BUSINESS PROCESS MANAGEMENT OVERVIEW

BUSINESS PROCESS
MANAGEMENT
Objectives
At the end of this presentation, you should know:
• How to utilize BPMN for better process design and

analysis
• Considerations in developing individualized / corporate
standards to process models
• Factors to consider in choosing process modeling tools
• How process models documented in BPMN enable
process faster technology-based improvements
2
What is BPM
3
What is BPM
Source: BPM Common Body of Knowledge – Association of BPM Professionals
• Is a management discipline
enabled by technology
• Continuously monitor and
improve business process
• Performance
• Visibility
• Agility
• Facilitate business innovation
Softwar
• Addresses
e end to end work
• delivers value to customer
• distinguishes between
processes, sub-processes,
activities, and functions
• Requires organizational
commitment
Business Process Management
An Approach to Management
• Improve profitability
• Focus on corporate throughput
• Reduce non-value add activity
• Collaborate improvements between IT and business
• Ensure that business units and systems are aligned

System: a regularly
interacting or
• Improve understanding of business
interdependent group of
• Exploit intellectual property items forming a unified
• Identify means of differentiation whole
5
How Do you Do BPM?
1. Plan
Identify business objective and goal
Clarify external and internal customer requirements
2. Analyze
Understand current process
Document “as-is”
3. Design and Model

Utilize process improvement methodologies
Develop “to-be”
Simulate
4. Implement
Change Management, IT deployment, re-organization
5. Monitor and Control

Identify business objective and goal
6. Refine
Insert PowerPoint Presentation Name

6 Here
Process Innovation:
Led by Business or IT?

7 Here
How Do Business and IT Work Together?
Business IT Users
Users
Application / IT
“Run” and grow the Development
Business
Meet Business
Process Utilize Information Requirements
Metrics Process
Mapping Educate on
Business Process SDLC
Process BPMN
Technology to help UML
Improvement Analysis SOA
Methodologies Data improve business
BPEL
Modeling processes
JAVA
Change Identify new business
Management Workflow Manage / Improve IT
opportunities
processes

8
Business Process Management
Supporting Technologies
• Business Process Analysis
• Modeling: Graphically represent process for analysis
• Simulation: Plays what-if scenarios
• Business Intelligence (BI) Improve utilization of

Metrics, information from historical viewpoint corporate assets
• Business Activity Monitoring (BAM)

Metrics, information on what’s happening now
• Workflow:
Automates hand-offs in a manual process
• Business Rules Management systems:

Extrapolates business rules from process and IT code
• Business Process Management Suites (BPMS):

Supports all aspects of process improvement: includes all of the above plus
IT service oriented architecture (SOA)

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Maturity Model
Enterprise Business Technology Optimized Core Business

Architecture Silos Standards Enterprise Modularity
Stages
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Business Process Competency Center

Process Mapping
Why Process Map
Types of Process Maps
Why Standard Notation
How to Approach Process Mapping

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Why Process Map
• External Requirements:
• ISO: Process exists and management for ensuring it is followed and for improving process
metrics
• SOX: “Management understands the process, including the IT hand-offs, well enough to
understand the point at which a mis-statement could arise” [and works to reduce those risks]
• Other external auditors; SEC, Federal Reserve, EPA, etc.
• Internal Benefits:
• Training of new employees
• Prioritization and alignment of improvement initiatives – help build the business case
• Scope improvement projects – develop project milestones vs. capital appropriate needs
Just because a process isn’t formalized or mapped

doesn’t mean one doesn’t exist
If there is not a clear process, there are usually un-intended consequences

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Focusing on the process

Leads to Innovation
• Focus on redesigning a tool:
I need a database
• Focus on limited actions

I need a method to record XYZ
• Focus on actions and results

I need a method to communicate status to
management OR
I need a method to meet records and retention
policy Focus on what you want to ACHIEVE
and the verbs to get there,
Before you focus on the tools to use
What is a process?
• Process:
• Series of activities that transform something (an input) into
something else (output)
• Means of delivering customer requirements
• Living entity that changes over time
• Three types:
• Operational (or executional)
• Managerial (governance)
• Planning (strategy)

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What is on a process map?

• Activities
• Decisions
The modeler makes decisions about the
• Dependencies purpose of the model
• Milestones The interpretation of the model is
• Errors always up to the reader
• Performers All models need to contain a certain

• Systems / Tools amount of rigor to be meaningful
• Inputs / outputs BPMN is capable of representing many

different levels of details and different
• Metrics
sorts of diagrams for different purposes
Types of Process Maps –
Business Analysis
Diagram When to Use
SIPOC High level – identify scope of process, identify sub-processes
(Supplier, Inputs, Process, Outputs Show customer / supplier perspective
Customer) Cycle time is not important
Value Stream Mapping Typically used for logistics, supply chain, service oriented processes
Single flow processes
Identify waste (non-value add)
Data on process metrics available
Business Process Improving business processes: reduce non-value add
(Flow Diagram or Activity Diagram)
Business Process Flow Diagram with Improving business processes: reduce non-value add
Swim Lanes When more than one group is responsible for different parts of process
When responsibilities change / organization alignment needed
Choreography / Collaboration High level, end to end process analysis

Managing white space between processes
Depicts how processes relate to each other – through messages, or data
BPMN is capable of representing many

different levels of details and different
17 sorts of diagrams for different purposes.
Types of Process Maps –
Systems Analysis
Diagram When to Use
Systems Diagrams Systems analysis or data management
Data Flow Depicts flow of data within systems, where data inputs and outputs occur
Order, sequence of flow, cycle time is not important
State Diagrams Used in systems analysis

Depicts behavior of a system, particularly in response to external events
Class Diagram Used in object oriented system design

Depicts relationship of objects within a system
Represents main business objects and/or interactions in a system
Use Case When a system is being designed
Depicts who can do what with a system, how system responds
Testing of systems is needed
Entity Relationship Diagram When a system or database is being designed
Depicts database schema
Software should be a tool to help users do their job better. This requires that we work hard to
understand their job. We need to gain understanding beyond the tasks they must complete and
instead strive to understand their goals… Replacing a file cabinet with a computerized file cabinet
is not application development, it's called shifting the burden. – Joseph Reddy
“If business processes don’t change when
Insertnew technology
PowerPoint is installed,
Presentation Name the
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investment has less value.” - Ross, Weill, Roberston Here
Why standard notation?
The modeler makes decisions about the

purpose of the model
The interpretation of the model is

always up to the reader
All models are wrong – some are useful.

- Charles Box.
http://www.google.com/search?q=process+models&hl=en&tbo=u&tbm=isch&source=univ&sa=X&ei=hmkUUdyeKYXM9QTT1Y
GYBg&ved=0CD4QsAQ&biw=1132&bih=658
Why Standard Approach?

20 Here
Why standard notation?
What is the difference between the diagrams?
Do Work
Do Work
Do Do
Do Other Do Other
Different Different
Work
Work Work +
Work
Do Still Do Still
More More
Work Work
Do Work Do Work
Do
Do Other
Do Other Different
Work
Work Work
Do Still Do Do Still
More Different More
Work Work Work
Benefits of a standard notation
• Quickly and clearly communicate:
• Picture is really worth 1,000 words
• Reduces ambiguity
• Re-use or reference other process maps to get “big picture”
• It makes you think

• Assists in process analysis
• Question English (you know what I mean)
• Enables faster automation

• Link between process model and IT code
• First step in utilizing BPMS tools
• Establish a basis for re-usable technology
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Process Modeling Notations
According to ABPMP CBOK
• BPMN
• Flow charting – ANSI standards – loosely defined
• Swim lanes – Rummler Brache
• Event Process Chain (EPC) – activity diagram [UML] or
ARIS - syntax varies
• Value Chain – VRM notation, SCOR
• UML – activity diagrams
• IDEF-0
• LOVEM-E (IBM process methodology)
• SIPOC
• Systems Dynamics
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Value Stream Mapping (TQM / Lean)
Notation Options – Why BPMN?
Standard Use Pros Cons
No standard Any Easy for creator to do Readers may have difficulty following
Adaptable to any tool what’s happening
Not readily automated
Navistar Any Can be designed for tools already in- Time to develop and gain buy-in
Standard? house Not readily automated
Limited ability to model reality
(exceptions, interruptions)
Graham Business flow diagrams “Industry standard” Requires specific proprietary SW
Process Swim lanes Outdated?
Methodology Data flow Limited ability – Focused on artifacts
Not readily automated
IDEF0 Data flow / Document Maps: Industry standard Technically detailed – confusing to
Tracking information in/out Supported by wide variety of tools business
of process Limited to describe functioning aspects
Processes with clearly of systems, not business processes
defined “rules” Not readily automated
UML Business flow diagrams Industry standard Not readily understood by business
Document software systems Supported by wide variety of tools Not readily automated
/ Data flow / Document
Maps
BPEL Process “Execution” Industry standard Not readily understood by business
Modeling computing Supported by wide variety of tools
environment with web Enables process automation
services
BPMN Business flow diagrams / Industry standard Still evolving
Swim lanes Business and IT oriented
Executable processes Supported by wide variety of tools
Enables process automation
Approaches to Process Mapping

25Here
Approaches to Capturing “As Is”
Approach
Top Down Start at high level overview of processes
(useful when starting with Drill down into detail
management approach)
Bottom Up Begin describing at detail level

Group tasks into sub-processes
(useful when one group
performs many unrelated
tasks)
Event Partitioning Identify events or triggers to begin work

(useful when many groups Walk through processing of events
perform work)
(Follow the event, or follow the work)
Ask where is work created
Where does work go
When does it “change state”

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Process Modeling Best Practices?

• Define scope – at the high level – 1 hour – Estimate the Discovery Project
• What starts / triggers process?
• What is end result?
• What groups are involved? Where are they?
• Who manages them?
• What is feedback from end-customer? What are their goals?
• What IT systems do they use?
• Document As Is – bottoms up approach – depends on scope – Estimate the Implementation Project

• Start with SMALL groups at local level (1-5 people)
• Review process documentation at local level
• Connect the Dots to produce an ACCURATE big picture
• Process Workshop: Broad group workshop – Used for Change Management

• Define goals – align vision
• Present any as-is metrics
• Review As Is: Clarify and discuss – park ideas to improve until walk through complete
• Brainstorm: to-be process
• Prioritize: What are process goals
• Discuss with IT: what tools do we already have that can achieve process objectives? What is on watch list?
• Develop To Be / Project Scope and Milestones

• Build business case based on as-is
“As Is” Approaches
• Start with “happy path”
• Include major decisions / check points as normal process
• What business rules / policies are used to direct process flow?
• Add exceptions and errors - At each task ask:

• What kinds of errors occur?
The 80-20 Rule applies to the
• What causes them to occur?
end result of the process.
• What do you do when they occur?
• What happens if information isn’t available for a particular task?
• When are there exceptions to the rules?
Represent all “Regularly
Recurring” instances
• What else does a participant do in a given week?

• What causes these tasks to be done?
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“As Is” Interview Questions
Link Between Process and Data Models
• Discuss business rules:
• How do you know?
• On what basis are decisions within executional process made?
• Consider metrics:
• What are customer expectations – what are they willing to pay for?
• What decisions do managers need to make?
• Staffing / resources / investment in new capacity
• New products / services to offer
• Pricing
• Etc.
• What metrics do managers use (or want to have) to manage the business?
• Is there an existing SLA? When should managers be notified of particular
instances?
• How do participants know if they are successful at their job?
• What does the customer care about? Status updates, etc…
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Translating [English] into

Process Models
• Activities = verbs
• Inputs / Outputs = Direct objects
• “How do you know” = Business Rules
• Conjunctions = Dependencies
• Be wary of:
• “And” vs. “And Then”
• “If” “Else” “Sometimes”
• Numbers and Codes – usually equal business rules
• Reference to any IT system – what is the business verb?
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Process Mapping Exercise

A chef selects and reviews a recipe and then checks the
pantry to confirm all ingredients are in-house. If any
ingredients are missing the chef can either go back and
select another recipe and repeat or go to the store to
purchase missing ingredients. If / when all ingredients are
in-house, the chef cooks the recipe for each customer,
plates the dish and serves.
Identify the process activities from chef’s perspective

Document the order of activities
HOW MANY ACTIVITIES ARE THERE?

To What Level of Detail
• Map to the level of detail
• Appropriately matched to the business context
• At which you can see areas for improvement
• Where a new employee could understand how they do their job to contribute to
corporate goals
• Levels of Detail:
• Process = series of actions towards an end goal –
• Has specific start / trigger and end result
• ~1-30 days, could be more, depends on process
• Sub-process = compound activity
• Modeler’s choice “art”
• Company guidelines for re-usability
• ~1-14 days, could be more, depends on process
• Task / Activity = piece of work to be done
• Specific verb – can’t be broken down further
• Is NOT a work instruction
• ~0-4 hours to complete, depends on process
• Expect to include between 8 and 50 elements on a diagram

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To What Level of Detail On One Page?
• Strong Cohesion and Loose coupling
• Miller’s Law: 7 ± 2

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To What Level of Detail?
To What Degree of Accuracy?
• “When we don’t understand the details
• it’s easy to miss inefficiencies.
• we may be enabling subversive or counterproductive activity.”
• “Detail does not go away because it is ignored. If we

intend to engineer our processes we need the detail”
• “Detail charts may be intimidating at first glance.

However, a chart is a reflection of the process. If the
chart is complicated, the process is complicated.”
– Ben Graham, Detail Process Charting

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Process Hierarchy
Laura Grahams recommendations
• Level 0 – Enterprise Process Model:
• Visual depiction of ALL value chains used throughout the enterprise and relationships
• Identifies core processes
• Used in corporate governance / funding approvals – prioritization of projects across value chains
• Otherwise known as: Enterprise Reference Model, Process Framework, Business Process
Architecture
• Level 1 – Value Chain

• Provides value to end-customers
• Is a chain of processes: Activities within value chain have independent triggers that require
coordination to provide value.
• Enables: strategic planning – prioritization of projects within value chains
• Otherwise known as : Value Stream, High Level Process; Core Processes
• Level 2 – Scenario:
• Is a value chain for a specific business unit, product/service, and geographical locations (of
customers and producers)
• Used to define operating model: when to differentiate or standardize on process activities
• Level 3 – Process
• Sequence of repeatable activities, decisions, and events
• Enables: Process design and assessment
• Otherwise known as: business flow; “low level of process” in process framework” (VRM level 3,
APQC level ¾)
Process Hierarchy
• Level 4 – Activity / Sub Process Level
• Sequence of repeatable activities, decisions, and events
• Completed by single a department
• Finer grained than process – sub-processes completed within 2 weeks time period (usually less)
• Enables: Process design and improvement – discuss sequence of activities, decisions, causes / results of events
• Otherwise known as: Activity, Tasks, Function, Service, Sub Process
• Level 5 – Finite Tasks

• No further break down of activity
• Completed by a single user
• Finer grained – activities completed within 24 hours or less (usually minutes). User tasks all completed within a single
“screen” or “session” of an IT application / system.
• Enables: Process design and improvement – identify where inputs / outputs / rules / etc. are created and used
• Otherwise known as: Activity, Tasks
• Level 6 – Finite Tasks for Execution

• Activities are associated to data objects with specific data fields identified
• Business rules are documented and conditions associated with gateways
• Systems are identified for services / integrations
• Level 7 – Executable Process Map in BPMS
• Level 8 – Work level instruction (not really a process)

• Activity detail changes with tools, system, or application
• Enables: User education of new tools used to improve process performance
• Otherwise known as: Training details, user guide; “how” things are done
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Thoughts for defining tasks within an

executable environment
• Tasks are always completed by a single user
• Discuss with tool vendors what options exist for re-assignments
• Tasks should include all common exceptions paths that involve

multiple roles – each role has a different task
• Tasks may include more than one user interface or “screen”

• # of screens based on amount of data required to complete a task, UI
standards, BPMS UI toolkits
• SLAs and customer experience should be considered

Discuss when information becomes available and consider
whether additional tasks make sense
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Process Framework
• Is a view of business process architecture
• Processes
• Inputs and Outputs (Data)
• Key Process Indicators (Metrics)
• Provides common definition of processes
• Is a method for organizing and cataloging processes
• Enables benchmarking across companies
• Helps prioritize process improvement efforts and Capital
Expenditures
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Process Frameworks
• APQC PCF: American Productivity and Quality Center Process Classification Framework
• e-TOM: Enhanced Telecommunications Operation Map
• SCOR: Supply Chain Operations Reference-Model

• Plan, Source, Make, Deliver, and Return
• VRM: Value Reference Model
• Eclipse Modeling Framework (EMF):

• Modeling framework and code generation facility based on structure data models.
• JAVA, UML, XML
• ITIL: Information Technology Infrastructure Library
• TOGAF: The Open Group Architectural Framework

• DODAF: The Department of Defense Architectural Framework
The Value Chain Group’s VRM
Plan Govern Execute
M1 M2 M3 M4 M5 M6 M7
Analyze Market Analyze Performance Define Customer Needs Architect Solution Develop Business Case Validate Opportunity Create Product Roadmap
INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS

Competitive Offerings Competitive Offerings Customer Interviews Competitive Intelligence Product Design Concept Business Case Funding Approval
Customer Needs Product Performance Analysis Leads, Unqualified Customer Trends Supply Chain Design Market Trial
Market
Plan, Marketing Market Survey Technology Trends Validated Opportunity
Strategy, Marketing Voice of the Customer
PV PV1
Identify Value Chain
PV2
Assess Value Chain GV GV1
Set Strategy & Vision
GV2
Set Performance
GV3
Set Information Policy
GV4
Set Financial Policy
GV5
Set Asset Policy
Requirements Resources Expectations OUTPUTS
Customer Density Map
OUTPUTS
Benchmark Data, Product
OUTPUTS
Customer Needs
OUTPUTS
Concept Clinic
OUTPUTS
Business Case
OUTPUTS
Brand Concept Alignment
OUTPUTS
Plan, Plan Positioning
Customer Goals Competitive Intelligence Customer Requirements Preliminary Brand Strategy Preliminary Pricing Strategy Market Trial Product Life Expectations
INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS Customer Segmentation

Market Dynamics
Reverse Engineering Reports Customer Trends
Unique “ Must Haves”
Product Benefits Core
Product Design Concept
Preliminary Volume Target
Value Proposition
Validated Opportunity Product Roadmap
Product Schedule
Corporate Performance Targets Functional Capacity External Factors Performance Feedback IT Licensing Agreements Performance Targets Strategy, Corporate
Product Lifecycle Plan Corporate Strategy Market Dynamics Solution Performance Strategy, Corporate Funding Request
Functional Requirements Feedback Strategy, Corporate
VRM ROI, Validated
OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS R1 R2 R3 R4 R5 R6 R7 R8

Requirements, Value Resource Availability Vision & Mission Statement Benchmark Guidelines IT Change Guidelines Budgets Asset Policy Define Research Opportunity Forecast Technology Acquire Technology Define New Technology Validate Technology Protect Technology Transfer Technology Introduce Technology
Plan Govern
Business Context
Strategy, Corporate
SWOT Analysis
Improvement Methods
Performance Targets
ValueCard Template
IT Portfolio
Rules, Information Technology
Strategy, Information
Rules, Finance
Strategy, Finance
Personnel Availability
Resource Allocations
INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS
Researc
Competitive Intelligence Benchmark Data, Product Competitive Intelligence Acquired Technologies Acquired Technologies Field Intelligence Data Develop Recommendations Demo Prototypes
Industry Research Reports Competitive Intelligence Technology Life Expectancy Intellectual Property Research Prototypes Research Regulations Patents Tech Integration Requirements
Technology New Technology Standards Customer Survey Technology Impact Analysis Resource Availability Integration Requirements Patent Laws Research Prototypes Tech Robustness Parameters
Product Usage Analysis Technology Requirements Technology Viability Analysis Technology Requirements Test & Validation Equipment Patent Searches Integration Requirements Tech Testing Requirements
Value PV3
Align Value Chain Resources
PV4
Communicate Value Chain Value GV6
Set Personnel & Ethical
GV7
Set Extended Enterprise
GV8
Set Business Change
GV9
Set Compliance Policy
GV10
Set Life Cycle Policies
h
Plan Policies Policy Guidelines OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS
Technology Requirements Technology Life Expectancy Acquired Technologies Development Targets Tech Production Procedures Patents Demo Prototypes Architectural Documentation
Technology Impact Analysis Intellectual Property Research Prototypes Tech Testing Procedures Regulatory Requirements Develop Integration Requirements Development Kits
INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS Research Partnerships Integration Requirements Tech Viability Analysis Tech Robustness Parameters Implementation Standards
Chain Performance Metrics

Resource Availability
Strategy, Corporate
Performance Metrics
Strategy, IT
Strategy, Organizational Chain
Personnel Requirements
Strategy, Corporate
Corporate Value Statement
External Factors
Social & Ethical Policy
Change Prioritization Matrix
Internal Factors (Cultural)
Training Material
Governmental Regulations
Contract Precedence
International Law
Strategy, Corporate
Strategy, Functional Lifecycle
Impact Analysis Validated Technology Tech Testing Requirements
Strategy, Financial Strategy, Value Chain Strategy, Corporate Project Guidelines
OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS

Financial Impact Doc Functional Business Objectives Social & Ethical Policy Guidelines, Due Diligence Change Guidelines, Corporate Corporate Policies Strategy, Organizational D1
Define Product Requirements
D2
Select Technology
D3
Design Product
D4
Design Process
D5
Validate Product & Process
D6
Align Supply Chain
D7
Define Product Life Cycle
D8
Launch Product
Performance Targets Portfolio Objectives Corporate Value Statement Guidelines, Partnership Process Documentation Legal Guidelines Lifecycle
Strategy, Value Chain Organizational Structure VRM Model
Business Framework INPUTS
Customer Requirements
INPUTS
Acquired Technologies
INPUTS
Design Standards
INPUTS
Product Configuration / BOM
INPUTS
Customer Requirements
INPUTS
Capabilities, Supply Chain
INPUTS
Plan, Market Launch Plan
INPUTS
Funding Approval
Product Design Concept Architectural Documentation Materials Library Product Specification Product Configuration / BOM Capacity, Supply Chain Product Roadmap Product Lifecycle Plan
Develop
Project Budget Implementation Standards Product Requirements Product Requirements Channel Alliances Validated Customer Req Validated Customer Req
Project Schedule Technology Viability Analysis Product Technology Plan Prototype / Simulation Marketing Alliances Validated Product Req Validated Product Spec
PP PP1
Gather PD Requirements
PP2
Assess PD Resources GP GP1
Govern PD Rules
GP2
Govern PD Process
GP3
Govern PD Information
GP4
Govern PD Treasury
GP5
Govern PD Assets
OUTPUTS
Product Requirements
Sourcing Criteria
OUTPUTS
Product Technology Plan
Sourcing Criteria
OUTPUTS
Material Cost Estimates
Packing Specification
OUTPUTS
Process Requirements
Process Manuals
OUTPUTS
Engineering Change Request
Test Results
OUTPUTS
Supply Chain Design
OUTPUTS
Funding Request
Product Lifecycle Plan
OUTPUTS
Build Package
Sell Package
Product Configuration / BOM Process Standards Validated Product Spec Strategy, Product Source Package
Service Manuals Validated Process Documents Support Package
Business Objectives, PD Personnel Availability Corporate Policies Performance Feedback External Standards Budget, Marketing Asset Policy
Plan Marketing Resource Allocation, PD Research Regulations Plan, Information Technology Funding Request Patents
Strategy, Corporate Patent Laws Plan, Finance
Regulatory Trends
Plan OUTPUTS
Requirements, PD
OUTPUTS
Govern OUTPUTS
Rules, Product Development
OUTPUTS
Capabilities, Research
Capacity, Research
OUTPUTS
Current Market Strategy
OUTPUTS
Funding Approval
OUTPUTS
Resource Allocations, PD
Test & Validation Equipment
A1
Qualify Supplier
A2
Issue Request
A3
Evaluate Proposal
A4
Negotiation Contract
A5
Place Order
A6
Receive Order
A7
Verify Order
A8
Transfer Inventory
A9
Process Invoice
INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS

Performance Metrics, PD Targeted Suppliers Material Cost Estimates IT Licensing Agreements Accepted Proposal Completed Contract Advanced Ship Notice Received Goods Product Routing Instructions Invoice
Supplier Solicitations Source Criteria Strategy, Corporate Contract Guidelines Order Confirmation Schedule Receiving Shipping Documents Received Goods, Verified Receipt Confirmation
Performance Targets, PD
Acquire
Duns Reports Qualified Supplier List Terms & Conditions Schedule, Production Shipped Product
Product Product
Supplier References Preferred Supplier List Shipping Documents
OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS

PP3 PP4 GP6 GP7 GP8 GP9 GP10 Qualified Supplier List
Preferred Supplier List
Load Tender
Open RFP’s
IT Change Guidelines
IT Portfolio
Completed Contract
Licensing Requirements
Order Confirmation
Purchase Order
Receipt Confirmation
Received Goods
Receipt Confirmation
Received Goods, Verified
Inventory Location
Spare Parts
AP Entry
Payment Authorization
Align PD Resources Communicate PD Plan Govern PD Personnel Govern PD Network Govern PD Change Govern PD Compliance Govern PD Life Cycle Source Criteria Request for Proposal
Request for Quotation
Rules, Information Technology
Strategy, Information Technology
T&C Revision Request Scheduled, Receiving Shipping Documents
Develop- INPUTS
Performance Targets, PD
Requirements, PD
INPUTS
Change Guidelines, PD
Funding Approval
Develop- INPUTS
Social & Ethical Policy
INPUTS
Partnership Guidelines
INPUTS
Change Guidelines, Corporate
External Factors
INPUTS
Corporate Policies
Regulatory Requirements
INPUTS
Technology Lifecycle
Expectations
Resource Availability Rules, PD New Technology Impact
Strategy, Develop B1 B2 B3 B4 B5 B6 B7
Request Resource Issue Material Build Product Verify Product Package Product Stage Product Release Product
ment OUTPUTS
Funding Request
Strategy, PD
OUTPUTS
Plan, PD
ment OUTPUTS
Job Postings
Personnel Availability
OUTPUTS
Partnership, Research
PD Partner Policies
OUTPUTS
Change Guidelines, PD
OUTPUTS
Gov Research Regulations
Patent Laws
OUTPUTS
Strategy, Product Lifecycle INPUTS
Maintenance Schedule
Production Package
INPUTS
Bill of Material
Production Package
INPUTS
Engineering Change Notice
Inventory, WIP
INPUTS
Build Package
Test Procedures
INPUTS
Inventory, Quality Verified
Packaging Specification
INPUTS
Inventory Packaged Goods
Storage Instructions
INPUTS
Inventory, Packaged Goods
Reg Compliance Guidelines
Build
Schedule, Receiving Schedule, Production Production Package Schedule, Production
Production Standards

Bill of Material Inventory, Location Engineering Change Request Performance Feedback Inventory Packaged Goods Inventory, Package Goods Advanced Ship Notice
Purchase Requisition Inventory, WIP Inventory, Unpacked Goods Routing Instructions Lot Certification Performance Feedback Inventory, Finished Goods
PS PS1 PS2
GS GS1 GS2 GS3 GS4 GS5 Routing Instructions Performance Feedback Performance Feedback Performance Feedback Performance Feedback
Requirements, Capital Projects Schedule Delivery
Gather Supply Chain Assess Supply Chain Govern Supply Chain Rules Govern Supply Chain Govern Supply Chain Govern Supply Chain Govern Supply Chain Assets
Requirements Resources Process Information Treasury

Build Package Personnel Availability Corporate Policies Performance Feedback External Standards Budget, Supply Chain Asset Policy
Business Objectives, SC Resource Allocations, SC Inventory Lookup Funding Request
Customer Orders Supply Chain Design Plan, Information Technology Invoice Payment F1
Order Inquiry
F2
Confirm Order
F3
Plan Load
F4
Receive at Warehouse
F5
Fill Order
F6
Ship Order
F7
Deliver Order
F8
Verify Receipt
F9
Install & Test
F10
Invoice
Process Requirements Strategy, Information Tech Plan, Finance
OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS
Load Tender Purchase Order Customer Order Rules Advanced Ship Notice Inventory, Finished Goods Carrier Rate Tables Bill of Lading Advance Ship Notice Installation Instructions Proof of Delivery
Requirements Supply Chain Resource Availability Rules, Supply Chain Capabilities, Supply Chain Inventory, Availability Funding Approval Equip & Facility History Request for Quotation RFQ Response Plan, Transportation Network Inventory, Finished Goods Production Schedule Consolidated Order Order Shipment Bill of Lading
Plan Govern Fulfill

Rules, Order Entry Soft Allocation Planned Loads Reg Compliance Guidelines Shipping Documents Receipt Confirmation
Capacity, Supply Chain Inventory, Soft Allocation Equip & Facility Disposition Soft Allocation Transportation Routing Shipping Manifest
Performance Metrics, SC Maintenance Schedule

Performance Targets, SC Resource Allocations, SC
OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS
Inventory, Lookup Order Confirmation Order Trigger Inventory, Location Consolidated Order Advance Ship Notice Bill of Lading Proof of Delivery Installation Records Invoice
RFQ Response Soft Allocation Planned Loads Bill of Lading Shipping Manifest Shipping Documents
Soft Allocation Shipped Product
Supply Supply
Transportation Routing Shipping Documents
PS3 PS4 GS6 GS7 GS8 GS9 GS10

Align Supply Chain Communicate Supply Chain Govern Supply Chain Govern Supply Chain Govern Supply Chain Change Govern Supply Chain Govern Supply Chain Life
Resources Plan Personnel Network Compliance Cycle
INPUTS Funding Approval INPUTS INPUTS NPUTS INPUTS INPUTS

Performance Targets, Build Rules, Supply Chain Personnel Requirements Partnership Guidelines Change Guidelines, Corporate Corporate Policies Strategy, Build
Chain Chain
N1 N2 N3 N4 N5 N6 N7 N8 N9
Requirements, Supply Chain Strategy, Supply Chain Social & Ethical Policy Engineering Change Notice Governmental Regulations Strategy, Product Lifecycle Define Brand Requirements Differentiate Brand Select Channel Architect Brand Validate Brand Protect Brand Assess Supply Network Create Marketing Roadmap Launch Brand
OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS Competitive Intelligence
Customer Segmentation
Brand Equity Pyramid
Brand Requirements
Brand Collaboration Model
Creative Network
Differentiation Statement
Brand Equity Assessment
Brand Identity
Brand Prototype
IP Opportunities
Patent Drawings
Marketing Partnerships
Validated Brand Design
Advertising Concepts
Marketing Partnerships
Communication Strategy
Corporate Identity System
Funding Request Personnel Requirements Job Postings Partnerships, Supply Chain Engineering Change Notice Compliance Guidelines Strategy SC Lifecycle
Brand
Strategy, Product Marketing Dynamics Marketing Partnerships Brand Network Model Package Prototype Design Requirements Validated Package Design Validated Brand Design Validated Brand Design
Value Proposition Unique Buying State Corporate Identity System Testing Criteria Product Portfolio Validated Package Design Validated Package Design
Strategy, Supply Chain Production Package Personnel Availability Engineering Change Request
Plan, Supply Chain
OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS

Brand Equity Pyramid Brand Differentiation Statement Brand Network Model Advertising Concepts Quantitative Research Freedom of Use Assessment Strategy, Sales Channel Communication Strategy Plan, Market Launch
Brand Requirements Brand Equity Assessment Brand Architecture Validated Brand Design IP Strategy Customer Profile Price List
Perceptual Map Competitive Focus Brand Identity Validated Package Design Patent Application Qualification Checklist Sales Kit
Unique Selling Proposition Brand Prototype Trademark Registration Plan, Brand Lifecycle Sales Process Template
PC PC1
Gather Customer
PC2
Assess Customer Resources GC GC1
Govern Customer Rules
GC2
Govern Customer Process
GC3
Govern Customer Information
GC4
Govern Customer Treasury
GC5
Govern Customer Assets
Requirements
Business Objectives, CR Personnel Availability Corporate Policies Channel Quality Assessment Brand Architecture Budget, Customer Relations Asset Policy S1
Target Customers
S2
Qualify Target
S3
Position Solution
S4
Develop Relationship
S5
Assess Customer Needs
S6
Develop Proposal
S7
Present Proposal
S8
Finalize Contract
S9
Win / Loss Review
Plan, Market Resource Allocations, CR Prior Sales Performance Plan, Information Technology Funding Request
Sell Package Supply Chain Design Strategy, Sales Quantitative Market Research Plan, Finance
Budget, Sales Qualification Checklist Account Plan, General Account Plan, Detailed Account Plan, Detailed Account Plan, Detailed Customer Value Proposition Award Notification Dead Pursuits
Current Customer List Plan, Market Launch Leads Qualified Agreement to Engage Relationship Management Plan Customer Buying Process Go / No Go Criteria Completed Contract Lost Sales
Sell
Customer Density Map Sales Kit Sales Kit Customer Org Structure Sales Diagnostic Tools Customer Expectations Proposed Solution T&C Revision Request Won Sales
OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS Customer Profile Target List Tactical Sales Processes Sales Kit Tactical Sales Processes Request for Proposal Tactical Sales Process
Requirements, Sell Resource Availability Go / No Go Criteria Channel Constraints Corporate Identify System Funding Approval Resource Allocations, CR
Rules, Customer Relations Performance Metrics, CR
Plan Govern Performance Targets, CR OUTPUTS
Plan, Channel Headcount
Plan, Sales Coverage
Qualification Checklist
Tactical Sales Processes
OUTPUTS
Account Plan, General
Leads, Qualified
Leads, Unqualified
OUTPUTS
Account Plan, Detailed
Customer Contact Info
Customer Org Structure
Product Advertising
OUTPUTS
Relationship Mgnt Plan
OUTPUTS
Consensus on Value
Customer Expectations
Customer Needs Identified
Customer Value Proposition
OUTPUTS
Proposal Solution
OUTPUTS
Dead Pursuits
Proposed Solution
Lost Sales
Won Sales
OUTPUTS
Terms & Conditions
Signed Contract
OUTPUTS
Won / Lost Report
Customer PC3
Align Customer Resources
PC4
Communicate Customer Plan Customer GC6
Govern Customer Personnel
GC7
Govern Customer Network
GC8
Govern Customer Change
GC9
Govern Customer
Compliance
GC10
Govern Customer Life Cycle
U1 U2 U3 U4 U5 U6 U7
INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS Register Customer Manage Incident Resolve Problem Process Return Educate Customer Deliver Service Monitor Experience
Performance Targets, CR Change Guidelines, CR Personnel Requirements Partnership Guidelines Change Guidelines, Corporate Corporate Policies Strategy, Product Lifecycle
Relations Requirements, Sales Funding Approval

Relations Social & Ethical Policy Strategy, Customer Relations Government Regulations INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS INPUTS
Customer Data Product Failure Report Problem Description Reg Compliance Guidelines Product Manuals Guidelines, Cust Notification Ergonomic Data
Resource Availability Rules, Customer Relations Legal Guidelines Customer Profile Reg Compliance Guidelines Reg Compliance Guidelines Request for Return Process Manual Guidelines, Service Bulletins Field Performance Data
Support
Routed Support Query Service Manuals Product Failure Data
Support Agreements

Channel Strategy Personnel Requirements Job Postings Channel Alliances Change Guideline, CR Contract Guidelines Strategy, Customer Lifecycle OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS
Funding Request Plan, Sale Personnel Availability Sales Strategy Pricing Changes Customer CRM Record Problem Description
Route Support Query
Proposed Solution Return Authorization Course Descriptions
Course Materials
Service Report
Spare Part Kits
Customer Survey
Product Performance Analysis
Strategy, Sales Sales Forecast Product Usage Analysis
Voice of the Customer
7/9/2022
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7/9/2022
7/9/2022
Process Scope Diagram:

IGOE: Inputs, Guides, Outputs, Enablers
• Process =
• Action
• Start / trigger
• End / result
• Inputs
• Come from other processes (internal or external)
• Types include:
• Physical materials to be transformed
• Information to be created, read / reviewed, updated, deleted (CRUD)
• Guides:
• Come from other processes (internal or external) – planning or managerial processes
• Formal or informal policies, rules, regulations, guidelines, best practices, tribal knowledge, etc.
• Outputs
• Go to other processes (internal or external)
• Types include:
• Physical materials to be transformed
• Information to be read / reviewed, updated, deleted (RUD)
• Enablers
• Managed, allocated, acquired, assigned in other processes
• Types include:
• People
• Technologies
• Facilities
• Machines
7/9/2022
Scoping a process
Example: The latest reports shows that it takes us 25% longer to make our products then our
competition, and it costs 10% more. Moreover, national accounts are twice as likely to complain
about our quality. I want you to fix our manufacturing process, and I want the complaints to stop!
Design tolerances Processes:

Quality targets Design product
OSHA regulations Manage labor relations
Labor union contracts Monitor OSHA regulations
Guides
Processes:
Invoice order
Process: Deliver order
Manufacture Vehicle Verify receipt
Inputs Sub-processes: Outputs Vehicles

Orders, Assemble vehicle Invoice
sequenced Test / Inspect Title
Materials, line Certificate of
side Fix / Repair Origin
Work instructions
Enablers
Processes:
Receive orders
Schedule orders Employees Processes:
Order materials Plants Hire employees
Transfer inventory Machinery / Tooling Pay employees
Design mfg process
Acquire assets
7/9/2022
Approaches to Process Analysis and

Process Improvement
“As Is” Analysis: Using a Process Model
For Analysis: What do you look for?
• Excessively sequential activities
• “Yo-Yo” effect: many handoffs
• Excessive rework
• Decisions late in the process
• Multiple loops back
• Similar sounding activities
• Spaghetti mess – complex process
• Delays

47 Here
“As Is” Analysis:
Process Improvement Questions
• Is focus on what is being DONE?
• Strong verbs in activities
• Tools / systems are extrapolated
• Business rules are extrapolated
• What information is needed for each step? How are decisions made?
• Formal or informal rule
• Tribal knowledge
• Experience vs. values based
• Because we’ve always done it that way
• How often do rules change? Will they be relevant tomorrow, next month, next year?
• Is the Law of Conservation Met?

• If there is an input, there must be an output and vice versa
• Where are the inputs coming from? Are they on-time?
• What metrics do we need to manage the process?

48 Here
7/9/2022
Seven Principles of Process Design

1. Whether work should be done
• Under what circumstance
2. How precisely should it be done
3. What information is needed to make decisions
4. When or in what order should it be performed
5. Who should perform it
• Case work vs. Sequence / work-flow
6. Where should it be performed
• Centralized vs. local
7. What should be done
8. What tools should we use to do it?
- Hammer and Hershberger

Activities – What Type of Value?
• Customer Value Add
(Must meet ALL criteria):
• Customer recognizes value
• It moves the product / service towards something the customer expects
• It is done right the first time
• Operational Value Add

• Required to sustain workplace or perform customer value add
activities
• Required by law
• Required for healthy, safety, environmental or personnel
development reasons
• Done right the first time
• Non Value Add
50 Here
Examples of Non Value Added Activities
• Confirm
• Validate There is nothing so useless
• Verify as doing something
• Check efficiently that should not be
• Record done at all.
- Peter Drucker
Ask:
• Is this step required by customers or by law?
• Could it be eliminated?

51 Here
Repeated Activities vs. Similar Activities
When are processes re-usable?
• Different Processes:
May sound similar but should have different names
• Utilize different data objects
• Perform different calculations
• Has different output
• Same Processes:
All Users should agree on same name
• May be done in same or different systems
• May be done by same or different people
• Same inputs and same outputs
• Same set of rules are used

52 Here
53
Process Metrics
Importance: Examples:
• Customer satisfaction • Cycle times
• Resource staffing • Number of instances at
• Business decisions same time
• Prioritization of • Number of errors /
improvements exception paths
• Percent of instances at
Don’t just look at averages – consider different results
histogram / range / std. deviation
• Number of instances
Exceptions should usually be brought taking alternate paths
to management attention
Here
Process Improvement Methodologies
• What they are:
• Philosophical approach to management and improvement
• Toolbox for: analyzing, measuring, monitoring processes; brainstorming;
problem solving
• Objectives:
• Provide cultural alignment (speak the same language)
• Improve bottom line
• Identify root causes Process modeling is a tool
used by many
• Examples: methodologies.
• Six Sigma: Focus on data, root cause
• Lean: Reduce waste, improve efficiency
• Global 8-D: Root cause analysis, problem solving
• Theory of Constraints: Improve throughput, identify bottlenecks
• Rummler Brache: Organizational white space, alignment of processes and
metrics

54 Here
BPMN

55 Here
Business Process Modeling Notation (BPMN)
• Standard notation for business process mapping
• Understood by both business and IT
• Depict process for understanding
• Automate or Execute process in BPM software suites
• Open format supported by different tools and software
• Does not
• Define data flows
• Describe business rules
• Document organizational structure
• Developed by organization of business [process] users,

software vendors, and academics

56 Here
BPMN: 4 Diagram Types
• Business Flow Diagrams (Orchestration)
• Shows flow of business activity
• Contains process / participants in a “pool”
• Choreography:
• Depicts communication between different pools
• Shows the order of messages / sequences of interactions
• Collaboration:
• Contains both orchestration and choreography
• Depicts interaction between business entities / business processes
• Includes two or more pools with message flows between them
• Pools may show detail (white box) or be “black box”
• Conversation
• Is similar to collaboration
• Depicts pools and communication between them
• Depicts high level view
• No detail of specific messages or order of messages
• Black box pools (no process flow)
• All pools involved in end to end process are shown

57 Here
BPMN Key Concepts
• Process Types
• Private: “Black Box”
• Public: “White Box”
• Participants are those involved with process

• Perform activities
• Initiate process
• Receive or send messages
• Each participant may have a different perspective as to what is internal /

external to process
• Regardless of point of view, process diagram is the same
• Token:
• Is a theoretical concept used in BPMN
• Travels through the process [sequence] flow
• Helps define behavior of process elements
• Generated at beginning of process
• May generate additional tokens throughout process
• Consumed at end of process

58 Here
Process Instances
• Process = series of work activity that transforms an input
into output
• Process can be performed many times
• Each time process / task is performed = “instance”
• Each time process is activated (instance of process),
same activities are performed in same order
• Data or decisions can alter the path of the process –
each instance does NOT have to take the same path
• Data evaluated / decisions made at same point in process

59 Here
Caveats
• BPMN allows same process to be modeled in multiple ways
• Technical aspects of BPMN will be shown
• BPMN says be consistent within a model
• “Best Practices” will evolve based on organizational maturity

• Recommendations will be presented
• Be consistent across models
• BPMN specifies elements

• Shapeset / Elements
• How to draw it
• How to use it
• Attributes – which include expressions, conditions, and other factors
necessary to “execute” the process in a BPM suite
• BPMN 2.0 released January 2011
• Tools vary in use of BPMN
60 Here
7/9/2022
Basic Modeling Concepts

BPMN BPMN Concepts
«Pool» External Party

«Lane» Role XYZ
DataObject Z
Activity A
Activity B
«Lane» Role ABC
Activity C
Text
Annotation -
Clarification
BPMN Basic Elements
BPMN Basic Elements
• Sub-process, Activity or Task: Action that performs work
• Events:
• Signal that something happened
• Status of process
• Describes how a process starts, pauses, waits, sends signals,
redirects process flow, ends
• Gateway: Branches / controls flow of activity

• Decision / Split
• Merge / Join
• Sequence flow:
• Connects activities within a process
• Shows order of tasks
• Message flow:
• Shows flow of messages between participants
• Association: Associates information with objects

62 Here
BPMN Basic Elements (cont’d)
BPMN A Play Area • Pool: Graphical representation of a participant in
a process
«Lane»
• Are not required

«Pool»
«Lane» «Lane»
• Swimlane: Sub-partition of a process

«Lane»

• Used to organize activities
• Usually represents roles / users in process
• Can be nested
• Data Object: Information involved in process

• May be required to perform an activity
• May be generated as output from an activity

63 Here
BPMN Pools and Lanes
• Used to organize processes and activities
• Pools
• Is not required
• Represents a “participant”
• “Container” for a process
• Sequence flow cannot cross boundary
• Message flows must always be between two pools
• Message flow can attaches to boundary (black box)
{Message flow can also attach to BPMN element within a pool}
• Lanes
• Is not required
• Represents any “logical grouping” – usually for roles / responsibilities
• Roles
• Organization
• Title
• Specific Name
• Sequence flow crosses boundaries
• Can be nested
• Can be horizontal or vertical – tool or user preference
BPMN Activity
• Activity = work performed in process
• Task = atomic: no further breakdown
• Sub-process = compound activity
• May be further broken down into any level of sub-processes or
tasks and BPMN elements
• May be shown collapsed or expanded
• Enables high level overview of process
• Scopes activities that are impacted by events
7/9/2022
Activity Types
Icons in upper left of task box indicates task type
Different types have different inherent behavior
• Service:
• Represents a service, such as a webservice
• Performed by system / application
• Requires (1) data input, may have 0-1 output [message / data object]
• Receive / Send:
• Task either receives / sends message
• Can be replaced with send / receive event
• User: Workflow type activity

• Performed by person
• Usually interfaces with a system
• Scheduled through a task list manager (workflow)
• Manual:
• Work performed without any aid of system
• Unmanaged by any system
• Not tracked / metrics not available from BPM engine
• Business rule:
• Provides input to rules engine
• Receives output / calculation results
• Script:
• Executed by BPM engine directly
66 Here
BPMN Task Activity Markers
• Task: Smallest piece of work; Activity
• Looping task: (Do while):

• Perform activity at least once
• Evaluate / test for condition
• If condition is true, repeat task again
• Condition may be a Boolean Expression or a Numeric Cap
• Condition may be evaluated at beginning or end of task
• Multiple instance task: (For each):

• Perform activity X times, where X is known at onset of task starting
• Task is complete when all X iterations are done
Next task does NOT begin until all iterations are done
• Instances of activity can occur in sequence or in parallel with each other
• Each instance must complete the task before next task begins
• Compensation
• Undoes tasks that were already successfully completed
• Outside normal process flow
• Marker shows used for compensation only
Markers may be used in conjunction with one another, except

Insertfor loopingPresentation
PowerPoint and multi-instance
Name
67
i.e., a multiple instance compensation or a loop compensation are possibleHere
BPMN Sub-Processes Markers
• Sub-Process (Collapsed): High level task
• Grouping of other tasks, gateways, etc.
• Expands to details on subsequent pages
• Used
• To define scope for exception handling or compensation OR
• For visibility purposes
• Markers include:
• Loop: Sub-process loops similar to loop task
• Multi-Instance: Sub-process does “for each” similar to multi-instance task
• Compensation: Sub-process is compensated similar to compensate task


• Ad-hocProcess not performed same every time
• Group of activities generally determined by performer
• Sequence and number of instances determined by performer
• May include sequence flow
• Shows constraint / relationship
• Does NOT automatically trigger subsequent tasks
• May have data dependencies with parent process
• Can NOT include choreography (messages from external participants)
• Ad-hoc compensation: Ad-hoc sub-process is compensated


68 Here
BPMN Gateways
• Do NOT perform work
• Do not affect process time
• Control sequence flow:

• Directs flow of a single token
(based on logical condition or event occurrence) OR
• Splits tokens apart (generates additional tokens) OR
• Merges tokens together
• Must have multiple inputs or multiple outputs of sequence flow

• Can’t have one input and one output
• Can have multiple inputs and multiple outputs
• Can have no input: decision will be made at start of process
• Should use a default flow: otherwise an exception error can occur

69 Here
BPMN Events
• Something that happens during a process
• Affect flow of process
• Have a cause and/or reaction
• Examples:
• Activity starts or ends
• Message arrives
• Change of state in document
• Placement in diagram
• Stand alone:
• Catch: wait for signal, then proceed
• Throw: send a signal, then proceed
• Boundary:
• Catch: wait for a signal
• Interrupt activity and redirect flow

70 Here
BPMN Events
• Start: Single circle: Starts the process
• Intermediate: Double circle: Occurs during process
• End: Single bold circle: Ends the process
BPMN Dealer Quote
• Throw / send events: Black icon
• Trigger is sent when token reaches event
Send
• Token immediately moves along sequence flow BPMN Dealer Quote
• Catch / receive events: White icon
• Token stops at event and waits for trigger
• Token moves along sequence flow after trigger is received Receive
• Icon inside circle represents event or “trigger” type. Most

common types are:
• Message
• Timer
• Error

71 Here
Most Commonly Used BPMN Elements
BPMN Event Placement
BPMN Task Types BPMN Gateways -Splits
In Sequence Continue on
Task: verb Flow: Do Activity A
followed by noun something Activity A
Wait for or
send an event Activity B Activity B
Activity C Activity C
Multiple instance Boundary event: Continue
task: For each interrupts activity normally
Exclusive: Only one path taken - Parallel: All paths are
based on data always taken
If event
occurs, Respond to
Looping task: redirect flow event Activity A Activity A
Do while yes
Activity B
BPMN Most Common Events Activity B
no Activity C
Sub-process: None Activity C
Details Inclusive: One or more paths
collapsed not in time taken - based on multiple data
Throw (Send) Message fields
Event (exclusive): Only one path taken -
Catch (Receive) Message based on which event happens first
Wait for Time Delay BPMN Gateways - Merges
Throw (Notify) Error Condition Activity A Activity A

Activity A
Activity B Activity B
Catch Error Condition Activity B
(Interupt and divert) Activity C Activity C
Activity C
Condition is reached
Exclusive: No delay Any Parallel: Wait for all Inclusive: Wait for all paths that
path will continue on paths to complete are active to complete
Throw (sound) a signal
7/9/2022
Exercise: Making Dinner

A chef selects and reviews a recipe and then checks the
pantry to confirm all ingredients are in-house. If any
ingredients are missing the chef can either go back and
select another recipe and repeat or go to the store to
purchase missing ingredients. If / when all ingredients are
in-house, the chef cooks the recipe for each customer,
plates the dish and serves.
Exercise: Model the chef’s process of making dinner using

BPMN
7/9/2022
Exercise 1: Possible solutions?

7/9/2022
Exercise 1: Discussion
• How many processes are mentioned?
• What would really trigger each of the processes?
• What roles might be involved in a retail / corporate

restaurant environment?
• How are the processes related to each other?
• Would you consider a “work flow” tool to connect these

processes together?
7/9/2022
BPMN Gateways and Conditional Flows

Controlling Path of Process
BPMN Gateways
• Do NOT perform work
• Do not affect process time
• Control sequence flow

• Merges tokens together OR
• Splits tokens apart (generates additional tokens) OR
• Directs flow of a single token
• Must have multiple inputs or multiple outputs of sequence flow

• Can’t have one input and one output
• Can have multiple inputs and multiple outputs [not recommended]
• Can have no input: decision will be made at start of process

77 Here
BPMN Gateways: Decisions / Splits
BPMN Gateways – Splits
• Directs a token into different possible downstream paths
• Asks a question, associates outgoing paths with answers
• Generate a token for each answer / condition that is true
• Types:
• Exclusive Or: Only one path can be followed – based on data condition
• Only one answer / condition can be true
• Inclusive Or: One or more paths can be followed

• One or more answer / condition can be true
• Parallel (aka “and”): All paths are taken (no question is asked)
• All paths must reach end event for process to complete
• Complex: Condition evaluated to determine which flow is taken
• Event gateway: Exclusive – based on occurrence of an event

• Decision made by participant based on data not visible to process
• Usually a message (yes message vs. no message) or a timer
• Must have 2 or more outgoing flows followed by events or receive tasks
• First event to happen directs flow
• Must be followed by: message, timer, condition, or signal

78 Here
Exclusive Gateways: Decisions / Splits
Exclusive Gateways
• Can have TWO OR MORE (no limit) outgoing sequence flows Always ask:
• One and only one path will be followed for each token How do you know?
• Which path the token takes depends on the gateway type
BPMN Gateway Exercises
Low risk Approve Loan

• [Data] Exclusive Or:
• Decision based on a variable or Check credit medium risk Get collateral
score
condition that is known
• Evaluation usually based on high risk
ONE data field or business policy
Reject loan
• Decision is evaluated when
token reaches gateway
NO DELAY
• Exception will be thrown if NO path evaluates to true
• Event gateway:
• Decision based on which event happens first
• All paths must have an event or
receive task following the gateway
• Usually a message, timer, or condition
• Token will be DELAYED until event happens
English Words to Listen For:

Either, Or, If, Sometimes, Wait
for (event) Insert PowerPoint Presentation Name
79 Here
Specific numbers / codes
7/9/2022
Data Gateways: Exclusive vs. Inclusive

• Decision based on a variable or condition that is known
• Variable may come from a data input into the process
• Condition is known by process performers
• Decision is evaluated at point token reaches gateway
NO DELAY BPMN Gateway Exercises
Low risk Approve Loan

Gateway Exercises
Check credit medium risk Get collateral
• Exclusive score
• Only one condition can be true high risk
• Typically ONE variable Reject loan
or business rule is used

ateway Exercises
Either, Or, If
• Inclusive
• One or more conditions can be true
• Typically more than one variable or
business rule is used
• Can usually be represented by series
of exclusive gateways…
but order in which they are evaluated
doesn’t matter
Sometimes, If, And, Also
7/9/2022
Gateways and Rules

• No work is done at a gateway
• Token does not wait
• Cycle time is not impacted
• “Evaluation” or “Refer to policy” activity

typically done prior to a gateway
• Often omitted from narration
• Intuitive to subject matter experts
• Business rules may be:
• Personal decision
• Tribal knowledge / best practice / verbal / informal
• Based on experience
• Based on culture and clear, consistent values
• Formalized definition or documented rules
• Hard coded into IT logic and out of date
7/9/2022
Gateways and Business Rules

BPMN Gateway Exercises What happens during
> 700 Approve Loan financial crisis?
Get collateral
What happens when new
Check credit 600-699
score regulation is introduced?
<600
What happens is too many
Reject loan people default on loans?
What happens if no loans
are approved?
Low risk Approve

Loan
Check Review Get
medium collateral
credit business
score policy high risk
Reject
Best Practice: loan
Extrapolate the Rules from the Credit
Process, just as you want them risk
extrapolated from IT code so that policy
business can take over
management of rules
Flow Markers and Gateways
• Default Path
• Used after gateways
• Indicates which path to take, even if condition is not
evaluated as “true”
• prevents exception or “hung” process
• Conditional Path (Expression)

• Used in lieu of gateway, after an activity
• Includes a condition expression to be evaluated
• Directs flow
• Used in conjunction with other flow
• Recommendations:
• Use gateways – easier for business to catch on
• Only use Default if one actually exists in process that
is being followed – recommend for to-be and when
modeling in execution environment
83 Here
BPMN Gateways: Converges / Joins
Gateway Merges
• Converges / Merges:
Joins previous paths / tasks back into one flow

• Types: Either, or, regardless, “always do next”
• Exclusive (Uncontrolled):
• When any previous task / path is completed, continue on
• (don’t wait for other tokens to arrive)
• Parallel (And):
• Wait for tokens from all paths to arrive English Words
• All prior process tasks must be completed to Listen For:
• Parallel (And) Event: Always, All,
And, Wait for
• All events must occur before triggering token everything to
• Inclusive (Conditional And): finish
• Wait for tokens from all active paths to arrive
• Some tasks are completed
• Complex:
• Condition evaluated to determine which inputs are needed to
continue on
84 Here
BPMN Gateways
Controlled vs. Uncontrolled Flow
• What is the difference between the two diagrams?
Uncontrolled Flow Controlled Flow

Every time pre approved loan is obtained, Every time a loan is pre-approved AND a
house is bought AND desirable home is located AND
Every time desirable home is located, offer is prepared
house is bought AND A house is bought. - if only it were that easy!
Every time offer is prepared, house is bought
Best Practice:
Always use a Gateway – it will make you
think whether the or or and symbol should
be in it. Coming off of traditional process
modeling, people may have meant either Insert PowerPoint Presentation Name
85
option using uncontrolled flow Here
Gateways: To be or not to be?
• Decisions
• Parallel / And gateway =
Uncontrolled outgoing flow
• ALL subsequent activities will be enabled
• Merges
• Exclusive-Or merge =
Uncontrolled incoming flow
• Completion of ANY of the previous activities will
trigger the next task
• Recommendation:
• Use gateways to avoid accidental misuse or
misinterpretation
• Be accurate with business context
86
Gateway Exercise
Which Gateway Type to Use….
When you submit your offer on the house, be prepared to
get a counter offer. We are going in pretty low from list
price. We should hear back within a day or two. I think the
seller is currently out of town on business. But if we don’t
hear back by the end of next week, I’ll send my cousin Vinny
over to talk to the other agent, since the offer officially
expires at the end of the month and I know your lease is up
then.
Gateway Exercise
When you are buying a new house, you receive a
counter offer from the seller. You decide to negotiate if
the counter offer is slightly higher than you are willing to
pay, otherwise if the counter offer is reasonable you
accept it.
7/9/2022
Gateway Exercise
After the offer is accepted, you should get a home
inspection, submit for home insurance, and set-up an
escrow account.
Gateway Exercise
When your offer is accepted, you should get a home inspection.
Based on the results of the home inspection, you may need to (or
want to) submit for flood insurance since we’re near the
neighborhood storm drains. Depending on what the home
inspector finds, you may also want to apply for a home warranty,
that covers your water heater, furnace, and other appliances. If
they are old, you may want to cover yourself. And if anything is
against codes, you can negotiate with the seller. Once all that’s
done, we’re ready to head to the title office for the official signing.
7/9/2022
Gateways:
What’s Wrong With This Picture?
7/9/2022
Gateways:
7/9/2022
Gateways and Merges

Best Practices
• Always use a gateway instead of uncontrolled flows
• Separate gateways and mergers
• If multiple outgoing sequences flows, only one incoming sequence
flow
• If multiple incoming sequence flows, only one outgoing sequence
flow
• Avoid complex gateways
• Avoid hard coding business rules into your process logic
• Extrapolate the business rules – make your process flexible!
• Check for matching icons
• OK if a gateway does not merge again
• OK if gateway and merge have different symbols as long as
business context is accurate
7/9/2022
Gateway Exercise
A national account manager trying to steal a large customer from the
competition submits a request to the pricing department for an
especially large discount. When the pricing department receives the
request, they review the customer profile and discount request. If the
customer is certain industries, the pricing department can grant a pre-
defined discount level without further questions. The pre-defined
industries offer different discount levels based on industry, customer
size, and geographical location. If the customer is not in one of the
predefined industries, then the pricing team must do further analysis.
If the customer is going to do $5 million or more in revenue, then they
will consider the total annual revenue, number of cross selling
opportunities, and what it costs to support the customer. A discount
level will be calculated, and if it’s above 35%, then they must ask for
vice president approval. If the customer does less than $5 million in
revenue, the pricing team asks the monkey in the closet to throw a
dart at a board to assign a discount.
Diagram the “establish price level” process using appropriate BPMN

icons in gateways.
7/9/2022
Gateway Exercise [A Solution]

7/9/2022
BPMN Events
BPMN Events
• Something that happens during a process
• Affect flow of process
• Have a cause and/or reaction
• Examples:
• Activity starts or ends
• Message arrives
• Change of state in document
• Placement in diagram
• Stand alone:
• Catch: wait for signal, then proceed
• Throw: send a signal, then proceed
• Boundary:
• Catch: wait for a signal
• Interrupt activity and redirect flow

97 Here
Event Types
BPMN Events
• Start: Single circle: Starts the process
• Intermediate: Double circle: Occurs during process
• End: Single bold circle: Ends the process
• Throw / send events: Black icon

BPMN Dealer Quote
• Trigger is sent when token reaches event
Send
• Token immediately moves along sequence flow
• Catch / receive events: White icon
BPMN Dealer Quote
• Token stops at event and waits for trigger

Receive
• Token moves along sequence flow after trigger is received
• Icon inside circle represents event type

or “trigger” or “result”

98 Here
BPMN Start Event
• Start Event begins the process, generates a ‘token’ that travels through the
paths
• All start events are “catches”
• Start Event is NOT required but recommended
• If there is no start event:
• ALL tasks, sub-processes, gateways, etc. that do not have incoming sequence flow will
act as the “start”
• Any element without an incoming sequence flow will start when the process starts
• Multiple start events may be used if applicable
• If a start event is used
• An end event must also be used
• All other objects must have incoming sequence flow
• If a start event is used in a sub-process, it must ALWAYS have NO trigger
• If a trigger is desired, use an intermediate event just before the sub process on the high
level diagram
• Flows: Often over looked in narration.
Questions to ask:
• Sequence flow only coming out
How do you know you need to do this process?
• May have message flow going in What is the trigger to your activities?
Words to listen for:
Insert PowerPointsubmit;
Every day,/week/month; Presentation
send;Name
receive;
99 Here
request; wait;
BPMN Start Events Top Level Processes
• None: No specific start
• Message: A message arrives (start events can only catch messages)
• Timer: Specific time / date or a specific duration
• Conditional: Condition is reached
• Signal: Signal broadcast elsewhere is received
• Multiple: Any multiple types above may trigger a process
• Parallel Multiple: Multiple triggers - ALL must occur to begin process

100 Here
7/9/2022
Start Events Exercise

Which type of event to use?
1. Customer submits an order to the company.com, who fills the
order.
2. You arrive at work on Monday and begin to analyze data from a

report that was generated last week.
3. Five business days before the end of the month, a batch job
starts preparing sales data for financial reports.
4. When your balance on your corporate travel and expense credit

card reaches $20,000, you and your manager receive notices
and you are no longer to make any more purchases.
5. A message is posted on the corporate internet site that sign-up

for a new health program is now open. You click on the link and
register to join a team.
BPMN End Events
• None: No specific result
• Message: A message is sent to a participant at end of process (End message

events can only send)
• Error: An error is generated and thrown (some thing else must catch it); all active
threads in process (sub-process) will be terminated
• Cancel: Use within a transaction sub-process ONLY. Ends the transaction
process and send a notify message to participants involved in transaction
• Compensation: Activities identified will be compensated (reversed / undone).
• Signal: A signal is broadcast (any process that can receive the signal will hear it
and be triggered). Propagates to all processes, all levels
• Terminate: All activities in the process end immediately without compensation or
event handling. Does NOT propagate beyond [sub] process boundaries
• Multiple: Multiple consequences, all of which will occur
• Escalation: An escalation is thrown (something else must catch); all other active
threads in process continue)
Words to listen for:
Notify, confirm, completes,
done, end, send,
Insert PowerPoint submitName
Presentation
Here
102
7/9/2022
BPMN End Event Exercises

• Parts are delivered to a plant which are put into bins at line
side or in warehouse.
• When Sales finalizes a quote, the quoting system sends an
email to the customer with the quote attached.
• A sales analyst receives a request for quote for a part from a
dealer. The analyst looks up the part, but the part doesn’t
have a price in the system.
• You complete an adventure course and fire a flare to notify
the adventure company you are ready to be picked up.
• You place an order from the company.com if one of the
items you order is out of stock and is not available within a
week, you receive an email notification with ETA.
BPMN Intermediate Events
• Shows where messages are expected, required, or sent
• Shows expected delays
• Disrupt the normal flow through exception handling
• Show extra work required for compensation
• Can be drawn
• Within normal sequence flow of a process
• May be catch or throw
• Will always need to occur to move token
• Attached to an activity boundary
• Can only catch a trigger
• May or may not occur
• Can only trigger exception flow if event occurs while task it’s attached to is active
• Interrupts* activity to which it is attached and redirects flow
• *BPMN 2.0 does allow for some attached events to be non-interrupting

104 Here
Stand Alone Intermediate Event Types
• None: no specific trigger BPMN Submit SPA
• Link: connects two sections of a process
• Acts as a throw event (token
immediately moves on) • Creates a loop within a process
• Indicates process change of state or • Acts as “go to” directions

IntermediateEvent1
milestone is reached • Show process continued on next page
• Message: sends or receives a message • May be
from other process or participant • Multiple source / throw events
• Throw = Send • Single target / catch event
• Catch = Receive • Signal: used to communicate within or across
• Timer: acts as delay pools
• Specific time / date (every April 15) • Throw = send signal
• Duration / cycle (every four hours) • Catch = watch for signal
• Escalation: throws an escalation • Multiple:
^ • Compensation: throws a compensation • Throw = all events will get thrown
• Token moves forward • Catch = any one of the events will be
• Activities prior to compensation are received and move token
undone in reverse order • Multiple Parallel
• Conditional: catch event • Catch = all of the events must be received
• Triggers if / when a condition becomes
+ before token moves
true Words to listen for:
Milestone, status, Notify, confirm,
10 Insert PowerPoint Presentation Name
5
Wait, Receives, escalates,
Here until,
reaches, except, sometimes, errors,
Boundary Intermediate Events
• Interrupts an activity*
• * Compensation and escalation do NOT interrupt the activity
• Activity does not fully complete
• When event occurs, a different path is taken
• Creates a race condition:
• Token arrives and activates both the activity and the event
• If activity completes first, the token moves on, and the event
won’t be activated
• If the event is activated before the activity completes, the
activity stops and flow is redirected
Boundary Intermediate Event Types
• Message: catch event
• Redirects flow if message is • Compensation:
received • catches compensation event from
elsewhere
• Timer
• Does NOT interrupt activity
• Specific time / date (every April 15) • Can only be triggered after activity to
• Duration / cycle (every four hours) compensate has been completed
• Escalation • Conditional
• Catches the escalation • Triggers if/when a condition becomes
true
^ • Does NOT interrupt activity by
default • Signal: Catch only = Signal is
received
• Error: catch event • More general, larger scope, non-error
• Error condition is thrown condition than error event
elsewhere in process • Multiple
• Always interrupts activity • Catch = any one of events will redirect
• Cancel: catch event flow
• Cancel trigger is thrown from end + • Parallel Multiple
of a transaction sub-process • Catch = all of the events must be
received to redirect flow
• Always interrupts activity
10 Insert PowerPoint Presentation Name

7 Here
7/9/2022
Timer Events in Practice

• Timers represent
• A regularly recurring date (Every January 1)
• Duration (Every 6 hours)
• Clock starts when token arrives
• Token leaves when timer goes off
• A relative time (Every Monday)
• Timers are exact

• Gateways should be used
if it’s a personal judgment call
• Are NOT delays due to bad process design
• Used primarily by systems / processes in execution
7/9/2022
Message Events in Business Practice

Modeling for Analysis Modeling for Execution
• Messages can represent:

• Phone call
• Messages represent
• Email • Service call
• Fax
• Service request in IT systems
• Specific communication / signals
• Doorbell within process
• Sequence flow can still be used to indicate
hand-offs • Messages have a strict format
and data elements included
• Beware the issue of email:
• Lost in inbox
• Only one message can be sent /
• Ignored – not true trigger received
• Data not required
• Distinguish between accept / deny
• Recommendation: Explicitly call out email hand-
offs (or any other type) if they are an issue • Sequence flow will perform the
• Best practice: Distinguish between different
message types – often different subsequent hand-offs if process is executed
tasks in workflow / BPMS
Using events to identify delays
7/9/2022
Error Handling
BPMN Event Exercise
Activity A
Complete OK? Activity B
Activity A
Activity A Activity B
Is almost
the Error
Same As Activity C
Activity C
In BPMN: Activity A does not fully

complete if the error occurs. Will the
token ever reach the gateway?
Scope of activity matters!
Some thing in the process has to throw the

error for it to be caught and interrupt activity A Generally, an error can be
represented as a gateway.
System errors may be implicit Reasons for using error event:
and the throwing omitted “Clean up” the high level diagram,
terminate parallel activities
7/9/2022
Events in Diagrams
• Errors are
• used to end a sub-process with parallel
activities and redirect flow on parent diagram
• can only be thrown by an end event
• can not be thrown from parent level process
• can only be caught by a boundary intermediate
event –
• Terminate
• Only terminates active paths within the
process level they are modeled
• Do not cross task / sub-process boundaries
7/9/2022
Events:
BPMN Event Exercise
«Lane» Do Work
Notify Someone Else
Receive Notice
«Lane»
and Do More
Work
Start
7/9/2022
Events:
BPMN Event Exercise
Start Process End Process
BPMN Activity B
Validate Order
Information
Receive Order From End

Customer
Exercise 3 - Events
You submit an order to an on-line company for multiple items. If all
items are in stock, your order will be shipped immediately and you will
receive a confirmation notice with your tracking number. If all items
are not in stock, the company will check with the suppliers to
determine if the items will arrive within the next week. If all items will
be available within the week, you will receive a notice with your
estimated shipment date. If some of the items will not be available
within the week, the company will split your order into multiple
shipments and send the items in stock right away. You will receive an
email notice with your estimated shipment date. If you can’t wait until
your estimated shipment date, you can cancel or change your order
for those items not in stock without penalty. If want to change any
portion of your order, prior to shipment, you will be charged a
restocking fee if the items have already been confirmed in stock.
Model the company’s order fulfillment process

7/9/2022
Exercise 3 [a solution]
7/9/2022
Back to BPMN Tasks:

Repeated Activities
7/9/2022
Hiring Example:
What’s Wrong
• Only one resume received / evaluated

• Resumes only received after position posted
• All candidates interviewed
• How many processes are here?

Separate Processes
linked through Inputs and Outputs
BPMN Hiring Example Identify what really TRIGGERS activity to begin
Position Resume
Identify what INPUTS are required to do activities
[posted] [Submitted]
Identify OUTPUTS of activities
Post Position Receive Resumes

BPMN Receive Resumes
HR
Potential is not a formally defined policy, but is

based on HR experience, current labor
Potential conditions, and general understanding of Navistar
Resume current and future hiring needs. This will vary by
[Received] HR individual as well as time.
Hiring Manager
Resume has Resume

potential? [Filed]
Evaluate Resumes Interview Candidate Review resume
Resume for potential
Candidate no
[Received] Store resume for furture use
no Resume
Reply "sorry but no thanks"
[Rejected]
to candidate
Review resume - no
Determine whether yes search for basic
resume is for a yes
requirements
posted job
Receive Resume for Basic
Resume Posting? requirements
met? Resume
Forward resume to hiring [In
manager Review]
Job
Postings
Repeated Activities
• Processes are repeatable by definition
• Instance occurs each time trigger occurs
• Activities can also be repeated

• Re-Usable or Callable SubProcess:
• Subprocess / Task repeated once in many different process / sequence
flows
• Different activities before and after
• Sub-process that begins with a NON-NONE start event
• Message, Timer, Condition, etc.
• Loops
• Task repeated multiple times in same process
7/9/2022
Loop Types:
Loop Gateway Standard Loop Multiple Instance
Type (Do-While or Do-Until) (For Each)
Use •Repeat activities •Repeat one or more activities while •Activities will occur a fixed
without preserving the preserving the data/results of the number of times, and this
previous results activities for future reference number of times is known
•Activities always repeat •Number of occurrences is not known before the loop begins (based
sequentially (do once, prior to first instance on data object)
then maybe do again) •Activities always repeat sequentially •Activities may repeat
• Loops cross multiple (do once, then maybe do again) sequentially or in parallel
swim lanes •Exceptions regularly occur
Pros Readily understood Visual indication of repeated activity No need to specify a loop
condition
Cons • Difficult to represent •No way to determine what the loop •No way to tell how many
exceptions condition is without annotations parallel instance or serial
• Open to iterations are currently being
misinterpretation performed (during execution)
• Unintended “execution” •Least intuitive
consequences
Loop Examples
Gateways Loops Multiple Instances
Manager Batch job Order

approvals processing fulfillment of
multiple line
Quality control Conditional items
check points reporting
Group
Separation of Wait and see / bookings
duties / risk watch for
Interviewing
English words:
candidates
Go back Monitor For each
Update Repeat Until [the last one is
Confirm and reject Until finished]
Ask: How do you know when your done?
How do you know how many times? Insert PowerPoint Presentation Name
122 Here
Loops Implications
• One activity finishes before next activity begins
• Packaging of parts will not begin until all parts are picked. This may
or may not be the actual case.
BPMN gateways
Order Pick
Ticket
Pick Part (for each pick Package Parts

Confirm Order ticket in order file)
Exercise 4 – Loop Types
You submit an order to an on-line company for multiple items. If all
items are in stock, your order will be shipped immediately and you will
receive a confirmation notice with your tracking number. If all items
are not in stock, the company will check with the suppliers to
determine if the items will arrive within the next week. If all items will
be available within the week, you will receive a notice with your
estimated shipment date. If some of the items will not be available
within the week, the company will split your order into multiple
shipments and send the items in stock right away. You will receive an
email notice with your estimated shipment date. If you can’t wait until
your estimated shipment date, you can cancel or change your order
for those items not in stock without penalty. If want to change any
portion of your order, prior to shipment, you will be charged a
restocking fee if the items have already been confirmed in stock.
Model the company’s order fulfillment process

7/9/2022
Exercise 4 [a solution]
7/9/2022
Other BPMN Elements

• Groups
• Data Objects
• Artifacts
7/9/2022
Groups
• Visual representation only
• Aids process discussion
• Has NO impact on process flow or execution
«Group»
Activity A
Complete OK?
Activity C
7/9/2022 BPMN Prepares Solicitation
Input Ouput
BPMN: Data Objects Activity A
For Analysis For Execution
• Visual representation of • Should be re-used

artifacts used in a process throughout the process
• Types:
• Input • Use references to reflect
• Output different states
• Single Data Object
• Multiple / collection of data • Life of data object is tied
• Examples to life of process (or sub-
• Sales order from customer process) in which it’s
[received]
• Sales order from customer referenced
[fulfilled]
• Purchase order to supplier
7/9/2022
Artifacts
• “Modelers and tool vendors can extend BPMN concepts
through the addition of new types of Artifacts”
• Should NOT impact process flow
• Use for additional detail
• Screen shots
• Standard operating procedures
• Secret decoder rings
• Current business policies
Modeling IT applications?
• Model as a lane if system
activities are being documented
• Rules hardcoded in system today
• Timing of batch jobs impact user
activities
• Systems interactions need
understood
• Model as a custom object / artifact

associated with activities
• Associate user activities / business
processes with applications
Top Modeling Mistakes
#4 Ignores multiple instance implications
INCORRECT CORRECT
Assuming all activities happen at the same level leads to

issues in system design AND resource planning
7/9/2022
#4 Ignores multiple instance implications
INCORRECT CORRECT
Assuming all activities happen at the same level leads to

issues in system design AND resource planning
7/9/2022
#3 Ignores the strong verbs
INCORRECT CORRECT
BPMN Nouns
BPMN Nouns
Strategy and
Vision
Develops Strategic Plan and
Strategy Goals
Using only nouns makes it difficult for the reader to determine

WHAT is HAPPENING. Ignore the tools.
Start with strong verbs.
7/9/2022
#2: Ignore or Hard codes business rules
into process logic
INCORRECT CORRECT
BPMN Hard Codes Business Rules

BPMN Hard Codes Business Rules
Assign SPA Assign

SPA
SPA Policy
«Lane» CSA
«Lane» CSA
10 or more yes
Reviews deal
Reviews Refers to
<10 deal SPA
Number of policy no
trucks? Use sales Deal meet
program SPA policy Use sales
minimum? program
Attempt to have connectors out of gateways labeled as yes or no, rather than labeled
after a condition or expression (may not always be possible).
Hard coding business rules or policies into process maps is equivalent to burying
them in IT code. Identify if decisions are based on a policy (formal or informal). As
part of the to-be, make sure a process exists for managing, updating, and
communicating
7/9/2022
policies or rules.
#1 Connects independent processes
via sequence flow
INCORRECT CORRECT
BPMN Connects Processes BPMN Connects Processes
Manager Engineer
Designs Part
Purchasing Engineering
Designs Part
Designs Part
Approves
Part
Sources Part
Part Database
Sources Part
Checks for Prepares
new parts request for
proposal
Sequence flow indicates as soon as one activity finishes, the next one begins.
Focus on what triggers an activity to start. Is the activity really a separate process
that can be triggered by other events or activities?
Are processes connected via shared data rather than a hand-off?
7/9/2022
Recommended Best Practices
7/9/2022
Clean Up Diagrams
• Keep happy path along main horizontal path
• Exceptions, errors, and non-happy path deviate vertically
• Move labels and descriptions
• Close to element
• So they aren’t covered by other elements or flow lines
• Wrap text to keep from overlapping with other elements
• Flow descriptions are close to gateway, so you don’t get lost or have to
search for logic BPMN BPMN Concepts
Documents Match?
• Utilize sub-process hierarchy Yes Activity A
No
• Remember Miller’s Law Activity B
• Loose coupling / strong cohesion

Use straight lines
Connect to different points on source elements
7/9/2022
Find the Predecessors

7/9/2022
Find the Predecessors

7/9/2022
Make Process Logic Visible

• Label events, gateways, and sequence flows out of gateways
• Avoid hard coding rules into process logic
• Reference business rules or policies – whether or not they are
formalized
• Use text annotations to provide business context:
• Explain current business rules
• Estimated percent for each split gateway
• Distinguish between different end states with different events
• Utilize swim lanes to show “who”
• Depict known business objects
• Use choreography
7/9/2022
Use of Color
• Why use color?
• Color swim lanes to clarify roles
• Note milestones / status changes
• Highlight areas of importance / priorities to improve
• Considerations
• Color blindness
• Grayscale print outs
• Contrast and amount of colors: blue-green vs. green-blue
Process Governance

143 Here
What is Governance?

144 Here
7/9/2022
Considerations of a Tool:
• BPMN 2.0
• Any BPMN 2.0 shapes / requirements are NOT supported?
• Any tool specific artifacts?
• Does tool perform any validation against spec?
• Can you copy tasks?
• What type of process organization is available out-of-the-box
• Hyperlinks between parent diagram and collapsed subprocesses
• Models for analysis and execution
• Data dictionary, data object identification, reuse?
• What type of collaboration is available?

• Enable multiple users
• Enforce process governance
• Sequence flows –
• custom bends
• placement of labels
• Any simulation capabilities?
7/9/2022
Business ownership of process models

IT helps validate and educate
• What is the goal of the process?

• How do we differentiate, where are we best in class
• How are we doing at “table stakes” dimensions
• What is priority focus of improvement project
• What decisions do you make and what information do you need to make them?
• What are the attributes / boundaries of the process
• Where do you connect with other functional areas for other processes with
same attributes?
• How do you leverage best practices and assets of processes with different
attributes?
• At what level of [detail – in relation to the overall process trigger] are
tasks performed?
• If tasks occur at a lower level [multi instance], what happens downstream of
the split?
• If tasks / activities are NOT always performed
• What is the trigger to perform them when they are required (how do you know)
• How consistent have these triggers been over the past [year]

BUSINESS PROCESS MANAGEMENT OVERVIEW

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BUSINESS PROCESS MANAGEMENT OVERVIEW

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BUSINESS PROCESS

• How to utilize BPMN for better process design and

• Ensure that business units and systems are aligned

3. Design and Model

5. Monitor and Control

Insert PowerPoint Presentation Name

Insert PowerPoint Presentation Name

Insert PowerPoint Presentation Name

• Business Intelligence (BI) Improve utilization of

• Business Activity Monitoring (BAM)

• Business Rules Management systems:

• Business Process Management Suites (BPMS):

Insert PowerPoint Presentation Name

Enterprise Business Technology Optimized Core Business

Business Process Competency Center

Insert PowerPoint Presentation Name

Just because a process isn’t formalized or mapped

If there is not a clear process, there are usually un-intended consequences

Insert PowerPoint Presentation Name

Focusing on the process

• Focus on limited actions

• Focus on actions and results

Insert PowerPoint Presentation Name

What is on a process map?

• Performers All models need to contain a certain

• Inputs / outputs BPMN is capable of representing many

Choreography / Collaboration High level, end to end process analysis

BPMN is capable of representing many

State Diagrams Used in systems analysis

Class Diagram Used in object oriented system design

The modeler makes decisions about the

The interpretation of the model is

All models are wrong – some are useful.

Insert PowerPoint Presentation Name

• It makes you think

• Enables faster automation

Insert PowerPoint Presentation Name

Bottom Up Begin describing at detail level

Event Partitioning Identify events or triggers to begin work

Insert PowerPoint Presentation Name

Process Modeling Best Practices?

• Document As Is – bottoms up approach – depends on scope – Estimate the Implementation Project

• Process Workshop: Broad group workshop – Used for Change Management

• Develop To Be / Project Scope and Milestones

• Add exceptions and errors - At each task ask:

• What else does a participant do in a given week?

Translating [English] into

Process Mapping Exercise

Identify the process activities from chef’s perspective

HOW MANY ACTIVITIES ARE THERE?

• Expect to include between 8 and 50 elements on a diagram

Insert PowerPoint Presentation Name

• “Detail does not go away because it is ignored. If we

• “Detail charts may be intimidating at first glance.

Insert PowerPoint Presentation Name

• Level 1 – Value Chain

• Level 5 – Finite Tasks

• Level 6 – Finite Tasks for Execution

• Level 7 – Executable Process Map in BPMS

• Level 8 – Work level instruction (not really a process)

Thoughts for defining tasks within an

• Tasks should include all common exceptions paths that involve

• Tasks may include more than one user interface or “screen”