Business Process Models

1. Dr. Darius Silingas, Head of Solutions Department
Business Process Models as a
Knowledge Management Platform

2. 2
About Lecturer
Dr. Darius Šilingas
ü Head of Solutions Department @ No Magic Europe
ü Head of BPM studies @ ISM Executive School
ü Expert in information system and business modeling,
lead 200+ training/consulting sessions in 22 countries
ü Chair of an annual conference “Business Process
Management in Practice” in Lithuania

3. Agenda
BPM and Value of Business Process Models
Cameo Business Modeler
Business Architecture @ No Magic Europe
Effective Business Process Modeling
Learn PAd Project

4. Business process management (BPM) is a "holistic
management" approach to aligning organization's
business processes with the needs of clients.
It promotes business effectiveness and efficiency
while striving for innovation, flexibility, and
integration with technology.
BPM attempts to improve processes continuously.
[ wikipedia ]

5. Business Process Management
Process
Performance
Effectiveness
• Higher value products/services
• Higher price (if possible)
Efficiency
Price
Costs
Market Size
Profit
INTERNAL OPPORTUNITIES
EXTERNAL OPPORTUNITIES
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6. Architecture of an Organization
Business Processes
People
Information
Systems
Finance
Mission, Vision,
Strategy, Tactics, Goals, Objectives
Other
Resources
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7. Zachman Enterprise Architecture
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8. How to minimize
the service
time?
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Specifying Business Architecture

9. Business Architecture Modeling Standards
Business Processes
People
Information
Systems
Finance
Mission, Vision,
Strategy, Tactics, Goals, Objectives
Other
Resources
9
BMM
(Business Motivation Model)

10. BPMN – the Standard for Business Process Modeling
ü Business Process Model and Notation (BPMN) is known as de
facto standard for graphical business process modeling
ü For basic modeling about 20 BPMN elements are sufficient
ü 1 day of training is enough to learn BPMN basics
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11. 11
Business Process
Diagram in BPMN
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12. WHY
do you
model?
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13. 1. Understanding complex structures and behaviors
2. Improving communication and collaboration
3. Easier analysis, estimation, experimentation, and
improvement planning
4. Knowledge preservation and reuse
Generic Modeling Benefits
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14. Throwaway Modeling
Business process models are used for short-term activities
§ Typically for scoping change in business improvement projects
A particular aspect is emphasized
§ Automation, data exchange, task durations, waste, etc.
Process consistency and completeness is not the main
concern
ü Apply simplest tools
ü Do not forget to throw away the model!
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15. 15
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16. Estimating Savings in a New Process
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17. Sustainable Modeling Culture
Models are corporate knowledge assets that provide a
long-term value and need to evolve together with
organization
ü A need for high quality and up-to-date models
ü A need for a dedicated business architecture tool
ü A need for a dedicated team supporting this effort
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18. Accessing Model Anywhere
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19. Realizing the Value of Modeling and Models
Creating
Models
Using
Models
Governing
Models
High Value from Modeling and Models
Center of
Excellence Principles
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20. The Truth is in
the Models®
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21. Agenda
BPM and Value of Business Process Models
Cameo Business Modeler
Business Architecture @ No Magic Europe
Effective Business Process Modeling
Learn PAd Project

22. Introduction to Cameo Business Modeler
Cameo Business Modeler (CBM) is a powerful
modeling platform for business architects and
analysts, supporting the following capabilities:
Business
Modeling
Model Analysis
Model
Publishing
Collaborative
Modeling in
Teams*
*using MagicDraw Teamwork Server
High Modeling Usability
Intuitive User Interface
Highly Customizable
User Guide with
illustrative examples
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23. Business Modeling: Strategic view
Business Motivation Model
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24. Business Modeling: Process view
Different levels of details for different roles
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25. Business Modeling: Data view
Capture Business Vocabulary and Data from Process Descriptions!
§ Understand business domain
concepts
§ Re-use in business processes
§ Link between process and data
views.
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26. Business Modeling: Organizational view
Evolve from typical org charts to integrated organizational view
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27. Bridging the gap between Business and IT
§ Refine Business Data from business process context
with Information Data used in the information
system
§ Know which components will realize business
process, which services will implement specific
business tasks…
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28. Model Analysis: What if?
§ Understand business domain
concepts
§ Who is performing specific
tasks?
§ Which tasks are without
assigned responsibility?
§ What task could be re-
delegated?
§ Which tasks could be
automated?
Business
Modeling
Model
Analysis
Model
Publishing
Collaborative
Modeling in
Teams*

29. Business Collaboration
Collaborate in Teams Using the Teamwork Server!
§ Centralized repository.
§ Controlled access to your models.
§ Multiple users working simultaneously on
the same project.
§ Prevention of conflicts.
§ Powerful version management (history,
branching, comparison, merge).
§ Lightweight Directory Access Protocol
(LDAP) support for user authentication.
Business
Modeling
Model
Analysis
Model
Publishing
Collaborative
Modeling in
Teams*
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30. Reporting and Publishing
Create Up-To-Date Report from Your Model!
§ Share information without the tool
§ Different points of view of your model
§ Save time with report templates
§ Customize report to your company template
Business
Modeling
Model
Analysis
Model
Publishing
Collaborative
Modeling in
Teams*
Report Engine
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31. Business Processes Description Report (Web)
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http://webreports.nomagic.com/

32. Try Free Analyst Edition of
Cameo Business Modeler!
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www.cameobusinessanalyst.com

33. Agenda
BPM and Value of Business Process Models
Cameo Business Modeler
Business Architecture @ No Magic Europe
Effective Business Process Modeling
Learn PAd Project

34. Business Architecture at No Magic Europe
Business
Architecture
System
Architecture
Technology
Architecture
WHO?
(People)
Roles and
Employees
WHAY?
(Data)
Concepts and
Information
HOW?
(Process)
Business
Processes
WHEN?
(Events)
Events, Durations
WHERE?
(Allocations)
Organization
Structure
WHY?
(Motivation)
Vision, Mission,
Goals, Objectives
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35. Business Architecture Model Structure
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36. Modeling Business Concepts
§ Vocabulary
§ Information structure
§ Used documents
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37. Service Menu
§ All offered professional services are properly described
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38. Business Process Definitions
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39. Business Process Diagram: Top-Down Approach
§ Process Flow
§ Used Document Templates
§ Used/Produced Documents
§ Events in Calendar
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40. Business Process Diagram: Bottom-up Approach
§ Detailed process description
§ Modeling starts from work details
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41. Reusable Business Processes
§ Process
description is used
as a visual guidance
for account
executives
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42. Business Architecture: Current Situation
§ Different departments model processes at different levels
§ Strategy is to capture new business ideas in top-down approach
§ Existing processes are captured during improvement efforts
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43. Roles
§ Roles are used as
resources in business
processes
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44. Roles vs. Employees
§ Employee may
simultaneously play
several roles
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45. Binding Process Activities to Roles

46. Agenda
BPM and Value of Business Process Models
Cameo Business Modeler
Business Architecture @ No Magic Europe
Effective Business Process Modeling
Learn PAd Project

47. A Primary Set of Principles for Effective BPMN
1. Unified Business Process Understanding
2. A Minimal Subset of BPMN Elements
3. Strict Naming Conventions
4. Simple Business Process Diagrams
5. Appropriate Abstraction
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48. What Is Business Process?
BUSINESS PROCESS is a set of related activities, which
is performed by the organization in order to create
value for its customers
Examples:
" Provide Loan
" Organize Conference
" Perform Financial Audit
" Resolve Customer Incident
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49. Business Process Characteristics
1. Business process is DISCRETE
ü Well-defined START
ü Well-defined END(S)
2. Successfully completed business process CREATES
BUSINESS VALUE
3. Business process is COMPOSED FROM ACTIVITIES
4. In most cases, the SEQUENCE of activities is important
5. Business process is REUSABLE
ü Unique results are usually achieved in projects
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50. A Minimal Subset of BPMN Elements
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51. Lanes and Pools
A POOL represents a Participant in the
Process
ü specific business entity
• e.g., a company
ü a more general business role
• e.g., a buyer, seller, or manufacturer
A LANE is a sub-partition within a Pool.
Lanes are often used for:
ü Internal roles (e.g., manager, associate)
ü Systems (e.g.., an enterprise application)
ü Internal departments (e.g., sales, shipping)
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52. Lanes and Pools Sample
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53. Strict Naming Conventions
ü Participant: a noun, e.g. Delegate, Seminar Coordinator
ü Activities: a strong verb + a noun, e.g. Announce Seminar
ü Events: a noun, e.g. Registration Request, Registration Deadline
ü Data objects: a noun, e.g. Customer List, Feedback Form
ü Gateways: unnamed (!) – gateways do not perform work
ü Sequence Flow: named only after a data-based gateway,
gives a condition on which it is activated, e.g. Participants > 30
Language
influences
thinking
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54. The Best Number of Activities to Display
in a Single Diagram
7±2
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55. Business Process Diagrams – Multiple Levels of Detail
Rule: up to 10 activities in
a single diagram
Question: How many
tasks can we define in 3
levels of detail?
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56. Appropriate Abstraction
“All models are wrong but some are useful.”
Prof. George E. P. Box
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57. Agenda
BPM and Value of Business Process Models
Cameo Business Modeler
Business Architecture @ No Magic Europe
Effective Business Process Modeling
Learn PAd Project

58. Learn PAd Website Ø http://www.learnpad.eu

59. About Learn PAd Project
• Research project funded under FP7 program
ICT-2013.8.2 Technology-enhanced learning
• Learn PAd will build an innovative holistic e-learning
platform for PAs that enables process-driven learning
and fosters cooperation and knowledge sharing
• model-based e-learning
• open and collaborative e-learning content management
• automated learner-specific collaborative content quality assessment
• model-driven simulation-based learning
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60. Learn PAd Overview: How (1)
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61. Learn PAd Overview: How (2)
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62. Learn PAd Overview: How (3)
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63. 63 /
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Solution dimensions
Model Based Learning
l Models have been used more and more to
represent different dimensions of an
organization
l Learn PAd explores how models, and their
graphical representation, can be exploited for
learning purpose
l Learn PAd identified different model
kinds to represent different
knowledge dimensions
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64. Learn PAd Metamodel
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65. Solution dimensions
Collaborative content management
Learn PAd provides an infrastructure to complement
models with textual information
l From process models a wiki infrastructure is
generated
l Pages are organized in accordance to the structure of
corresponding models
l CSs are prosumers of contents
l Wiki infrastructure enable off-line learning and on-
line learning, with access to contents related to
specific process activities and real cases (learn by
doing)
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66. Advanced Solution Dimensions
l Models and Textual Contents should be assessed
for quality to facilitate learning
l Business Process Simulation Based Learning
l Monitoring KPIs for Engaging Learners
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67. 67 Ø http://www.learnpad.eu

68. Learn PAd @ Social Networks
Public Administration as a Service
@ProjectLearnPAd
ProjectLearnPAd
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69. think BIG
start SMALL
and EVOLVE
The Recipe for Success
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70. Dr. Darius Silingas
Head of Solutions Department
No Magic Europe
Phone (direct): +370 37 705899
e-mail: darius.silingas@nomagic.com
lt.linkedin.com/in/dariussilingas/
Let’s Keep in Touch
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