Ca020 ENG 2021-02 PDF

BPMN 2.
0 Training
Version 2021-02
2
2
Agenda
• Getting Started with BPMN • Data in BPMN Selected chapters from:

• BPMN in the context of • Boundary events • Introduction of BPMN
BPM Process Documentation
• More event types
• More BPMN elements Business-IT-Alignment
• Task types and markers
• Introduction to tooling • Process automation
• Event subprocesses
• BPMN events • Process controlling
• Last Symbols
• Orchestration and • BPMN Guidelines
collaboration
• DMN
3
Exercises and Trainingmaterial
https://training.camunda.com/bpmn/
user: bpmn
password: camundarocks
Important symbols
A first BPMN model…
8
Basic elements
Flow objects Connecting objects Artifacts
Activity Sequence flow Annotation Text
Event Message flow Group
Custom
Gateway Association ?
artifacts
Participants Data
Data object Data input

Lane
Pool
Lane
Data store Data output
9
What BPMN should be used for
BPMN at its best:

Processes
BPMN is not suitable for:

Process landscapes
Organizational structures
Data
Strategies
Business rules
IT landscapes
10
Tasks and events
None start None intermediate None end

Task
event event event
Sequence
Flow
11
The XOR-gateway
Data-based
exclusive
gateway
(splitting)
12
XOR-gateways can also merge
Data-based exclusive
gateway (merging)
13
Don‘t be afraid of loops – they are welcome!
No need to
split “before“
merge
14
Combined merge/split
Data-based Data-based Data-based

exclusive gateway exclusive gateway exclusive gateway
(merging/splitting) (merging) (splitting)
15
What happens if no condition applies?
Default
flow
16
Preparing salad and main course
Association
Annotation
17
Preparing salad and main course at the same time
Parallel Gateway
(Parallelized) Parallel Gateway
(synchronizing)
18
What happens in this process?
19
What happens in this process?
20
Example: ATM
21
Syntactical correctness of process models
• Core Question: Is BPMN applied correctly?

• Typical misuse:
“new“ symbols are used incorrectly
Existing symbols are used incorrectly
Symbols are combined incorrectly
place order
supply
start milestone
ordered
Synta
ct
corre ically
check order ct?
22
Semantic correctness of process models
• Check for consistency of models related to

a reality
• Knowledge about the reality must be
available (humans!) check
• Knowledge discovery often done in
discussions/workshops with process
participants reality process
• Tool support only partially possible model
23
BPMN in the context of BPM
The two faces of BPM
Organizational View
Business Process Organizational Business

Organization
Reengineering - BPR Process Management
since 1990 1990 - 2000 since 2000
Business
Business Process Management - BPM
IT
since 2004
Process Automation
since 2006
Human Service-oriented
Workflow Management Architectures (SOA)
since 2000 since 2005
Document-Management – Enterprise Application
Systems – DMS (i.a.) Integration – EAI
25
Do you know your processes?
26
The problem of functional organizations
27
Process-centered organizations
Clear focus on Business Processes
28
Business Process Maturity Levels
# Name Description
1 Initial Wherein business processes are performed in inconsistent sometimes adhoc
ways with results that are difficult to predict.
2 Managed Wherein management stabilizes the work within local work units to ensure that it
can be performed in a repeatable way that satisfies the workgroup‘s primary
commitments. However, work units performing similar tasks may use different
procedures.
3 Standardized Wherein common, standardizes processes are synthesized from best practices
identified in the work groups and tailoring guidelines are provided for supporting
different business needs. Standard processes provide an economy of scale and
a foundation for learning from common measures and experience.
4 Predictable Wherein the capabilities enabled by standard processes are exploited and
provided back into the work units.
5 innovative Wherein both proactive and opportunistic improvement actions seek innovations.
29
Business processes are different
Maturity Level Maturity Level Opportunites Real life

AS-IS TO-BE
2/3 2/3 AS-IS discovery & Support processes

documentation;
TO-BE transformation
1 2/3 TO-BE creation Core processes
1 1 - Management processes
30
Example: Damage adjustment ≠ Damage adjustment
For car insurance For personal insurance
Parameters • Occurs often, damages are relatively low • Mostly seldom, damages high
• Narrow possible bandwith • Wide range of damages (pensions etc.)
• Regulation must be efficient • Regulation must be effective
Consequences • Standardized work instructions • Less standardized flows, high dynamics
• Dynamic only for exceptions (suspected fraud) • Based on know–how of employees
Conclusion • Automation can just partially support the
• Automation possible and profitable
workflow
31
Roles in BPM
Scope Role
Entire Project Manager
Implements BPM as a methodology
organisation
CPO
Oversees the overall process architecture
Business Process expert

Is a process user, who actively involved in the process.
processes
Process owner
Manages the process performance and KPIs
Process modeler
Creates BPMN process models
External view Process consultant
Works on a project and its conception and on the
performance of processes
Process auditor
Audits processes
32
The process engine
Process Model Monitoring and

Process Engine
Reporting
Recording
cycle time
Modeling
Human Task Service-Call Service-Call Human Task
Human Workflow Service

Management Orchestration
Process participant IT-System IT-System Process participant
33
Human task management
34
BPEL (Business Process <?xml version="1.0" encoding="UTF-8"?>
<bpws:process name="SimpleBPEL"
targetNamespace="http://www.camunda.com/example" ... >
Execution Language) ...
<bpws:partnerLinks>
<bpws:partnerLink name="client"
myRole="SimpleBPELProvider"
partnerLinkType="tns:SimpleBPEL"/>
<bpws:partnerLink name="someWebservice"
partnerRole="ServiceProvider"
partnerLinkType="tns:SimpleService"/>
</bpws:partnerLinks>
<bpws:variables>
<bpws:variable messageType="tns:RequestMessage" name="input"/>
<bpws:variable messageType="tns:InvokeMessage" name="parameter"/>
</bpws:variables>
<bpws:sequence name="main scope">
<bpws:receive name="receive"
createInstance="yes"
operation="initiate"
variable="input"
partnerLink="client"
portType="tns:SimpleBPEL"/>
<bpws:assign name="assign" validate="no">
...
</bpws:assign>
<bpws:invoke name="invoke"
operation="methodName"
inputVariable="parameter"
partnerLink="someWebservice"
portType="tns:ServiceInvoke"/>
</bpws:sequence>
</bpws:process>
35
Development of BPMN
until 2002 Development

Stephen A. White, IBM
2002 First release

Business Process Management Initiative (BPMI)
2005 Development
Object Management Group (OMG)
2013 Further Standardization

International Standardization Organization
Current Version: BPMN 2.0.2 since January 2014
36
Proposed architecture with BPMN 1.2
BPEL
Engine
BPMN 1.2 as a model
37
Proposed architecture with BPMN 2.0
BPMN
Engine
38
Symbols and attributes
39
Models and their target groups
40
Different application scenarios
Business-IT- Technical
Alignment Implementation
Process Process Requirements Process

Documentation Design Management Execution
Organizational IT Projects
Projects
41
Let‘s continue with BPMN…..
How long does the process instance take to finish?
43
Various options in the combination of our meal
44
The OR-gateway enables a compact representation of
complex path variants
Data-based inclusive Data-based

gateway inclusive gateway
(splitting/ (merging/
parallelizing) synchronizing)
45
An incredibly (?) compact version
46
How long does the second OR-gateway need to wait?
Wait?
47
Eliminate the OR-Join
Exercise 2
user: bpmn
Implicit vs. explicit modeling
Implicit XOR Implicit AND
= =
Explicit XOR Explicit AND
49
OR-Split with conditional flows
Conditional
Flow =
50
The same process?
51
Responsibilities represented using lanes
Pool
Lane
52
Incorrect lane handling
Error: This
representation is not
permissible in BPMN
53
Correct lane handling
54
Formal vs. practical point of view
The pool controls
the process
The process Controlled by the pool

controls the
participants Controlled by humans
55
Interlacing lanes into sub-lanes
56
Some conventions: naming and layout
Object + Object + verb Question and

status (inf.) answer
57
Cawemo
Demo
Dispatch of Goods
Exercise 1
user: bpmn
The complex gateway
Complex gateway
60
Events in BPMN
Start Event
When the start event

gets triggered, a new
process instance
starts with a new
token.
62
Most important events in BPMN
63
The process will wait for the message
Pizza
Pizza
restaurant
64
„Throwing“ message event
Not recommended!
Use Task instead
65
With this, multiple Start Events are possible!
If any of the events

get triggered, a new
process instance
starts
This is always a
deadlock
66
Examples for timer events
67
The conditional event
68
What happens if the pizza didn‘t arrive?
69
The first event that is triggered determines the sequence
flow
eventbased
exclusive gateway
70
Applying the event-based gateway
71
Recourse
Exercise 3
user: bpmn
A task and a collapsed subprocess
73
The expanded subprocess
74
Reusing process models using call activities
75
Annotations and groups
Annotation Group Group
76
Custom artifacts
Custom Custom
artifact artifact
77
Search for Errors
Exercise 4
user: bpmn
Orchestration and collaboration
The process orchestration
80
For the orchestration, the conductor controls the process
1st flute
2nd Violine
2nd flute
1st Violine 2
3
1
Cello
4
81
82
For collaboration, the participants control their
processes and inform each other
Guitar Bass
2
Singing
3
Guitar
1
Drums
82
Each process participant operates in a separate pool
Separate Pools
Message Flow
83
Two processes – How do they work together?
84
The collaboration diagram
85
The customer‘s perspective
Expanded Pool
Collapsed Pool
86
Acceptable constructs for working with pools and
message flows
87
Forbidden constructs
88
Synchronous communication
• Synchronous means sending a

message and awaiting the answer
in a “short” time
• The sender waits until the
message arrives (blocking
possible!)
• The sender cannot perform any
actions between sending and
receiving the messages
89
Asynchronous communication
• Asynchronous means
sending out a message
optionally waiting for a reply to
the message
• Between sending and
receiving the message further
actions can be performed
90
Credit Scoring
Exercise 6
user: bpmn
Self Service Restaurant
Exercise 7
user: bpmn
Modeling Data
Using data objects
Data Association
Data Object
94
Input and output data object, collection, data store
Collection of
Data Inputs
Object
Output Data
Object
Data Store
95
Using data elements
Message Object
96
Pizza process with messages
97
Cooking with BPMN
Übung 5
user: bpmn
Attaching boundary events
Boundary events
Catching events Throwing events
Start events Intermediate events End events
The process triggers
The process is The event subprocess is The event subprocess is The process The process triggers the
The event is reacted to, The event is reacted to, the event and
started by the started, the parent process started, the parent process is continues only, if the event at the end of the
the activity is canceled. the activity is not canceled. continues
engine. canceled. not canceled. event occurs. process path.
immediately.
? ? ? ? ? ? ? ?
None: Untyped events; none

intermediate events can mark a
change of status.
Message: Receiving and

sending of messages.
Timer: Cyclic timer event, points

in time, or time spans.
Conditional: Reacting to
changed conditions and relation
to business rules.
Link: Two associated link events

represent a sequence flow.
Signal: Signaling across different

processes. A signal can be
reacted to several times.
Error: Triggering and

treatment of defined errors
Escalation: Reporting to the next

higher level of responsibility.
Terminate: Triggers the

immediate termination of the
process.
Compensation: Handling or
triggering of a compensation.
Cancel: Reaction to canceled

transactions or triggering of
cancelations.
Multiple: Occurence of one of

several events; triggering of all
events.
Parallel multiple:
Occurence of all events.
Symbols of BPMN (following the BPMN poster of the Berlin BPM offensive: www.bpmb.de/poster)
NEW in BPMN 2.0 Taken from "Praxishandbuch BPMN" by Jakob Freund and Bernd Rücker; © 2010 Carl Hanser Verlag Munich
100
The attached message event results in the cancellation of
the task “Search for error“
101
Model timeouts
102
The catching event cancels the entire subprocess
103
Non-interrupting boundary events
104
Pizza order - interrupting the inquiry
Exercise 9
user: bpmn
More event types
More event types

immediately.
? ? ? ? ? ? ? ?

change of status.


to business rules.





process.

cancelations.

events.
Parallel multiple:
107
Signal events
A signal can have

multiple recipients
(1:n relation)
108
The process always ends after 55 minutes
109
The process may be terminated after task 3
110
The subprocess reports an error to its parent
111
The difference between error and escalation
112
Handling problems
Exercise 10
user: bpmn
Task types and markers
Task types
Undefined Receive Script
Receive
Manual Service
(instantiating)
User Send Business rule
115
User Task
116
Service Task
117
Business Rule Task
118
Customer Onboarding
119
Adhoc subprocess
120
Loop marker
121
Loops
This is
functionally
similar to this
122
Multi instance marker
123
Multi instance
This is
functionally
similar to this
but allows for a
dynamic
number of
tasks or sub
processes
124
Multiple instance options
125
Multiple instance example: ordering pizza
126
Multiple instance example: pizza delivered
127
Allowed & forbidden markers
Loop Compensation Compensation Compensation

MI Task
Task Task Loop Task MI Task
Compensation Compensation
Loop MI Compensation
Loop MI
Sub-Process Sub-Process Sub-Process
Sub-Process Sub-Process
Compensation Loop MI
Adhoc
Adhoc Adhoc Adhoc
Sub-Process
Sub-Process Sub-Process Sub-Process
~ ~ ~ ~
Compensation Compensation
Loop Adhoc MI Adhoc
Sub-Process Sub-Process
Loop = Schleife
~ ~
MI = Multiple Instances = Mehrfachinstanz
Compensation = Kompensation
~ Adhoc = Adhoc
Adhoc Loop MI Loop MI

Task Task Sub-Process
~
128
Event Subprocesses
Calm Pizza Customer Down
Exercise 8 – Part 1
user: bpmn
Event Subprocesses

immediately.
? ? ? ? ? ? ? ?

change of status.


to business rules.





process.

cancelations.

events.
Parallel multiple:
131
How can we handle a cancellation?
132
The way we already know: With boundary events!
133
The way we already know: Subprocess and a boundary
event!
134
The new way: With an event subprocess!
135
Event subprocess: timeouts
136
Event subprocess: global error handling
137
Calm Pizza Customer Down
user: bpmn
Attaching events to subprocesses
139
Local event subprocesses
Non interupting
event sub-
process
Interupting
event sub-
process
140
Collapsed event subprocesses
Dinner preparation
Choose recipe Prepare meal
Start End
Invite friends
Eat meal
for dinner
Start End
Provide for
Procure food
guest
141
…now the last symbols
Associated link events can replace a sequence flow
143
Event type: multiple
Buy pizza Eat pizza
Seen pizza TV ad In the mood Rated pizza on

or a friend has for pizza Pizzatest.de
recommended a new and sent rating to
pizza friends
Important:
Different semantics
144
Alternative for multiple event
145
Event type: multiple parallel
Buy pizza Eat pizza
Seen pizza TV ad In the mood for Rated pizza on

and a friend has pizza Pizzatest.de
recommended a new and sent rating to
pizza friends
146
Instantiating gateways
NOT RECOMMENDED!
DEADLOCK!
147
Compensation
148
Compensation event
149
Transactions
150
BPMN Roulette
Exercise
user: bpmn
Reservation System
Exercise 14
user: bpmn
Coupling of processes
Types of coupling
Direct coupling Indirect coupling

• Message flows • System status
• Signal events • Process data
• Call activities
• Decomposition (Sub-process)
154
Direct Coupling
Characteristics:
• The linked process is called / started directly
• Coupling is obvious in the model
• Synchronous calls are possible
155
Direct coupling: message flows
See also:
Orchestration and
collaboration
156
Coupling with message flows in practice
• Typically, each model describes one process

• Collapsed pools are used to point out the coupling
157
Direct coupling: signal event
158
Difference: message vs. signal
A signal can have

multiple recipients
(1:n relation)
A message flow
always has one
sender and exactly
one recipient
(1:1 relation)
159
Difference: escalation
• Escalation and error events just allow a vertical

communication (within one process hierarchy)
• They can only be received by attached boundary
events or in an event sub process.
160
Direct coupling: call activity
• The call activity is started directly by

the main process
161
Direct coupling: decomposition (collapsed subprocess)
Disadvantage: By using
= • The subprocess is
started directly by
the main process
the decomposition, the
sub process is not
visible
162
Indirect coupling
Characteristics:
• The linked process is not called / started directly
• Usually requires gathering of status data from the linked process
• Coupling is not obvious in the model
• Is necessary for coupling batch and non-batch processes
163
Indirect coupling: system status
Often the coupling is

not obvious in the
process
164
Indirect coupling: process data
165
Introducing BPMN on a broad base

Projects
167
The camunda BPM lifecycle
Current state
process model
New process
Diagnose problems,
Workshops, interviews, search for causes,
monitoring estimate potential
Weak points?
Process Process
Process survey Yes
Modeling target state design,
documentation analysis
process simulation, assessment
Existing of alternatives, ROI estimate
No
process Current state
process
Modeling, process maps,
flow diagrams
model
Process Process
Process
controlling Design
conception
Continuous until process

improvement is required
Process
implementation
Change management, Target state

conventional IT projects, process model
process automation
BPM governance
168
Clarifying goals is critical
Roles
Methods
Goals Tools
Processes
169
Knowledge allocation for BPMN
External
Gurus consultants
Followers
Non-Users
170
Assignment In larger organizations
Top management
BPM CC
Division A Division B Division C Division D
171
Camunda house
Strategic process model
Operational process model bird's eye view

vs.
worm's-eye view
Human Technical
process flow process flow
172
Camunda house
• Fast comprehension
• Logically abstract
Operational process model • Precise description

• Physically specific
• Human process flow
• Work procedures
• User Experience
Human Technical
• Automated control flow
• Code
• Interaction flow
• Interaction between
user and system
173
Strategic level on a broad scale, operational only if
needed
Process modelling on strategic level
(Usually in context of AS-IS discovery)
Detailed modeling
on operational
level
(in context of
Process 6
Process 1
Process 2
Process 3
Process 7
process 4
process 5
process design/
optimization)
Technical
modeling on
operational level
(in context of
process
execution)
174
Top-Down-Bottom-Up: continuous improvement
Inspect and adapt
Process owner
(Cross-functional)
Process team
“BPMM Level 3: Wherein common, standardizes processes are synthesized

from best practices identified in the work groups [...]”
175
BPM – agile or classic
ROI
BPM
agile project
return
classic
ROI
BPM
project
ROI
ROI
BPM
project
ROI
BPM
project BPM project
time
176
CIP in the BPM lifecycle
Current state
process model
New process
Diagnose problems,
Weak points?
Process Process
Process survey Yes
No
process
flow diagrams
model
Process Process
Process
controlling Design
conception

Process
implementation

process automation
BPM governance
177
Success factors for CIP
Modeler
• Correct process models

• Comprehensible process models
• Omnipresent process models
• Known and constant assignee for improvement

Responsible
executive
• Transparent consideration of suggestions

• Fast and consistent introduction and enforcement of suggestions
178
The alternative?
Annoyed
divisions and Dissatisfied
domain experts modelers
“Dead“
process documentation
“Yes, there once was a project

documenting the processes, but I
guess it was canceled for some
reason. The process models were only
"Tupperware“ used for the ISO audits anyway.“
179
Process documentation

Projects
181
The Camunda BPM lifecycle
Current state
process model
New process
Diagnose problems,
Weak points?
Process Process
Process survey Yes
No
process
flow diagrams
model
Process Process
Process
controlling Design
conception

Process
implementation

process automation
BPM governance
182
Clarifying goals is critical
Roles
Methods
Goals Tools
Processes
183
Systematic clarification of all aspects: Goals
• Achieving visibility of the company processes Roles
• Increase the comprehensibility of processes for employees

• Achieving an ISO certification Methods Goals Tools
Processes
184
Systematic clarification of all aspects: Roles
Center of excellence (BPM CoE) Roles
• Definine the methodology, tools, and meta-processes

Methods Goals Tools
• Support the departments (dezentralized teams)
• Establish QA Processes
Departments:
• Dezentralized documentation (business analysis)
185
Systematic clarification of all aspects: Processes
• Process discovery and documentation Roles
• Maintenance and housekeeping of the model repository

• Approval of process models (based on content / based on Methods Goals Tools
underlying methodology)
Processes
186
Systematic clarification of all aspects: Methods
• BPMN + Guidelines (conventions) Roles
• Define the process architecture (e.g., process landscapes)

• Textual descriptions Methods Goals Tools
Processes
187
Systematic clarification of all aspects: Tools
• Collaborative BPMN-modeling Roles
• Support for adminstration of extensive documentation

• Support for customization (e.g, custom artifacts and attributes) Methods Goals Tools
• Integration of the BPMN tool with other business applications (e.g.

Wiki, Sharepoint) Processes
188
Relation to the Camunda House
Strategic process model • Fast comprehension

• Human process flow Operational process model
• Work procedures
• User Experience
• Precise description
Human process Technical process • Physically specific
flow flow
• Automated control
flow
• Interaction flow • Code
user and system
189
“Sick leave process“ at strategic level
190
“Sick leave process“ at operational level
191
“Procurement process“ at strategic level
192
“Procurement process“ at operational level
193
Strategic level on a broad scale, operational only if
needed
Process modeling on strategic level

(usually in the context of an AS-IS discovery)
Detailed modeling
Process 1
Process 2
Process 3
Process 4
Process 5
Process 6
Process 7
on operational
level
(in the context of
process design/
optimization)
194
Current state
process model
New process
Diagnose problems,
Weak points?
Process Process
Process survey Yes
No
process
flow diagrams
model
Process Process
Process
controlling Design
conception

Process
implementation

process automation
BPM governance
195
Invoice Receipt
user: bpmn
Business-IT-Alignment

Projects
198
Current state
process model
New process
Diagnose problems,
Weak points?
Process Process
Process survey Yes
No
process
flow diagrams
model
Process Process
Process
controlling Design
conception

Process
implementation

process automation
BPM governance
199
Systematic clarification of all aspects
Roles
Methods
Goals Tools
Processes
200
Systematic clarification of all aspects: Goals
• Generating the business and IT requirements Roles
• Process execution with a process engine

• Achieving Business-IT-alignment Methods Goals Tools
Processes
201
Systematic clarification of all aspects: Roles
• Centre of excellence (BPM CoE) Roles
• Define the methodology, tools, and meta-processes

Methods Goals Tools
• Support of the departments (dezentralized teams)
• Establish QA Processes
• Departments:
Roles: possibly setting up a BPM
• Decentralized documentation (business analysis) Center of Excellence, Subject
Matter Experts, Process Modelers,
Process Engineers, Technical
• IT:
Consultants, Quality Assurance
• Requirements engineering by IT experts
People
• Technical implementation of the requirements by IT experts
202
Systematic clarification of all aspects: Processes
• Process discovery and documentation Roles
• Maintenance and housekeeping of the model repository

• Approval of process models (based on content / based on Methods Goals Tools
underlying methodology)
• Software development, distribution, tests Processes
203
Systematic clarification of all aspects: Methods
• BPMN Roles
• Definine the process architecture (e.g., process landscapes)

• Textual descriptions Methods Goals Tools
• Guidelines (conventions) for BPMN models and source code

• Requirements engineering, software and system architecture Processes
• UI/UX- Design
204
Systematic clarification of all aspects: Tools
• Collaborative BPMN- modeling Roles
• Support for adminstration of extensive documentation

• Support for customization (e.g, custom artifacts and attributes) Methods Goals Tools
• Integration of the BPMN tool with other business applications (e.g.

Wiki, Sharepoint) Processes
• Process engine for the execution of technical process models
205
A customer‘s AS-IS situation
Analytical
model
(ADONIS)
Executable
model
(Sungard IPP)
206
Analytical model in BPMN 2.0 (BPMN-modeling Tool X)
207
Executable model in BPMN 2.0 (Camunda Modeler)
208
The real world is slightly more complex …
• Complex processes => large and comprehensive process models

• Individual requirements of stakeholders about how a model should look like and what it should
contain:
analytical coarse grained
analytical fine grained
executable fine grained
• Individual expectations about what parts the model should contain:
Human view: “What parts are done by human process participants?“
Technology-driven view: “What part is performed by the process engine?“
Or both and: “How do they interact?“
209
Camunda House
Operational process model bird's eye view

vs.
worm's-eye view
Human Technical
210
Relation to the Camunda House
Strategic process model • Fast comprehension

• Human process flow Operational process model
• Work procedures
• User Experience
• Precise description
Human process Technical process • Physically specific
flow flow
• Automated control
flow
• Interaction flow • Code
user and system
211
Example "Incident Management“
• Support process of a software vendor
• Part of the ”BPMN 2.0 by Example“ document of the OMG (www.BPMN.org)
• Completely modeled using the Camunda House
• Implemented as a showcase on the Camunda Platform
https://github.com/camunda-consulting/code/tree/master/one-time-examples/incident-management
213
Core idea #1: Move ”problems“ to an upper level
Operational process model
Human Technical
214
Incident management at strategic level
215
Core idea #2: operational level provides different views
Role Process Participant Process Analyst Process Engineer
What is the engine

Objective How should I work? How is the work done?
doing exactly?
Orchestration of the
View Own orchestration Whole collaboration
process engine
216
The call center agent‘s process
217
The 1st level support agent process
218
2nd level support agent and software developer
219
Invoice Receipt
user: bpmn
How to create the technical flow
Human Technical
221
Deriving the technical process model
Process Process-Engine
participants
222
The executable process model
223
Invoice Receipt
user: bpmn
Process automation
Example invoice receipt
226
Process automation
Human Task System

Management Integration
227
How to automate a BPMN 2.0- process?
Current state
process model
New process
Diagnose problems,
Weak points?
Process Process
Process survey Yes
No
process
flow diagrams
model
Process Process
Process
controlling Design
conception

Process
implementation

process automation
BPM governance
228
Process automation
XML
+ Code + UI
229
Technical attributes of a BPMN model
230
Live Demo
Automation with Camunda Plattform
The process is in the center
GUI
User
Data
Stories
Process
Tests Rules
NFRs
232
Process automation – which tool?
• Process automation can be done in different

ways
• This offers different advantages and
disadvantages
• Therefore a general recommendations is
difficult
• In the following we like to describe a real life
customer scenario
Big energy supplier
Strong growth
Invoice receipt process
233
Possible alternatives
1. No automation
2. To program for themselves
3. To use standard-Software
4. Classical BPM Suite
5. Developer- friendly BPM
234
Alternative 1: No automation
Process is done manually

(Basic tools like paper, folders,…)
Advantages Pain points Cost drivers
• No IT expense • Not scalable • High personnel cost for running

the process
• Slow process run
• High number of process errors
• No process visibility
• Process agility is limited
235
Alternative 2: Custom programming
Software solution designed inhouse

(e.g. Java, .NET, ...)
• Faster process executions • No process visibility • Costs for development and

maintenance
• Lower process costs • Process agility is limited strongly
• Less process errors • Project costs for modification
(processes hidden inside the
implementation)
236
Alternative 3: Off-the-shelf-software
Purchased software with e.g. invoice receipt module, document management systems
• Faster process executions • Processes in standard software • Costs for license

aren‘t customizable for own company
• Less process costs • Proprietary know-how
• Less process errors • Software is a foreign body in the (specialized consultants)
company‘s IT landscape
• Agility of process is limited
• Dependence on software supplier
237
Alternative 4: Classical BPM-Suite
Black-Box-BPM-Suite with ”Zero-Code“-promise

(e.g. BPM-Suites of big software producers)
• Faster process executions • Software is a foreign body in the • Costs for license
• Less process costs company‘s IT landscape • Proprietary know-how (specialized
• Dependence on software supplier consultants and developers)
• Less process errors
• Improvement of process visibility
(dependent on software producer)
• End-to-End-processes possible
238
Alternative 5: Developer-friendly BPM
Open Source Platform with a ”developer-friendly“ approach

(e.g. Camunda Plattform)
• Faster process executions • Taking a risk on doing it differently • Cost for development and
• Need for developers integration
• Less process costs
• Less process errors
• Improved process visibility
• End-to-End-processes possible
• Embeddable in IT- landscape
• Standard technology and
procedures (e.g. Java, CI, Scrum)
239
Summary of the alternatives See also
Whitepaper:
Camunda in comparison
with other alternatives
Custom Off-the-shelf- Classical Developer-

No automation
programming software BPM-Suite friendly BPM
Low process cost X X X X
Faster process executions X X X X
Less process errors X X X X
Real process visibility possible possible X
High agility of process possible X
Less programming cost X X X
Custom-tailored processes X X X X
Embeddable with existing IT X X
No special developers needed X X X
No dependence on software
X X X
supplier/ producer
End-to-End-processes possible X X
240
The energy supplier
• Started with manual processes (alternative 1) • Evaluated standard software (alternative 3)

• Got by with self made little helpers (alternative 2) and decided not to buy it because of missing
when the load increased features and therefore high involved
customizing costs
• Introduced a development friendly BPM
(alternative 5) because:
• The end-to-end process
• With all its special characteristics,
• With BPMN 2.0 synchronized, implemented and
monitored as well as
• Could be implemented with existing inhouse
developers
• The solution is growing along company
growth.
241
Process Controlling
Do you know your processes?
243
Process controlling as a result of automation
Current state
process model
New process
Diagnose problems,
Weak points?
Process Process
Process survey Yes
No
process
flow diagrams
model
Process Process
Process
controlling Design
conception

Process
implementation

process automation
BPM governance
244
Transparency means quality
Instance-based (Cockpit) Process-based (Optimize)
Typical questions: Typical questions:

• Why isn‘t the invoice paid yet? Do we keep our service-promise/ SLA?
• Where is my application? • Capacity, overload, weak points?
• When does my shipment arrive? • Where is potential for improvement?
• Does the reality reflect the expectations?
245
Benefits - Reporting based on automated processes
Improved
business sucess
Guidance where and how to improve your processes
Indications of strengths & weaknesses
Transparency over your business processes
Data on how your processes run
246
Camunda Platform and Optimize
Business Analyst /
Developer Task Worker Operator Administrator Process Owner
Custom
Modeler Tasklist Cockpit Admin Optimize
Application
REST REST / Java REST REST
Java / REST API
Engine
File (BPMN, CMMN, DMN)
SQL DB Elastic Search
Model
Modeling Execute
Execution Improvement
247
Live Demo
Reporting with Optimize
Methods: BPMN Guidelines
Question: For which scenario do I want to use BPMN?

Projects
250
Why do I need a modeling guideline?
• BPMN is complex
• BPMN has many degrees of freedom
• A guideline provides a framework and orientation
• It helps to model faster and with better quality
• It helps to make models more consistent and
therefore better comparable and easier to
understand
In total: better readability and acceptance and at

the same time formal quality and usability is
assured.
Important: The guideline depends on your goals.
251
Important parts of a BPMN guideline
Subset of
…
symbols
Design Patterns BPMN Guideline Naming
Modeling
Layout
alternatives
252
Aspects for describing a guideline element
Specification
Counter-example Guideline Explanation

Element
Example
253
Subset of Symbols …
Subset of
symbols
Design BPMN
Naming
Patterns Guideline
• Define a subset of BPMN symbols
Modeling
alternatives Layout
• Extend with own artefacts, if needed
254
Naming …
Subset of
symbols
Design BPMN
Naming
Patterns Guideline
• Helps to make models more consistent
Modeling
alternatives Layout
• Supports better readablility
• Minimizes room for misinterpretation
255
Example: Naming
• Specification: For naming elements in a BPMN model following rules shall apply:
Task: [object] + [verb]
Event:[object] + [state]
• Explanation: Consistent naming significantly improves readability and can prevent errors.
• Example:
• Counterexample:
256
Layout …
Subset of
symbols
Design BPMN
Naming
Patterns Guideline
• The layout deals with the visual appearance of process
diagrams
Modeling
alternatives Layout
• It makes diagrams more uniform and more readable
257
Example: Layout
• Specification: Always model in a grid layout

• Explanation: The arrangement of the elements in a grid layout increases the readability
• Example: • Counterexample:
258
Modeling alternatives …
Subset of
symbols
Design BPMN
Naming
Patterns Guideline
• A guideline that explains how
certain situations should be modeled
Modeling
alternatives Layout
• Basic situations with no reference

to concrete content-related processes.
259
Example: Modeling alternatives
• Specification: End events with similar meaning should be summarized in one symbol. End
events with differing meaning should be modeled separately.
• Explanation: This way, the viewer will know faster that different end states are possible, and
it will be easier to recognize the respective state.
260
• Example:
• Counterexample:
261
Design Patterns …
Subset of
symbols
Design BPMN
Naming
Patterns Guideline
• Like a recipe: guide for certain modeling

Modeling
situations alternatives Layout
• Recommended character (more flexible than

other guidelines)
• Different structure than other guidelines:
• Requirement: Describes in which situation the design pattern can be

helpful
• Recommendation: Refers to a pattern, then recommends it
• Available design patterns: The design patterns suitable for the situation are shown
262 through examples
Example: Design Patterns (two-stage escalation)
Requirement:
• I want my interaction partner to do something, so I send her a message (e.g.: an invoice to be

paid, an item to be delivered, an instruction to be executed, …)
• My interaction partner does not react.
• I send her a reminder for my request, and I may set a new deadline (if necessary, I can repeat
this several times)
• In case of no reaction: Escalation (e.g.: forwarding invoice to debt collector, cancelling the
order, informing a superior of non-performance)
263
Recommendation:
• „Event-based gateway with loop“
• Clear, easily understood and formally correct
• Alternative: „Attached timer events“ (if the selected engine cannot interpret the event-based
gateway)
264
Available Design Patterns:
• Event-based gateway with loop
• Chain-link of event-based gateways:
• Attached timer events:
265
Pathway to own guideline
Clarify Framework
• Define the goals
• What do I want to model? What usage do the models have? What is the target group?
Review Best Practice Guidelines

• Use your own best practice examples or adapt existing ones to your use case. Example:
• Camunda Best Practice for Enterprise Customers: https://www.camunda.com/best-practices
Create your own modelling guideline

• Ensure consistency
Maintain the guideline
266
Business rules with DMN
Discount rules in a BPMN model?
268
Discount rules in a DMN table
269
DMN standard
• Decision Model and Notation

• Standard of OMG for decisions/business rules
”The primary goal of DMN is to provide a common notation that is readily

understandable by all business users, from the business analysts needing to
create initial decision requirements and then more detailed decision models, to
the technical developers responsible for automating the decisions in processes,
and finally, to the business people who will manage and monitor those decisions.
DMN creates a standardized bridge for the gap between the business
decision design and decision implementation. DMN notation is designed to
be useable alongside the standard BPMN business process notation.”
270
DMN tables can be executed
• Technical attributes enable the direct execution of desicion tables

• Role seperation between structure (columns) and rules (rows) is possible
271
Structure of a DMN table
Hit Policy
Table name
+ ID Output Name +
Expression
Input Name
+ Expression
Rules
272
Hit Policies
Single
U(nique): Exactly one rule applies
A(ny): More rules can apply but don‘t necessarily provide the same outcome
P(riority): Rule with the highest priority (result field) is selected
F(irst): First applicable rule is selected (order of rows)
Multiple
O(utput Order): List of results in order of priority (result fields)
R(ule Order): List of results in order of rules
C(ollect): List of results without an order, can be combined with operators +
(Sum); < (Min); > (Max); # (Amount)
273
More examples from the DMN specification
274
Discount rules are referred in a BPMN model
275
Frequency of modification
Business processes Structure (columns) Rules (rows)
Modification of business Modification of columns Modification of rules are

processes need a high require effort to integrate easy, however validation
effort of change input data sources and testing shouldn‘t be
management or process forgotten
implementation
Seldom Seldom Often
(months or years) (months) (weeks or months)
276
Process engine and decision engine
277
DMN defines „Decision Requirements Levels“
278
DRD example: skill-based assignment
279
Decisions in a DRD can be tables
280
Camunda training offering
Overview trainings Modeling trainings Development trainings
Camunda BPM Overview (1 day) BPMN (3 days) Camunda Platform for developers (3 days)
è Introduction into BPMN è BPMN in detail è Introduction BPMN
è Hands on Camunda BPM è Implementing BPM-projects with BPMN è Camunda Platform Architecture
è Monitoring & Reporting è BPMN real world examples è Automating processes with Camunda
è How to start with Camunda è BPMN in context of DMN è Testing, deployment, versioning
OCEB training (2 days) DMN (1 day) Camunda Platform DevOps (2 days)

è Prepare for the OCEB BPM certification è DMN in detail è Camunda Platform installation
è Decision design è Monitoring & alarming
è Complex decisions with DRDs è Process version migration
è DMN in context of BPMN è Advanced DevOps topics
You‘ll find further information under

camunda.com/services/training
281
Feedback Time!
https://camunda.com/services/training/feedback
282
Thank you
and good luck
with BPMN!
Training
completed

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BPMN 2.

• Getting Started with BPMN • Data in BPMN Selected chapters from:

Activity Sequence flow Annotation Text

Event Message flow Group

Data object Data input

Data store Data output

BPMN at its best:

BPMN is not suitable for:

None start None intermediate None end

Data-based Data-based Data-based

• Core Question: Is BPMN applied correctly?

• Check for consistency of models related to

Business Process Organizational Business

Clear focus on Business Processes

Maturity Level Maturity Level Opportunites Real life

2/3 2/3 AS-IS discovery & Support processes

For car insurance For personal insurance

Business Process expert

Process Model Monitoring and

Human Task Service-Call Service-Call Human Task

Human Workflow Service

Process participant IT-System IT-System Process participant

until 2002 Development

2002 First release

2013 Further Standardization

Current Version: BPMN 2.0.2 since January 2014

Process Process Requirements Process

Data-based inclusive Data-based

Implicit XOR Implicit AND

Explicit XOR Explicit AND

The process Controlled by the pool

Object + Object + verb Question and

When the start event

If any of the events

Annotation Group Group

• Synchronous means sending a

None: Untyped events; none

Message: Receiving and

Timer: Cyclic timer event, points

Link: Two associated link events

Signal: Signaling across different

Error: Triggering and

Escalation: Reporting to the next

Terminate: Triggers the

Cancel: Reaction to canceled

Multiple: Occurence of one of

Catching events Throwing events

None: Untyped events; none

Message: Receiving and

Timer: Cyclic timer event, points

Link: Two associated link events

Signal: Signaling across different

Error: Triggering and

Escalation: Reporting to the next

Terminate: Triggers the

Cancel: Reaction to canceled

Multiple: Occurence of one of

A signal can have

Undefined Receive Script

User Send Business rule

Loop Compensation Compensation Compensation

Adhoc Loop MI Loop MI

Catching events Throwing events