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"/>