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Improving Process Models for Better Understanding and Analysis Dr.  Darius Šilingas Head of Solutions Department  @ No Magic Europe Mobile: +370 686 12748 e-mail:  [email_address] LinkedIn:  http://lt.linkedin.com/in/dariussilingas
About Instructor ,[object Object],[object Object],[object Object],[object Object],[object Object]
Challenge of Informal Business Process Drawings How to optimize VIP customer service ?
Komunikacijos standartų poreikis – Babelio pavyzdys
What Is BPMN? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BPMN 2.0 Diagrams Process Diagram Collaboration Diagram Choreography Diagram Conversations in Collaboration Diagram
A Minimal Subset of BPMN Elements
From Bad Practices to Best Practices ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Bad Practice Nr. 1: Over Complex Diagrams
Best Practice Nr.1 :  Several Levels of Details ,[object Object],[object Object]
Bad Practice  Nr. 2 :  Mixed Naming ,[object Object]
Best Practice  Nr. 2 :  Naming Conventions   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Language influences thinking
Best Practice Nr.2: Refactored Process
Bad Practice Nr.3 :  Modeling Minor Details ,[object Object],[object Object]
Best Practice Nr.3 :  Describing Minor Details ,[object Object],[object Object],[object Object],[object Object]
Bad Practice Nr.4: Slalom in Diagrams ,[object Object],[object Object],[object Object],[object Object]
Best Practice  Nr. 4 :  Clear Primary Scenario ,[object Object],[object Object]
Bad Practice Nr.5 :  Reinventing Bicycle ,[object Object]
Best Practice  Nr.5:  Process Patterns ,[object Object]
Bad Practice Nr.6 :  Inconsistent Gateways
Best Practice Nr.6 :  Consistent Gateways
Bad Practice Nr.7 :  Repeating Events
Best Practice  Nr.7:  Proper Event Context
Monitoring Business Processes
Analysis of KPI Change Over Time
Quantitative Business Process Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Measuring Process KPIs Business Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Can I Measure for a Specific Process? Appropriate start time Quality Assessment (questionnaires) Costs Revenue
How to Develop BPMN Modeling Culture? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
More Information Is Available In … ,[object Object],[object Object]
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The End ,[object Object],[object Object],[object Object]

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5. 21.10.11-darius silingas-improving-process_models_for_better_understanding_and_analysis

Notes de l'éditeur

  1. Language: semantics and meaning, simplify language to be accessible to business people No Magic is an active member of OMG. Business Process Modelling Notation (BPMN) is a graphical representation for specifying business processes in a workflow. BPMN was developed by Business Process Management Initiative (BPMI) . In august 2001 the Notation working group was formed. The group was composed of 35 companies, organizations or individuals. May 2004 BPMN 1.0 specification was released to the public. February 2006, BPMN 1.0 was adopted as an OMG standard and is currently maintained by the Object Management Group since the two organizations merged in 2005. As of January 2009, the current version of BPMN is 1.2, with a major revision process for BPMN 2.0 in progress.
  2. Keep lanes, remove multiple instance, add X notation, leave default sequence flow
  3. Laikas (vykdymo ir laukimo) Resursų naudojimas (žmonių, sistemų, dokumentų) Defektų kiekis (...) Efektyvumas (...) Dažniausiai analizuojami dinaminiai pokyčiai arba santykiai Proceso sukuriamos “šiukšlės”
  4. Laikas (vykdymo ir laukimo) Resursų naudojimas (žmonių, sistemų, dokumentų) Defektų kiekis (...) Efektyvumas (...) Dažniausiai analizuojami dinaminiai pokyčiai arba santykiai Proceso sukuriamos “šiukšlės”