Business process modeling: Difference between revisions

Revision as of 00:11, 21 May 2024

Revision as of 01:48, 23 May 2024

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* Support processes."<ref name="EABPM"/> ^{(Chapter 2.4 Process types) ← automatic translation from German}

These three process types can be identified in every company and are used in practice almost without exception as the top level for structuring business process models.<ref>Knowledge database: [https://der-prozessmanager.de/aktuell/wissensdatenbank/prozesslandkarte ''In 6 einfachen Schritten zur Prozesslandkarte''], DER PROZESSMANAGER GmbH (last accessed: January 25, 2024)</ref> Instead the term ''leadership processes'' the term ''[[management process]]es'' is typically used. Instead of the term ''execution processes'' the term ''[[Business processes|core process]]es'' has become widely accepted.<ref name="SCHMELZER"/> ^{(Chapter 6.2.1 Objectives and concept) ← automatic translation from German,} <ref name="BECKER-KAHN">Jörg Becker and Dieter Kahn: ''Der Prozess im Fokus'' in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): ''Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung'', 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN 3-540-00107-7</ref> ^{(Chapter 1.3 The concept of process) ← automatic translation from German,} <ref name="BECKER-MEISE">Jörg Becker and Volker Meise: ''Strategie und Organisationsrahmen'' in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): ''Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung'', 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN 3-540-00107-7</ref> ^{(Chapter 4.12.2 Differentiation between core and support objectives) ← automatic translation from German,} <ref name="SPECK-SCHNETT">Mario Speck and Norbert Schnetgöke: ''Sollmodellierung und Prozessoptimierung'' in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): ''Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung'', 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN 3-540-00107-7</ref> ^{(Chapter 6.2.2 Identification and rough draft) ← automatic translation from German}

If the ''core processes'' are then organized/decomposed at the next level in [[supply chain management]] (SCM), [[customer relationship management]] (CRM), and [[product lifecycle management]] (PLM), standard models of large organizations and industry associations such as the ''[[Supply chain operations reference|SCOR model]]'' can also be integrated into business process modeling.

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* ''Selection'' of [[Enterprise resource planning|ERP]] software, which "often documents its functionality in the form of (software-specific) reference models, so that it makes sense to also use a comparison of the company-specific process models with these software-specific models for software selection"<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}

* Model-based ''customization'', i.e. "the configuration of commercial off-the-shelf software" often by means of "parameterization of the software through configuration of reference models"<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}

* Software development, using the processes for "the description of the requirements for the software to be developed at a conceptual level as part of [[requirements engineering]]"<ref name="ROSEMANN"/>^{(Chapter 3.2.1 Relevant perspectives on process models) ← automatic translation from German,} <ref name="MOLTER">Michael Molter: ''Die Prozessorientierte Applikationslandschaft'' in August-W. Scheer, Wolfram Jost and Karl Wagner (publisher): ''Von Prozessmodellen zu lauffähigen Anwendungen'', Springer Berlin, Heidelberg, New York 2005, ISBN 3-540-23457-8</ref> ^{(Chapter 3 The path to a process-oriented application landscape) ← automatic translation from German,}<ref name="GADATSCH"/> ^{(Chapter 2.5.4 Areas of application for process modeling in practice) ← automatic translation from German}

* Workflow management, for which the process models are "the basis for the creation of instantiable workflow models"<ref name="ROSEMANN" /> ^{(Chapter 3.2.1 Relevant perspectives on process models) ← automatic translation from German}

* Simulation with the aim of "investigating the system behavior over time" and the "identification of weak points that would not be revealed by a pure model view"<ref name="ROSEMANN" /> ^{(Chapter 3.2.1 Relevant perspectives on process models) ← automatic translation from German}

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==== Define framework conditions ====

The analysis of business activities determines and defines the framework conditions for successful business process modeling. This is where the company should start,

* define the relevant ''applications'' of business process modeling on the basis of the [[business model]] and where it is positioned in the [[value chain]],

* derive the ''strategy for the long-term success of business process modeling'' from the [[business strategy]] and

develop an approach for structuring the business process models. Both the relevant ''purposes'' and the ''strategy'' directly influence the [[process map]].

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[[File:FT-Excerpt-of-company-functions.png|thumb|Function tree with an excerpt of typical company actions, ''sales pipeline'' relevant functions marked]]

For example, in August W. Scheer's ARIS it is possible to use functions from the ''function view'' as processes in the ''control view'' and vice versa. Although this has the advantage that already defined processes or functions can be reused across the board, it also means that the proper purpose of the ''function view'' is diluted and the ARIS user is no longer able to separate ''processes'' and ''functions'' from one another.

The first image shows as a value chain diagram how the business process ''Edit sales pipeline'' has been broken down into ''sub-processes'' (in the sense of representing the sequence of actions (activities)) based on its phases.

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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'' ([https[://de.wikipedia.org/wiki/:Wertsch%C3%B6pfungskettendiagramm |VAD]]), for visualizing processes mainly at a high level of abstraction

* [[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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Furthermore:

* ''Communication structure analysis'', proposed in 1989 by Prof. [https[://de.wikipedia.org/wiki/Hermann_Krallmann:Hermann Krallmann|''Hermann Krallmann'']] at the Systems Analysis Department of the TU Berlin.

* ''Extended Business Modelling Language'' (xBML)<ref>Cedric G. Tyler and Stephen R. Baker: ''Business Genetics: Understanding 21st Century Corporations using xBML'', John Wiley & Sons Ltd, 2007, ISBN 978-0-470-06654-6</ref> (seems to be outdated, as the founding company is no longer online<ref>{{Cite web |url=http://www.xbmlinnovations.com/Home.aspx |title=Archived copy |access-date=2024-02-19 |archive-date=2014-01-09 |archive-url=https://web.archive.org/web/20140109032735/http://www.xbmlinnovations.com/Home.aspx |url-status=bot: unknown}} accessed February 19, 2024.</ref>)

* Notation from ''OMEGA'' (object-oriented method for business process modeling and analysis, '''O'''bjektorientierte '''Me'''thode zur '''G'''eschäftsprozessmodellierung und -'''a'''nalyse in German), presented by Uta Fahrwinkel in 1995<ref>{{Webarchiv |url=http://prof-mayr.de/bpe.html |text=Prof. Dr.-Ing. R. Mayr: ''OMEGA+ Beschreibungsmethode'' |wayback=20131022212248}}, auf prof-mayr.de, retrieved 5 February 2024; PDF "VL4030_OMEGA+-Beschreibungsmethode.pdf" nicht mehr verfügbar</ref>

* ''Semantic object model'' ([https[://de.wikipedia.org/wiki/Semantisches_Objektmodell:Semantisches Objektmodell|SOM]]), proposed in 1990 by ''Otto K. Ferstl and Elmar J. Sinz''

* [https[://de.wikipedia.org/wiki/:PICTURE-Methode |PICTURE-Methode]] for the documentation and modeling of business processes in public administration

* [[Data-flow diagram]], a way of representing a flow of data through a process or a system

* [[Swimlane]] technique, mainly known through [[BPMN]] but also SIPOC, the ''Process chain diagram'' ([https[://de.wikipedia.org/wiki/:Vorgangskettendiagramm |PCD]]) and other methods use this technique

* [https[://de.wikipedia.org/wiki/:ProMet |ProMet]], a method set for business engineering

* [[State diagram]], used to describe the behavior of systems