Business process modeling: Difference between revisions

Revision as of 10:06, 20 March 2024

Revision as of 10:08, 20 March 2024

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[[File:BPMN-AProcessWithNormalFlow.svg|alt=|thumb|400x400px|Example of business process modeling of a process with a normal flow with the [[Business Process Model and Notation]]]]

'''Business process modeling''' ('''BPM'''), mainly used in [[business process management]]; [[software development]] or [[systems engineering]], is the action of capturing and [[#Representation type and notation|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, who provide expertise in the modeling discipline; by subject matter experts, who have specialized knowledge of the processes being modeled; or more commonly by a team comprising both. Alternatively, the process model can be derived directly from digital traces in IT systems (such as events' logs) using [[process mining]] tools.

According to ''[https://de.wikipedia.org/wiki/Andreas_Gadatsch Andreas Gadatsch]'', process modeling is «about mapping sections of reality from a business area in a business process from a technical and conceptual perspective.»<ref name="GADATSCH">Andreas Gadatsch: ''Management von Geschäftsprozessen / Methoden und Werkzeuge für die IT-Praxis: Eine Einführung für Studenten und Praktiker'', 2nd revised and expanded edition, Vieweg, Braunschweig/Wiesbaden 2002, ISBN 978-3-528-15759-3</ref> ^{(Chapter 1.1 Process Management) ← automatic translation from German}

== Overview ==

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But also other [[Quality (philosophy)|qualities]] (facts) such as [[data]] and [[business object]]s (as [[Input output|inputs]] / [[Input output|outputs]]), [[formal organization]]s and [[Actor (UML)|roles]] (responsible/accountable/consulted/informed persons, see [[Responsibility assignment matrix|RACI]]), [[resource]]s and [[application software|IT-systems]] as well as [[guideline]]s/instructions ([[Means of labor|work equipment]]), [[requirement]]s, [[Performance indicator|key figure]]s etc. can be modeled.

The more of these characteristics are incorporated into the business process modeling, the better the abstraction of the business process models reflects reality - and the more complex the business process models become. «To reduce complexity and improve the comprehensibility and transparency of the models, the use of a view concept is recommended.»<ref name="GADATSCH">Andreas Gadatsch: ''Management von Geschäftsprozessen / Methoden und Werkzeuge für die IT-Praxis: Eine Einführung für Studenten und Praktiker'', 2nd revised and expanded edition, Vieweg, Braunschweig/Wiesbaden 2002, ISBN 978-3-528-15759-3</ref>^{(Chapter 2.4 Views of process modeling) ← automatic translation from German} There is also a brief comparison of the view concepts of five relevant German-speaking schools of [[business informatics]]: 1) ''[[August-Wilhelm Scheer|August W. Scheer]]'', 2) ''[https://de.wikipedia.org/wiki/Hubert_%C3%96sterle Hubert Österle]'', 3) ''Otto K. Ferstl and Elmar J. Sinz'', 4) ''[https://de.wikipedia.org/wiki/Hermann_Gehring_(Wirtschaftswissenschaftler) Hermann Gehring]'' and 5) ''[https://de.wikipedia.org/wiki/Andreas_Gadatsch Andreas Gadatsch]'' Further details on view concepts can also be found in [https://de.wikipedia.org/wiki/Unternehmensabbildung company mapping] (German).

The term ''views'' (''[[August-Wilhelm Scheer|August W. Scheer]]'', ''Otto K. Ferstl and Elmar J. Sinz'', ''[https://de.wikipedia.org/wiki/Hermann_Gehring_(Wirtschaftswissenschaftler) Hermann Gehring]'' and ''[https://de.wikipedia.org/wiki/Andreas_Gadatsch Andreas Gadatsch]'') is not used uniform in all schools of [[business informatics]] - alternative terms are ''design dimensions'' (''[https://de.wikipedia.org/wiki/Hubert_%C3%96sterle Hubert Österle]'') or ''perspectives'' (''[[Zachman Framework|Zachman]]'').