Business process modeling: Difference between revisions

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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> ^{(Chapter 1.4 CBOK® structure) ← automatic translation from German} The five diciplinesdisciplines are:

* 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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* [[Modularity|Modularization]] of company processes

* [[Benchmarking]] between parts of the company, partners and competitors

* Performing [[activity-based costing]] and [[simulation|simulations]]s

** 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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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:Wertsch%C3%B6pfungskettendiagrammWertschöpfungskettendiagramm|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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[[Category:Business process modelling| ]]