CT Os ZT — ZN a ic S SS SS A J Z Rs CTA From Modeling to elt Cw NUR Ta Cela) yCopyright Copyright /© 2022 SYDLE. This worksicensed under CC BY.NC 40. ‘As such, this content may be shared and published in external channels, for non-commercial rma rree ee once ctr RnBrel eda) eet Ca Rote rand Reet ee eee ned Riterersesr etd parent eed Ce RL coy Peer Rocce eens rs ord coin) ‘Chapter 3: Techniques for mapping processes Cee eae a eee? rears cea 05 o ra 10 2 4 ry 7 Pa Fy 23 2 25 Fa Eee ree Foca Conner Se eee etd eros aco Whats the importance of modeling? era eS eee Creme eared Rca Peer eer aed Creer oe ee Pa 30 Ey Es 6 Py Ed ey 40 By Ba 5s a Cy oIntroduction eo en ee Rec improving performance, and standing out from competitors, should Coe Oe ae es Re CE eu eee ee an ‘the company falls behind, strategy may go wrong, and the business is ee oer ioe eae eg ee ee a ae eee on eon eC But don't worry - this guide will show you step by step how to improve your business activities.Chapter 1 gel eU AProcess Analysis NU ww My, Z a When it comes to business management, one maxim true: you reed to plan, execute, and always check the results S S ES Process analysis is exactly what you need to assess whether your business processes are aligned with your compony’s strategie goals and understand why and how results are being achieve, improved? Process analysis also 5s forimproverent. z Zs % Z w is and how you can appiyitin your busines. May yy SYOLE 0% Wonder if this performance co allows you to Wentfy apport Ly TiWhat is process analysis? Process-hased businesses aays need a deep understanding of each workfiow. After al processes are lke parts ofa gear that must work properly both individually and as a whole. Process analysis allows you to revlew and have a deep understanding of business processes to check your progress concerning Goals Accordance with the gals established in strateg planning. Resources Technologies, financial and human resources undated and in agreement. Costs and time The ways to reduce costs and save time in operations. Performance ‘The problems your team faces during execution. Quality Ways to improve the quality of deliveries and others. Soe ue) Pores pee a techniques, ike SWOT Sn Poreper emt ei eos 7What is the goal of process analysis? Processes must be constantly improved to generate more value for companies and customers in addition to being affected by internal and fexternal interference at al times, ‘Among BPM stages there's business process analysis. More than just Visualizing processes, this tool allows you to understand the current State ofa process (AS 1S") andi’ actualy achieving the strategic objectives was prescribed fr. once you have a complete picture, you can identi failures and ‘opportunities for improvement create a process redesign, and go tothe 08What are the benefits of this? Through the analysis, it's possible to: Learn the inputs and outputs of Oo ‘Understand the performance of processes; processes; | Memo ae ean strate gts of our Understand the roles within each company, process and who are the people 8 = ee Sundedsehuinesriesanertons: eed ‘lial Define performance indicators (KPIs) Support decsion making by the management, to make process monitoring easier: according to the information obtained Inthe analysis Identify btlenecks and handoffs, and ifs possible to eliminate them, among other things.How do you perform process analysis? Process mapping and analysis shouldnt be done only with ilustrative ‘raghic documents but must serve asa parameter to asist decsion ‘making with concrete information. le’ this diagnosis that will help managers justify future modifications and Investments in relation t current processes, Learn how to analyze and improve your processes. nthe next chapters, ell deve into more detail: Set priorities Star by defining which processes shouldbe analyzed fst atthe moment anid whatorder of ana you wl fol, For ti, you must x processes, according to thelr mportance and urgency, in elailon to their performance impact on strategy, profitably, teraction withthe Estomer, and others, Understand the scenario Then, i's Important to understand the environment in which the company ‘operates such asthe economic scenario, customer interests, and profiles, threats fom competitors, among others. Define the scope Define the cope of the processes which wil be included inthe anys, define twat extent and depth they ile exalted 10Define the method Choose the analysis approach, how data wil be collected Define the team Lastly define the people responsible for the analysis and tran ther, Within the analysis team, you can define the analysis project manager, the process analyst and specials to provide insight throughout the work. Define the AS-IS process Survey the current version ofthe process and create the model for it Specify points to be improved ‘After defining the process as t currently i, you need to assess points that are bottienecks, handoffs (the change of people who perform the activity), Customer interaction, and activities that add more value After identiying, ‘those, it becomes possible fo Identily which points can be improved, Model T0-BE processes Create the process model according tothe improvements defined in the previous stage. svovs |n(ear) ole a4 AS IS, TO BE, and TO DO Process MappingAS IS, TO BE, and TO DO Process MappingHow can you map processes? ‘A business process mapping is a management tool that permits us to get a Complete view of your business With tis tol, its possible to better Understand the actvtes ofthe company and each ofits operation stages. That way, we can think of ways to improve upon them. There are three types of processes in a company: 1. Primary Processes They represent essential processes forthe company to complete its mission. They are responsible for building the clients value perception Since theyre directly related tothe consumption of products or services, 2. Support Processes They are responsible for the suppor to primary pracesses, and they an also help with other support and management processes. 3. Management processes They ae responsible for measuring, monitoring. and controling activities aswell as managing the present and the future of the business, syo.s «4(One way to map BPM processes is through process diagrams. The latter are graphical representations that can Use BPMN elements, which are rotes for business process madeling, Ccheck out how to carry out each mapping stage in your business now: Set the business objectives and which processes will be mapped With strategic planning. it's necessary to analyze the company internally and externally in order to identi its strengths, weaknesses, ‘Opportunites, and threats. Once you have well established goals, all ‘employees can perform their tasks folowing the same direction. ‘Then, you need to identify which processes need to be mapped. Its ‘necessary to focus on the processes that have a greater impact and that ll bring aster results, Identify the process providers Providers are the people that wil start the process. They are the ones that provide the raw material or information to the company, In other words, they represent those who carry out tasks to kck off the process. 5Rae Identify the process inputs Input s offered by providers in a process as described above. A purchase uote san example of input Determine the process components Ina visual model, components are represented in a sequence that incicates ‘every step of what shouldbe carried out to complete the process flow, Examples ofthese are requesting a quote, approving the purchase, and completing payment. ies important lent the business rules that can guide the decisions. Identify the process outputs (Outputs are the results produced at the end of a process for the end ‘consumer, After the providers add inputs, employees transform them and produce solutions or outputs. Determine who's in charge of each input Performers ae, therefore agents that reclve the input and produce ‘output for each activiy For example, the financial department (performer) may be in charge of approving quotes. 16les necessary to identify the handoffs (where the inputs transfered to another team) because its common for companies to have communication problems between deparments, Document any current information on the process ‘lth information on the process should be documented. By keeping, ‘record of allinformation through diagrams, easly understandable texts ‘and other types of graphical representation, process agents wll have al the resources and data they need to perform their task. Asa result, ‘everything's available inthe same place. ‘We will address the main techniques used fo this documentation in the ‘ext chapter. Establish any improvements the process needs ‘After the process is concluded, i's tie to reassess it and identify whats Working er notin order to propose improvements. \wen you work wth other people, is important to provide them with the appropriate training so thas they do a beter jo. Process management shouldbe treated as part of the companys culture, \which sealed a process-oriented view, so that al peope ae volved and recognize thelr les, wWhat are the types of process mapping? If youre familiarized with process mapping, you may have already heard ofthe concepts AS 15, TO BE, and TO OO. In order for ll the company tobe able to optimize processes and work with a continuous Improvement mode, i's necessary to have an in-depth understanding ots flow, and identi ts positive and aii Min, negate pecs z » Uy Then, ou can map the ideal scenarios and what you need to doto My s % ws Tak techs “ayy yy Let's learn more about the meanings of these concepts: ~~ = SAS IS Ix goes withoue saying that AS I describes the current state of your processes, including Its strengths and weaknesses. In order to perform mapping, we need to gather the people Involved in the daly Functions and that understand the operations ofthe process, or the so-called key users. They may be managers ofthe areas involved es important to know what managers hope to achieve with processes and, aso, the other employees’ perspective since they wrk on it on a dally basi ‘After that, they hold meetings and interviews, and send out questionnaires to these people in Corder to collect information and documents used to understand the process and its mapping ‘The objective of AS Is mapping isto collect information on: ‘© The curren process fow; ‘Who the users lent, and providers are and what ther role isn the business © other akernatives; ‘© The tasks and time to perform them. © Performance indicators and metrics te control processes: zTOBE ‘TheTO BE stage consists of setting out the process objectives. Process mapping must be aligned with strategic planning as a whole so that the objectives are achieved more efficiently In this stage, we redesign the process using the BPMIN to, for example try to reassess the business tasks and come up withthe company’s future vision, ‘Thisincludes suggestions for improving processes and solving problems, such as bottlenecks, wast, or logistical problems Process mapping wil show the best ways to carry out processes, such as: ‘The new objectives to be achieved: ‘¢ The new process managers) + The stages tobe followed through a task flow, © Theres and any other things tobe considered important.TODO ‘The TO DO stage focuses on technical modeling, n other words, when ‘you add technology to the process inorder to ste how ican help you ‘with process management and mapping, ‘This stage should include tools for mapping processes in the BPMS, tools for purchasing products and systems tat can help task performance, and tools for integrating different systems that automate human tasks that add no value tothe business. “The objective inthis stage Is to automate the process model and putt Ineo practice Process management isa dynamic endless cycle, witha changing nature, ands focused on continuous improvement. Adding external innovation land updates, ogether with finding out what needs improvement, allows the process to continuously evolve aChapter 3 Techniques for mapping processesTechniques for mapping processes ‘A few techniques are necessary for good mapping in your business. Having the right tools allow for more assertive results, increases competieweness and effeciveness, and delivers more value to the 6 techniques for mapping processes ‘Many techniques canbe applied in process management and mapping Wet ist some that il help you understand how processes are Currently performed in the business (AS IS stage) and how you can Fedesign processes so that mistakes are corrected (TO BE stage) syo.s 2SWOT analysis SWOT analysis is one ofthe most applied tools in business, ast provides a global ew of the organization “The matrcis effective for plotting the company/s strengths (S) and weaknesses (0) 25 well as Its external opportunities (0) anc threats) to be managed. This makes it possible to identify the critical problems or obstacles existing inthe current business scenario that ae affecting achieving postive results. These problems can take diffrent forms, ike communication, waste in production, Unproductiveness ofa team, a need to automate activites, among many others. How to make it? To make the SWOT matriy, vide it into four quadrants, asin the image below. 2POSITIVE NEGATIVE ‘Analyze the internal reality of the organization: what ls working and what canbe improved. Now, look at the external market and find opportunities that an be used by the company and threats that may come from Weaknesses the competitor's performance, pltial influences, sustainability, and other forces, INTERNAL FACTORS Atte end ofthe SWOT analysis, companies will have the Inputs necessary to establish strategies to maintain or expand their postion and participation in the market. ‘The impact of internal weaknesses needs o be reduced or ‘lminated, and identiied external opportunities should be capitalized on. EXTERNAL FACTORS ThreatsBrainstorming meetings From the diagnosis st out in SWOT analysis, itis necessary to find existing problems and obstacles in curent processes ‘with brainstorming meetings or workshops between the team members involved in the process, f= possible to get an idea ofthe disconnects between processes an how to resolve them, Brainstorming atts cre Is, facta storm of ideas, encouraging collective creativity to solve problems. In this mapping of activities is also possible to: ‘Set benchmarks to find good practices and successful models in the market to act onthe fare ‘© Conduct internal research and interviews with all people inthe process ‘ scudy the customer journey and consumer profiles The idea here [sto have as much information as possible, so that you hhave insights into the next steps t fellow. 25W2H methodology To contribute to the mapping, anther technique that wil give you a complete view ofthe processes is SW2H. To. apply it you must make a checkst in an attempt to answer seven essential questions and form a diagram: ‘What? = Where? will it be done? ae witb response foritand (When?) iit be doner ? ‘execute the processes? : a How? wil iebe done? Why? are the processes carrie but that way anc why do they need to evolve? How much? — will iccost? 28Following this seript, you can include other focused {questions that will help map the processes. Tomname just a few: ‘© What tools wil be needed? ‘© Who are the customers and suppliers ofthe processe ‘¢ How will the process be controlled - what are the met ‘and performance Ingicators? N2H to 2 the process and provie a transparent representation,GUT matrix when identitying problems and obstacles in processes, a good technique fr knowing here to stars @ GUT or prioty matrix. The acronym stands for: Gravity ‘here the risks and losses ofthe detected problems are ascessed Urgency How important tis to act immediately on the problem or iit can be postponed, ‘Aquestion that can be askedis "Can this walt?” Tendency iFnotacted on immeditey, whats the tendency forthe problem: to worsen orto sable? For each process, try to establish a score from 1 1 5 in consideration of the criteria ‘above. Through mutpljing GUT scores you will know the priority. In adcition to prioritizing problems, the GUT matrixis often used to prioritize ‘action plans raised in strategic planning so goa's are achieved according to priory.G0 0 @ What are the effec? Canthis wale? Wil this get worse? Gravity Urgency Tendency 20 2a 2 seesa" vo oc 1% meSIPOC matrix The SIPOC matrix sone af the most complete forms of process ‘mapping, asi evaluates all its components The acronym stands for: Suppliers The process suppliers, a people and departments that ‘generate the demand, Inputs The input for process execution They cn be materi, peopl, machines systems information or anything ele Tor he process tomar corti, Process The flaw of activities set Outputs The rests and delveries ater the process plays out alton tothe product or serves generated, outputs ore aso documen, data deans, Sand ary tem that may resulrom a process. Customers Those who receive the outputseran’ Pet getable and See oe ied a Past Process ree Bh: peer perce Py tii prea a Crees recon’ere? oie) coer Cres recy rd cue or Refund dat Financial peat ane eae besy a) rere Financial sector Refund cg cd on ears ee Sas Transfer ed a torBPMN modeling With al the information detected through mapping, one of the ways to ‘graphically represent al processes and make them understandable (o all partis is through BPMN notation. Itis a dagram with symbols that represent its elements Flow objects Connecting objects Swim lanes Artifacts Data ‘We wll explore the BPMN notation In the next chapter Lastly it must be said that using every method is not necessary. Each business has its own peculiarities and some models wl be more pracicl than others.Chapter 4 Tar} Processes MappingBPMN and Processes Mapping knowing how to map processes in your business using SPMN is one of the keys to business processes management, whch itself i= essential for your company tobe compete in the market. feral, everyone wants to optimize resources, avoid waste, motivate their teams, end production botlenecks, and generate more value for [BPMN is used for modeling processes precisely because it makes Let's get started! S S S = “tS = S ws ny, Z & z Z, % Uy Mn \\ 7What is BPMN? In short, BPMN, Business Process Modeling Notation, Ia standard ‘raphical notation that represents ina standardized way, all business Processes ina company, What does BPMN do? [BPHIN is used to help understand these processes and see thelr beginning, middle, and end, so tat process flow is designed step by step. The designing takes place with icons, each having a meaning that well explain soon. Even though mary people thik BPMN i a 8PM methodology this isnt true. BPM isa complex subject needing human and technological action tobe put into practice, nd ican vary In response to a business's objectives Hence, the difference between 8PM and BPMN i that the notation is simply a means for modeling used in process management.What is the importance of modeling? Moxilinge one ofthe 8PM stages, and itreprasente a process completely and precisely in terms of is function Its a language that uses a set sequence of icons, making It possible to understand events ina process and its components universally. In ther words all employees Involved in the process, all over the word, can understand the symbols used, ‘Therefore, understanding business processes s easier because analysts and managers can see where investments, improvements, cuts, or other actions are needed, Pee pene Modeling sa fast, cheap, and easy way of standardizing processes and, once its Eee done, it enables you to, among others Cee associated with the Cererreeris CoN ey ‘¢ Automate processes Predict possible impacts so ea ‘of decisions ‘6 Correct isolated errors «# Designate people to perform tasks and ‘6 Establish tracking and establish work goals oversight metres # Simulate more complex solutions syo.e 3What are the elements of BPMN? ‘when you model or map with BPMIN you use dlagrams, and witin these diagrams there are graphical notation element's similar toa flowcharts stages with boxes” that represent the internal lows of each process, Elements are organized into 5 types: 1, Flow objects 2. Connecting objects 3. Swimlanes 4, Artifacts 5. Data syo.s 4BPMN elements: abo |? OG OOL® ©O® ©2O@#O OO @@ee# 6® ©686# 06 © ®©®OO#® OL OOLO O00 © ex OME F¥ et OOO GO® Ltelale} a1. Flow objects “There ae thre types of flow objects Activities ‘These are jobs or actions tobe completed in the process. They can be subdvided and broken down as far as possible, to make them easy to view from end to end. ‘Theyre represented by rectangles and can be classified into many types: human task, _Beneric task, script task, service task, oF ub process. Human task: this type of task should be completed by users withthe help’ support of sofware, © Generic task: ths typeof tasks yet tobe defined, such as whether itwill be ‘automatic or manual. © Seript task: this tasks automated and fully processed by the BPM system, ‘Service task: ths tasks aso automatically completed, but there is integration ‘ath an external information system, such asa web service. * Sub-process: a subgroup of tacks that are encapsulated and labeled fora unique purpose. These ae used to model tasks that can be divided into sub-tasks to make [easier to understand business rules. ia Acti Sup process Mattipe 2) il « ‘Any of the above-mentioned types oftasks can be used wth a multiple instance feature, Normally, a flow goes through one stage once and goes tothe following stage automatically. With the mutipleinstence feature, a task canbe performed multiple times belore going tothe next flow stage. # Multiple sequence instances: task can be performed ‘many times within a flow before the next stage. On each performance tis assessed whether the condition starting the loop was met or not. fit as completed, the Now moves to the next stage fot, the flow runs the same task again «© Multiple parallel instances: task can happen many times simultaneously, When the task s started there's a Condition check that automatically stats the stage multiple. times. The flow wil only proceed tothe next stage when all interactions are complete aEvents Event are situations that happen during a process. They can be stat, intermediate, frend events (they close the process), and they irecty affect the flow. Interms of types, there are simple, message, signal ink, time, nd error events ‘They are represented by circles «© simple events, Start event: Used to represent when the process starts Intermediate event: A generic event used in modeling to representa finished stage or a certain status reached. It doesnt affect process behavior. nd event (not completed): The low ends upon reaching an end event. The process finishes if there ae no other unfinished flows. Terminal events (completed: The process is completed regardless ofthe existence of other unfinished fons, ‘© Message events: Used for transmission/reception of information between processes. Communication occurs between a sender anda receive. « Signal events: ‘Also used for communication between processes with information exchange however, for one sender, there might be any numberof recipients syo.e# Link events: ‘wo linking events representa sequence flow. This is how to prevent ong flow from crossing anather If asks are far from each other in the diagram. 1 Timer events: Used for events based on time, ata given moment (such asa specific date) or in ‘cles folowing some pattern 1 Error events: Used to show a process was fnished without meeting its objective «Intermediate events: ‘These can also be linked to a certain task to represent that an event wil only take place ifehe tackle sll active Events canbe interrupting (soi line) or norinterrupting (dashed line: ‘Interrupting events: At the moment the event occurs, the tasks attached to tend ‘and the flow continues 3 laid out by the event. ‘© Nominterrupting events: At the moment the event occurs, the tasks attached toitare not interrupted, The flow continues the events path, and when the task finishes, wil follow the same path. 8Events elements | ©0® 1 ee | ee ©® [® | of0020 1 © @ © # i os eee 1 ©G©e# | ©8 0080 £OOOid Dany Pec many paths ees Po Poets ees oe eee: i : ; a re At a Bf et OOo poO® ® Lo2. Connecting objects As the name implies connecting objets show the proces sequence, inking one fw object to Sher They ae frter cide nt thee pes ‘© Normal flow: shows the order tasks are performed I's represented by a continuous arrow (soli tne) ‘* Conditional flow used in deviating ends. thas a condition that can either be followed lor at, These are represented By an arrow with a circle or dlamond atthe ori. * standard flowe used In deviating ends. I's followed only if and only iFallthe other Conditional ows arent valid Its represented by an arrow witha cut atts edge. 3. Swimlanes Swimlanes do, infact, visually resemble swimming pools with lanes. ‘The pools are representations of processes or the business itself If two entities arent physically nthe some place in a diagram, theyre represented in two afferent pools ‘© Lanes, on the other hand, are the vertical or horizontal subdivisions af each pool, and theyre used to organize activites into functions or roles. Departments in a company, for ‘example, can be grouped into different lanes. They help in understanding wha isin charge of what pat of a process. Swimlanes.4. Artifacts Atifaets are used to add information important forthe execution ofthe process flow. They are ‘© Annotations: used to clarity or add further information ‘bout an att, * Groups: used to visually group a set of elements. Theyre represented by a dotted outline box. 5. Data Data are used for representing information or documents ‘© Data objects: show how activity data may be used, requested, or ‘Benerated. There entered to complete tasks and are represented by 2 ‘raphic ofa sheet of paper. ‘* Data repository: show the location of data, in other words, in which database they are found. Artifacts Data objects soization Technology for opti and modeling To carry out modeling and truly be able to optimize your business processes, it's criical you automate them and use a tool called BPMS {Business Process Management Suite or System) This the way to make it easy to Integrate all the people Involved in a process, include data, and connect other management systems and oftware ABPMS isthe best system for supporting BPMN. With It youcan ‘model pracesses and conduct other management processes such 25, Implementation and oversight. Well keep talking about thisin the next chapter.Chapter 5 BPMS and Moy aay oLoy araBPMS and Its Components .BPMS can give a competitive advantage to businesses that want to make ther work faster and easier inorder to achieve their organizational goals. Having efficent management with well-defined processes isthe key to being more competitive in the market [BPM sa tool that automates Business Process Management (BPM) and supports tinal is stages—and supports it fram the pracess modeling and mapping stage through monitoring s performance and optimization stage syo.e 3What is BPMS? For you to understand what BPMSis, let's use the concept avaliable inthe BPM (CBOK guidelines: “BPMS is solutions from Integrated software applications to manage business processes Therefore, we can define BPMS (Business Process Management Sulte)as a too! that permits, with automation, the mapping of a company’s processes from end to end, the modeling of solutions, an the implementation, control and monitoring of processes, which all aim for continuous improvement, ‘With BPM, you can design workflows with BPMN Business Process Mode! and Notation. Through this notation, we can represent the features ofthe process intuitively and asa standard, for example, the activites, ther order, and people responsible for them. You sllremember this concept, dant you? [BPM also permits automating and monitoring processes through electronic forms, business rues, integration wit ather systems, and varied reports, which permits the unification of al the information and people involved inthe Company because they have mutual business objectives. svove |Benefits of a BPMS: why should you invest in process automation? ‘As we saw previously, 2PMS isa system that permits the modeling and automation of processes customized according to the needs of your business, Technology applied to BPM nd BPMS tools: 1¢ Makes all processes transparent and visible to everyone involved so that ifs possible to Control them In rea time, + offers a vew of processes from end to end, which helps mativate employees when they Cary out their tasks, as they understand their whole workflow. ‘Helps reduce ime, costs, and waste since they eliminate unnecessary stages and make Iepossible to detect excess in al processes, 1 Makes operations faster dally « Contributes to monitoring process performance with data and clear indicators. This is extremely important for making decisions based on data ‘Enables users to estabish who's responsible fr processes and which of them are pririves.What are BPMS components? How does BPMS work in practice? What are the main components that enable 50 many benefits lke the ones we cted above? Since most free altematives are imited to process modeling and documentation, ies common to relate BPMS exclusively to that. [BPMS has the following components. Process modeling and documentation tool [BPMN modeling can be done straight in the system, establishing the flow of activities, events, information, and other symbols, Therefore, through visual ‘Components that are easly used (ut drag and drop, you can model business processes an prepare them for automation.Besides process design, BPM also offers the possibility to have processes documented. So even if the process isnt automated, it's possible to get a process repository with ts documents, which presents an asset tothe Business, ‘when itcomes to modeling and documentation, eventhough there’ a standard Rotation, BPMN, each BPMS solution has is own features, £0 Is important to be Careful witha few elements, suchas ‘© Adhesion to BPMIN's most recent versions, which shows the evolution followed by business standards sibility of importing/exporting processes and their documentation following the market standards (the most common formats currently are pmn and xpd). Therefore, your processes arent dependent on a single solution, and you're ‘le to change them # t= necessary. ‘© Fexibitity in documentation, which makes it possible to offer rch txts (ike aifferent formats, including attachments, and inks) besides being able to document any graphical element and thelr process. ‘ Visibility control, which may help you define which groups/profes you ‘want to make your document an flow visible t, ‘100% web and integration with other modules, with automation, so that it doesnt need rework or misalignment between the automated version and the documented version. syo.se 9Control of mature processes Pee ene rears wig Bees Ss Ss ‘To very and control the results ofthese changes, the system should be flexible enough o permit the company to create a new version of the process that is aireacy published without having an impact on the new version so that ts possible tarmake emergency corrections or small impravements onthe complete process, Za Zn ‘The control of versions is essential for many reasons, but here are three Important ones: /s nly, ‘As the process represents a continuous improvement cycle, having control of ‘versions makes it possible forthe business to develop Is processes. Continuously without losing their robustness. ' sepermits the business to respond to changes with maturity. Far example, version 1.2 1s being created, version 1.2.1 Isbeing developed with emergency ‘tems (such as bug fixes), and alo having version 2.0 wth improvements ‘ ttsupports traceability and auditing, so you can have access to previous versions and clearly ientiy the exact version of each process instance, syo.e 8Automation engine For the business to have results with an efficient process management its Important that we aren’ limited to flows but that we're actually able to implement processes. Therefore, in most cases i's necessary to automate them. So, with the process management and continuous improvement cycle In mind, BPMS Solutions should suppor al the stages/features that are necessary for automation, suchas the ones briefly presented below. Allowing (dynamic or preset) forms 'BPMS permits the creation of electronic and smart forms that (rom a data structure. store information from processes. These models enable interaction wth users without needing to develop other systems or HTML pages. This inteligence includes data autoflthe option 1o choose whch fields wl be visible, based on any information; and automatic validation according to any business rules,Establishing people in charge ‘The sjstems should offer the flexibility to establish people responsible uring the execution stage and not only during the process modeling stage. Consequently, the roles of users are dynamic and can work according to the reeds ofthe process “This type of resource may be interesting, for example, in a purchase process, Inwhich, depending onthe value and type of purchase requested, the number of approvals needed may be different, requiring other peoplelsectars to Gecide on the process. Ensuring execution history Everytime the process starts for instance, when a new purchase requests Caied out new instance to store data Is generated Inclading information Such as who started this actviy, how much time t took, and which data were filled in, Execution history and progress documentation permits auditing processes and, of course, comparing and monitoring them. _— Ally, S Uy Z $ Zz € Ly S/ yin oRules engine ‘BPM can aso Integrate with Business Rule Management Systems (RMS), ‘hich automates the business rules and integrates them into processes ‘The engine can also understand the logic behind corporate decisions and show who should perform task, when, and why, Therefore, processes are standardlzed, which brings more precision and ‘quality, and can be changed in rel time in order to adapt tothe market changes. Collaborative tool BPMs 2 collaborative too that permits the interaction benween people in a company, suppliers, and customers easly and qulkly ‘This makes communication among people more fluid, just a it's with SYDLE ONE system, for example. In tis platform, besides the interaction between the stages in the process, you can also create posts that other people can comment ike, and asi, 6Visual management (charts, reports, KPIs) In order for monkocing tobe caried out easly, 6PMS permits uses to establish process KPIs and to measure them. Incicatrs wil be avaiable on dashboards and Analytics with charts, spreadsheets, and ary other data necessary for thew processes ‘when you have access to this information, you can deeply and strategically evaluate {your results, they went as planned ori they need adjustments, This, associated {wth external changes and a dynamic market, eesental for Busines intelligence ih, BPMS in the cloud For everyone to have easy access to automated pracessesin realtime, Industry 40 oftersa eat resource: dowd avalaoity Ny ee ee eee ee ae oy, Ianage’ ean rap, modal, execs analy and mono processes ey are S Ze allowed to edit. = 2 BPMS on a cloud: ZS S Ty ‘© Reduces implementation and infrastructure casts since they dont need servers in the companys office: Zim Las syo.s @| ‘Is ready tobe used and alows the business to focus on strategic projects; which can be considered big wis, since the team doesrit have to worry about its basi structure and maintenance; z «© Allows access from anywhere at any time, which has become more and ‘more impartant, considering how much remote work has increased recent, Integration with external systems [BPM should also allow for processes to he started, continued, and finished ‘through actions in other systems and not exclusively in the BPMS system. [BPM tools should offer a communication interface to support the main protocols In the market (HTTP/REST, SOAP), databases, fle exchange, sending and receiving, emails, and more, ‘Therefore, they permit both systems to interact with processes at ary stage and also processes performed to interact with external systems So, an ongoing process can, for example, publsh a new product fr sales inthe busineses e-commerce. Or even seling 2 product in this ecommerce can automatically star the process of issuing an invoice or product deliver. syo.e 6Building an end-to-end digital management Its important wo highlight that, In recent years, companies are looking for software more complete and robust than those ‘only offering BPM (often limited to BPM, ECM, and Analyses. Its common to adopt a single multifunction platform, allowing for integrated management In other words, models that solve a higher numberof problems In businesses and that avois having fragmented data and processes inthe storage.In one place, the bes tools provide businesses wth BPM Business Process Management ECM bata management Analytics visual Management CRM Lead, customer, partner and supplier management E-commerce sales management Billing iting management (products, services, and subscriptions) Service Desk Demand management Chatbot and much more! with this, financial stock, marketing, administrative, HR, sles, and other processes can be viewed, performed, and altered in one environment. 65‘There are countless benefits such a: ‘© Making communication easier between areas since they all have access tothe same processes. ‘© organizing each employee's routine, delegates responsibilities and goals, taeach person in each process. « standardizes deliverables. ‘ nabling more efficient knowledge management. Increasing transparency and productivity. ‘Reducing administrative tasks andl mistakes, thereby lowering costs ‘© Making data more reliable and secure. « Decreasing time to market Improving customer service. SYDLE’ digital allin-one platform, SYDLE ONE, fs a complete cloud solution. AS a resul, ensures managers havea global view of realtime processes and can identify improvement opportunities from end to end. syYOLe 6Conclusion and next steps‘well dane! Now that you know how modeling and automation can resutin powerful competitive advantages (as we stated to seein Chapter 1) its time to Improve your business procesees ‘To begin, as we sawn Chapter 2, establish what your main approaches are. ‘Then colect information related to processes in order to know what to add to your process map. For this, you should interview professionals, observe how they work, analyze Felevant documents, and use all the techniques available in Chapter 3. “The next step is modeling. For this, you ned a model that's understandable by ‘everyone and thats visually valabe to averyone involve, ae is explained in Chapter 4 ‘Additionally asa result, workflow can be improved with automation, as we saw In chapter 5. syo.eBut how can you make it even faster? To finish, we wish you success in your business! wl! Min S Uy Ss Zs z = Uy s YS ZnExpand your digital technology universe! ens ca men) ey SedSYDLE Cour eee eco