Business process modeling: Difference between revisions

Revision as of 13:19, 27 November 2024

Revision as of 13:20, 27 November 2024

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== 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'' listlists 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

* Process-oriented ''re-organization'', both in the sense of "(revolutionary) [[business process re-engineering]] and in the sense of [[Continual improvement process|continual (evolutionary) process improvement]]"<ref name="ROSEMANN" /> ^{(Chapter 3.2.1 Relevant perspectives on process models) ← automatic translation from German} with the objective of a [[vulnerability assessment]]<ref name="GADATSCH"/> ^{(Chapter 2.5.4 Areas of application for process modeling in practice) ← automatic translation from German}, ''process optimization'' (e.g. by controlling and reducing total cycle time<ref name="MILTENBURG-SPARLING">John Miltenburg, David Sparling: ''Managing and reducing total cycle time: models and analysis'' in Elsevier ''International Journal of Production Economics'', December 1996, Pages 89-108</ref> (TCT), through [[Kaizen]], [[Six Sigma]] etc.) or ''process standardization''