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58-421: XPDL is designed to exchange the process definition, both the graphics and the semantics of a workflow business process. XPDL is currently the best file format for exchange of BPMN diagrams; it has been designed specifically to store all aspects of a BPMN diagram. XPDL contains elements to hold graphical information, such as the X and Y position of the nodes, as well as executable aspects which would be used to run

116-409: A "green field" and therefore not being directly implementable for established companies. Hermann J. Schmelzer and Wolfgang Sesselmann assess this as follows: "The criticism of BPR has an academic character in many respects. ... Some of the points of criticism raised are justified from a practical perspective. This includes pointing out that an overly radical approach carries the risk of failure. It

174-435: A fraction of the methodologies used over the years to document business processes. The term business process modeling was coined in the 1960s in the field of systems engineering by S. Williams in his 1967 article "Business Process Modelling Improves Administrative Control". His idea was that techniques for obtaining a better understanding of physical control systems could be used in a similar way for business processes . It

232-405: A multifunctional way (see above). Second the model addressees must be determined, as the properties of the model to be created must meet their requirements. This is followed by the determination of the business processes to be modeled. The qualities of the business process that are to be represented in the model are specified in accordance with the goal of the modeling. As a rule, these are not only

290-609: A process. This distinguishes XPDL from BPEL which focuses exclusively on the executable aspects of the process. BPEL does not contain elements to represent the graphical aspects of a process diagram. It is possible to say that XPDL is the XML Serialization of BPMN . The Workflow Management Coalition , founded in August 1993, began by defining the Workflow Reference Model (ultimately published in 1995) that outlined

348-405: A role here (e.g. document control , traceability , or integrity ), for example from quality management , information security management or data protection . Business process modeling typically begins with determining the environmental requirements: First, the goal of the modeling ( applications of business process modeling ) must be determined. Business process models are now often used in

406-451: A similar approach to BPMN have been developed, addressing case management modeling ( Case Management Model and Notation ) and decision modeling ( Decision Model and Notation ). BPMN is constrained to support only the concepts of modeling applicable to business processes. Other types of modeling done by organizations for non-process purposes are out of scope for BPMN. Examples of modeling excluded from BPMN are: In addition, while BPMN shows

464-586: A similar semantic than BPMN elements, despite the smaller and less expressive set of symbols. A study showed that both types of process models appear to have the same level of readability for inexperienced users, despite the higher formal constraints of an activity diagram. The Business Process Management (BPM) world acknowledges the critical importance of modeling standards for optimizing and standardizing business processes. The Business Process Model and Notation (BPMN) version 2 has brought significant improvements in event and subprocess modeling, significantly enriching

522-456: A specific certification for BPMN could provide an additional guarantee regarding the quality and compliance of the models used. This becomes particularly relevant when companies employ external providers for the modeling of their business processes. Although OMG does not offer a certification exclusively dedicated to BPMN 2, various organizations provide certifying training that encompasses this standard. These trainings cover not just BPMN but also

580-460: A standard tool for Six Sigma. The aim of inter-company business process modeling is to include the influences of external stakeholders in the analysis or to achieve inter-company comparability of business processes, e.g. to enable benchmarking. Martin Kugler lists the following requirements for business process modeling in this context: The analysis of business activities determines and defines

638-576: A wide variety of audiences. BPMN is designed to cover this wide range of usage and allows modeling of end-to-end business processes to allow the viewer of the Diagram to be able to easily differentiate between sections of a BPMN Diagram. There are three basic types of sub-models within an end-to-end BPMN model: Private (internal) business processes, Abstract (public) processes, and Collaboration (global) processes: Within and between these three BPMN sub-models, many types of Diagrams can be created. The following are

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696-410: Is a standard for business process modeling that provides a graphical notation for specifying business processes in a Business Process Diagram (BPD), based on a flowcharting technique very similar to activity diagrams from Unified Modeling Language (UML). The objective of BPMN is to support business process management , for both technical users and business users, by providing a notation that

754-457: Is anchored in Chapter 4.4 in each case: Clause 4.4 Quality management system and its processes Clause 4.4. Environmental management systems Clause 4.4 Information security management system Each of these standards requires the organization to establish, implement, maintain and continually improve an appropriate management system "including the processes needed and their interactions". In

812-404: Is designed to prevent errors and improve the process capability so that the proportion of process outcomes that meet the requirements is 6σ - or in other words, for every million process outcomes, only 3.4 errors occur. Hermann J. Schmelzer and Wolfgang Sesselmann explain: "Companies often encounter considerable resistance at a level of 4σ, which makes it necessary to redesign business processes in

870-508: Is intuitive to business users, yet able to represent complex process semantics. The BPMN specification also provides a mapping between the graphics of the notation and the underlying constructs of execution languages, particularly Business Process Execution Language (BPEL). BPMN has been designed to provide a standard notation readily understandable by all business stakeholders, typically including business analysts, technical developers and business managers. BPMN can therefore be used to support

928-542: Is known as XPDL 2.0 and was ratified by the WfMC in October 2005. In April 2008, the WfMC ratified XPDL 2.1 as the fourth revision of this specification. XPDL 2.1 includes extension to handle new BPMN 1.1 constructs, as well as clarification of conformance criteria for implementations. In spring 2012, the WfMC completed XPDL 2.2 as the fifth revision of this specification. XPDL 2.2 builds on version 2.1 by introducing support for

986-419: Is no direct connection to business processes or business process modeling. However, Kaizen and business process management can mutually enhance each other. In the realm of business process management, Kaizen's objectives are directly derived from the objectives for business processes and sub-processes. This linkage ensures that Kaizen measures effectively support the overarching business objectives." Six Sigma

1044-436: Is not used uniformly in all schools of business informatics - alternative terms are design dimensions (Hubert Österle) or perspectives (Zachman). M. Rosemann, A. Schwegmann, and P. Delfmann also see disadvantages in the concept of views : "It is conceivable to create information models for each perspective separately and thus partially redundantly. However, redundancies always mean increased maintenance effort and jeopardize

1102-827: Is on the representation of the flow of actions (activities) , according to Hermann J. Schmelzer and Wolfgang Sesselmann consisting "of the cross-functional identification of value-adding activities that generate specific services expected by the customer and whose results have strategic significance for the company. They can extend beyond company boundaries and involve activities of customers, suppliers, or even competitors." But also other qualities (facts) such as data and business objects (as inputs/outputs, formal organizations and roles (responsible/accountable/consulted/informed persons, see RACI ), resources and IT-systems as well as guidelines /instructions ( work equipment ), requirements , key figures etc. can be modeled. The more of these characteristics are incorporated into

1160-535: Is one discipline of business process management that comprises the following five disciplines: However, a completely separate consideration of the disciplines is not possible: Business process modeling always requires a business process analysis for modeling the as-is processes (see section Analysis of business activities ) or specifications from process design for modeling the to-be processes (see sections Business process reengineering and Business process optimization ). The focus of business process modeling

1218-456: Is particularly problematic if the organization and employees are not adequately prepared for BPR." The high-level approach to BPR according to Thomas H. Davenport consists of: With ISO/IEC 27001:2022, the standard requirements for management systems are now standardized for all major ISO standards and have a process character. In the ISO/IEC 9001, ISO/IEC 14001 , ISO/IEC 27001 standards, this

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1276-503: Is structured into five levels: Fundamental, Business Intermediate (BUS INT), Technical Intermediate (TECH INT), Business Advanced (BUS ADV), and Technical Advanced (TECH ADV), thus providing a comprehensive pathway for BPM professionals. Beyond the OCEB, there are other recognized certifications in the BPM field: While BPMN 2 has established itself as an essential standard in business process modeling,

1334-497: Is typically performed by business analysts, with subject matter experts collaborating with these teams to accurately model processes. It is primarily used in business process management , software development , or systems engineering . Alternatively, process models can be directly modeled from IT systems, such as event logs. According to the Association of Business Process Management Professionals (ABPMP), business process modeling

1392-563: Is typically used. Instead of the term execution processes the term core processes has become widely accepted. If the core processes are then organized/decomposed at the next level in supply chain management (SCM), customer relationship management (CRM), and product lifecycle management (PLM), standard models of large organizations and industry associations such as the SCOR model can also be integrated into business process modeling. Techniques to model business processes such as

1450-490: The flow chart , functional flow block diagram , control flow diagram , Gantt chart , PERT diagram, and IDEF have emerged since the beginning of the 20th century. The Gantt charts were among the first to arrive around 1899, the flow charts in the 1920s, functional flow block diagram and PERT in the 1950s, and data-flow diagrams and IDEF in the 1970s. Among the modern methods are Unified Modeling Language and Business Process Model and Notation . Still, these represent just

1508-465: The market . According to the European Association of Business Process Management EABPM, "there are three different types of end-to-end business processes: These three process types can be identified in every company and are used in practice almost without exception as the top level for structuring business process models. Instead the term leadership processes the term management processes

1566-511: The 1990s" at MIT , the approach of process re-engineering emerged in the early 1990s. The research program was designed to explore the impact of information technology on the way organizations would be able to survive and thrive in the competitive environment of the 1990s and beyond. In the final report, N. Venkat Venkatraman summarizes the result as follows: The greatest increases in productivity can be achieved when new processes are planned in parallel with information technologies. This approach

1624-752: The ISO/IEC 9001 lists some more detailed requirements with regard to processes: The standard requirements for documented information are also relevant for business process modelling as part of an ISO management system. In the standards ISO/IEC 9001, ISO/IEC 14001, ISO/IEC 27001 the requirements with regard to documented information are anchored in clause 7.5 (detailed in the respective standard in clauses "7.5.1. General", "7.5.2. Creating and updating" and "7.5.3. Control of documented information"). The standard requirements of ISO/IEC 9001 used here as an example include in clause "7.5.1. General" Demand in clause "7.5.2. Creating and updating" And require in clause "7.5.3. Control of documented information" Based on

1682-515: The OMG recommends that the modeler pick a focused purpose for the BPD, such as a private or collaboration process. Event-driven process chains (EPC) and BPMN are two notations with similar expressivity when process modeling is concerned. A BPMN model can be transformed into an EPC model. Conversely, an EPC model can be transformed into a BPMN model with only a slight loss of information. A study showed that for

1740-652: The business process modeling, the better the abstraction of the business process models reflects reality - and the more complex the business process models become. "To reduce complexity and improve the comprehensibility and transparency of the models, the use of a view concept is recommended." There is also a brief comparison of the view concepts of five relevant German-speaking schools of business informatics : 1) August W. Scheer, 2) Hubert Österle, 3) Otto K. Ferstl and Elmar J. Sinz, 4) Hermann Gehring and 5) Andreas Gadatsch. The term view s ( August W. Scheer , Otto K. Ferstl and Elmar J. Sinz, Hermann Gehring and Andreas Gadatsch)

1798-661: The capabilities for documenting, analyzing, and optimizing business processes. Elemate positions itself as a guide in exploring the various BPM certifications and dedicated training paths, thereby facilitating the mastery of BPMN and continuous improvement of processes within companies. The Object Management Group (OMG), the international consortium behind the BPMN standard, offers the OCEB certification (OMG Certified Expert in BPM). This certification specifically targets business process modeling with particular emphasis on BPMN 2. The OCEB certification

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1856-529: The case of total cycle time (TCT), it is the business processes (end-to-end processes) and sub-processes, with Kaizen it is the process steps and activity and with Six Sigma it is the sub-processes, process steps and activity. For the total cycle time (TCT), Hermann J. Schmelzer and Wolfgang Sesselmann list the following key features: Consequently, business process modeling for TCT must support adequate documentation of barriers, barrier handling, and measurement. When examining Kaizen tools, initially, there

1914-521: The consistency of the models." According to Andreas Gadatsch, business process modeling is understood as a part of business process management alongside process definition and process management . Business process modeling is also a central aspect of holistic company mapping - which also deals with the mapping of the corporate mission statement , corporate policy/ corporate governance , organizational structure, process organization, application architecture , regulations and interest groups as well as

1972-435: The definition of the standard requirements for the processes needed and their interactions , ISO/IEC 9001 is more specific in clause 4.4.1 than any other ISO standard for management systems and defines that "the organization shall determine and apply the processes needed for" an appropriate management system throughout the organization and also lists detailed requirements with regard to processes: In addition, clause 4.4.2 of

2030-399: The development or emergence of a single, comprehensive standard, combining the strengths of different existing languages. It is suggested that in time, this could help to unify the expression of basic business process concepts (e.g., public and private processes, choreographies), as well as advanced process concepts (e.g., exception handling, transaction compensation). Two new standards, using

2088-527: The diagram more understandable. Flow objects are the main describing elements within BPMN, and consist of three core elements: events, activities, and gateways. Flow objects are connected to each other using Connecting objects , which are of three types: sequences, messages, and associations. Swim lanes are a visual mechanism of organising and categorising activities, based on cross functional flowcharting , and in BPMN consist of two types: Artifacts allow developers to bring some more information into

2146-498: The financial success of a company, there is no motivation for business process modeling from the most important goal of a company, the intention to make a profit . The motivation of a company to engage in business process modeling therefore always results from the respective purpose. Michael Rosemann, Ansgar Schwegmann und Patrick Delfmann lists a number of purposes as motivation for business process modeling: Within an extensive research program initiated in 1984 titled "Management in

2204-423: The first visually oriented tools for business process modeling and implementation were presented. The objective of business process modeling is a - usually graphical - representation of end-to-end processes, whereby complex facts of reality are documented using a uniform (systematized) representation and reduced to the substantial (qualities). Regulatory requirements for the documentation of processes often also play

2262-423: The five key interfaces that a workflow management system must have. Interface 1 was for defining the business process, which includes two aspects: a process definition expression language and a programmatic interface to transfer the process definition to/from the workflow management system. The first revision of a process definition expression language was called Workflow Process Definition Language (WPDL) which

2320-521: The flow of data (messages), and the association of data artifacts to activities, it is not a data flow diagram . BPMN models are expressed by simple diagrams constructed from a limited set of graphical elements. For both business users and developers, they simplify understanding of business activities' flow and process. BPMN's four basic element categories are: These four categories enable creation of simple business process diagrams (BPDs). BPDs also permit making new types of flow object or artifact, to make

2378-494: The functions constituting the process, including the relationships between them, but also a number of other qualities, such as formal organization, input, output, resources , information , media , transactions , events , states , conditions , operations and methods . The objectives of business process modeling may include (compare: Association of Business Process Management Professionals (ABPMP) ): Since business process modeling in itself makes no direct contribution to

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2436-441: The generally desirable aim of all stakeholders on a project adopting a common language to describe processes, helping to avoid communication gaps that can arise between business process design and implementation. BPMN is one of a number of business process modeling language standards used by modeling tools and processes. While the current variety of languages may suit different modeling environments, there are those who advocate for

2494-445: The growth of complexity and dependence. New methodologies include business process redesign , business process innovation, business process management, integrated business planning , among others, all "aiming at improving processes across the traditional functions that comprise a company". In the field of software engineering , the term business process modeling opposed the common software process modeling, aiming to focus more on

2552-404: The model/diagram. In this way the model/diagram becomes more readable. There are three pre-defined Artifacts, and they are: The vision of BPMN 2.0.2 is to have one single specification for a new Business Process Model and Notation that defines the notation, metamodel and interchange format but with a modified name that still preserves the "BPMN" brand. The features include: The current version of

2610-495: The principles of management, automation, and digitization of business processes. They enable learners to master process mapping and modeling using BPMN 2, essential for optimizing business operations. Business process modeling Business process modeling ( BPM ) is the action of capturing and representing processes of an enterprise (i.e. modeling them), so that the current business processes may be analyzed, applied securely and consistently, improved, and automated. BPM

2668-597: The process modeling extensions added to BPMN 2.0 . Business Process Modeling Notation Business Process Model and Notation ( BPMN ) is a graphical representation for specifying business processes in a business process model . Originally developed by the Business Process Management Initiative (BPMI), BPMN has been maintained by the Object Management Group (OMG) since the two organizations merged in 2005. Version 2.0 of BPMN

2726-402: The same process, the BPMN model may need around 40% fewer elements than the corresponding EPC model, but with a slightly larger set of symbols. The BPMN model would therefore be easier to read. The conversion between the two notations can be automated. UML activity diagrams and BPMN are two notations that can be used to model the same processes: a subset of the activity diagram elements have

2784-437: The sense of business process re-engineering (design for Six Sigma)." For a reproducible measurement of process capability, precise knowledge of the business processes is required and business process modeling is a suitable tool for design for Six Sigma. Six Sigma therefore uses business process modeling according to SIPOC as an essential part of the methodology and business process modeling using SIPOC has established itself as

2842-467: The specification was released in January 2014. normal flow uncontrolled flow conditional flow default flow exception flow The BPMN 1.2 minor revision changes consist of editorial corrections and implementation bug fixes. Consequently, these minor changes affect modeling tool vendors more than modelers (users). Business process modeling is used to communicate a wide variety of information to

2900-439: The standard requirements, Preparing for ISO certification of a management system is a very good opportunity to establish or promote business process modelling in the organisation. Hermann J. Schmelzer and Wolfgang Sesselmann point out that the field of improvement of the three methods mentioned by them as examples for process optimization (control and reduction of total cycle time (TCT), Kaizen and Six Sigma ) are processes: In

2958-613: The state of the practice during software development . In that time (the early 1990s) all existing and new modeling techniques to illustrate business processes were consolidated as 'business process modeling languages ' . In the Object Oriented approach, it was considered to be an essential step in the specification of business application systems. Business process modeling became the base of new methodologies, for instance, those that supported data collection , data flow analysis, process flow diagrams, and reporting facilities. Around 1995,

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3016-480: The time for interchange of process design. The WfMC continued to update and improve the process definition interchange language. In 2004 the WfMC endorsed BPMN , a graphical formalism to standardize the way that process definitions were visualized. XPDL was extended specifically with the goal of representing in XML all the concepts present in a BPMN diagram. This third revision of a process definition expression language

3074-406: The types of business processes that can be modeled with BPMN (those with asterisks may not map to an executable language): BPMN is designed to allow all the above types of Diagrams. However, it should be cautioned that if too many types of sub-models are combined, such as three or more private processes with message flow between each of them, then the Diagram may become difficult to understand. Thus,

3132-422: Was an XML based interchange language that contained many of the same concepts as WPDL, with some improvements. XPDL 1.0 was ratified by the WfMC in 2002, and was subsequently implemented by more than two dozen workflow/BPM products to exchange process definitions. There was a large number of research projects and academic studies on workflow capabilities around XPDL, which was essentially the only standard language at

3190-568: Was not until the 1990s that the term became popular. In the 1990s, the term process became a new productivity paradigm. Companies were encouraged to think in processes instead of functions and procedures . Process thinking looks at the chain of events in the company from purchase to supply, from order retrieval to sales, etc. The traditional modeling tools were developed to illustrate time and cost, while modern tools focus on cross-functional activities. These cross-functional activities have increased significantly in number and importance, due to

3248-538: Was published in 1998. This process meta-model contained all the key concepts required to support workflow automation expressed using URL Encoding. Interoperability demonstrations were held to confirm the usefulness of this language as a way to communicate process models. By 1998, the first standards based on XML began to appear. The Workflow Management Coalition Working Group 1 produced an updated process definition expression language called XML Process Definition Language (XPDL) now known as XPDL 1.0. This second revision

3306-424: Was released in January 2011, at which point the name was amended to Business Process Model and Notation to reflect the introduction of execution semantics, which were introduced alongside the existing notational and diagramming elements. Though it is an OMG specification, BPMN is also ratified as ISO 19510. The latest version is BPMN 2.0.2, published in January 2014. Business Process Model and Notation (BPMN)

3364-444: Was taken up by Thomas H. Davenport as well as Michael M. Hammer and James A. Champy and developed it into business process re-engineering (BPR) as we understand it today, according to which business processes are fundamentally restructured in order to achieve an improvement in measurable performance indicators such as costs, quality, service and time. Business process re-engineering has been criticized in part for starting from

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