Contents
Business Process Management
Rationale
Business Process Management (BPM) is a field of knowledge at the intersection between management and information technology, encompassing methods, techniques and tools to design, enact, control, and analyze operational business processes involving humans, organizations, applications, documents and other sources of information.[1] The term 'operational business processes' refers to repetitive business processes performed by organizations in the context of their day-to-day operations, as opposed to strategic decision-making processes which are performed by the top-level management of an organization. BPM differs from business process reengineering, a management approach popular in the 1990s, in that it does not aim at one-off revolutionary changes to business processes, but at their continuous evolution. In addition, BPM usually combines management methods with information technology.
Example of Business Process Management (BPM) Service Pattern : This pattern shows how business process management (BPM) tools can be used to implement business processes through the orchestration of activities between people and systems.
BPM covers activities performed by organizations to manage and, if necessary, to improve their business processes. While such a goal is hardly new, software tools called business process management systems (BPM systems) have made such activities faster and cheaper. BPM systems monitor the execution of the business processes so that managers can analyze and change processes in response to data, rather than just a hunch.
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A Business Process is a set of linked activities that create value by transforming an input into a more valuable output. Both input and output can be artifacts and/or information and the transformation can be performed by human actors, machines, or both.
There are three types of business processes:
1. Management processes - the processes that govern the operation. Typical management processes include "Corporate Governance" and "Strategic Management".
2. Operational processes - these processes create the primary value stream, they are part of the core business. Typical operational processes are Purchasing, Manufacturing, Marketing, and Sales.
3. Supporting processes - these support the core processes. Examples include Accounting, Recruitment, IT-support.
A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the mapping of processes and sub-processes down to activity level.
Activities are parts of the business process that do not include any decision making and thus are not worth decomposing (although decomposition would be possible), such as "Answer the phone", "produce an invoice".
Business Process Modeling Notation can be used for drawing business processes in a workflow.
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Introduction
Process
Driven Development (PDD) is a methodology for constructing non-trivial custom software applications
by analyzing the business
processes in which they will be used. It complements the use
case driven approach to software development by helping
the software architect to establish a correct use-case model
for the application to be developed. The use-case driven approach
to software development was pioneered by Ivar
Jacobson and popularized by Doug Rosenberg in his book
“Use Case Driven Object Modeling with UML.
PDD is particularly useful when there are a large number of
different types of users who need to use the application for
different purposes. The goal of PDD is to identify the different
types of users of the system and to gain an understanding
the unique needs of each. PDD accomplishes this goal by modeling
the as-is and to-be business processes in which the application
to be constructed is involved and identifying the places where
individual users interact with the system to add value to
the business process. The people who interact with the system
map to “actors” in the use-case model. The touch
points with the system map to “use-cases” in the
use-case model. A use-case model derived in this fashion can
then be used as the basis for use-case driven development
with full confidence that it represents exactly the right
system to meet the needs of the business.
The visual representation of the business processes can vary.
The Rational
Unified Process has a Business Modeling discipline, for
example that uses diagrams from the Unified
Modeling Language to visually represent a business process.
These include use
case diagrams, activity
diagrams and sequence
diagrams. Another business
process modeling notation that can be used is the Business
Process Modeling Notation (BPMN).
External links |
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Business Process Modeling
Tutorials
- What Is Business Process Modeling
- The Business Process Model
- Business process modelling with process maps
- Operational Excellence through Business Process Management (BPM)
Readings
The term process model is used in different contexts. For example, in Business process modeling the enterprise process model is often referred to as the business process model. Process models are core concepts in the discipline of Process Engineering.
Process models are processes of the same nature that are classified together into a model. Thus, a process model is a description of a process at the type level. Since the process model is at the type level, a process is an instantiation of it. The same process model is used repeatedly for the development of many applications and thus, has many instantiations. One possible use of a process model is to prescribe how things must/should/could be done in contrast to the process itself which is really what happens. A process model is roughly an anticipation of what the process will look like. What the process shall be will be determined during actual system development.[2]
- Business Process Management
- BPMN
- BPEL
- Unified Modeling Language
- Object Process Methodology
- Domain Specific Language
- Model Driven Engineering
- Process architecture
- XPDL
- Zachman framework
- References
Recommended Texts
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Business Process Management (BPM): The Third Wave by Howard Smith (Author), Peter Fingar (Author) Check the availability and buy your books from our Bookshop. |
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Essential
Business Process Modeling
By
Michael Havey
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Resources
