management: A Business Process Benchmarking Approach''. p. 148-150.</ref> Companies were encouraged to think in ''processes'' instead of ''functions'' and ''procedures''. Process thinking looks at the chain of events in the company from purchase to supply, from order retrieval to sales, etc. The traditional modeling tools were developed to illustrate time and cost, while modern tools focus on cross-functional activities. These cross-functional activities have increased significantly in number and importance, due to the growth of complexity and dependence. New methodologies include [[business process redesign]], business process innovation, business process management, [[integrated business planning]], among others, all "aiming at improving processes across the traditional functions that comprise a company".<ref name="Rol95"/>

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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 of business process modeling ==

[[File:Influencing-factors-on-the-business-process-model.png|thumb|Influencing factors on the business process model]]

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* Participation in competitions (such as [[European Foundation for Quality Management|EFQM]]).

== Applications of business process modeling ==

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"/> ^{(Chapter 3.2.1 Relevant perspectives on process models) ← automatic translation from German,}<ref name="GADATSCH"/> ^{(Chapter 2.5.4 Areas of application for process modeling in practice) ← automatic translation from German} 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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