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Business process modelling - Building an efficient corporate management

The modelling of business workflows has been continuously evolving from a simple vehicle for the visualization of individual business process designs to a comprehensive management tool for essential parts of an enterprise.
The reasons for this development can be seen in the increasing desire for transparency of processes within the enterprise, the request for the confirmability by third parties (audit), the improvement of the efficiency and effectiveness of processes, e.g. by failure mode and effect analysis (FMEA), to the point of full automation of workflows. In particular the analysis of processes is currently getting more important in the banking sector due to the recommendations of the Basel committee on the effectiveness of risk calculations (BCBS 239).

 

Challenges in modeling


In advance to large modelling projects an appropriate framework and environment should be set up to enable  professional and sustainable modelling. Special attention should be paid to the following points:

  • Choice of a modelling paradigm:
    There are several possible approaches to the modelling of processes, each of which has its justification depending on the purpose of the modelling project. As of today the “business process model and notation” framework, in short BPMN 2.0, has become the standard for most modelling purposes. In addition enhanced event-driven process chains (eEPC) or UML represent alternatives.
    The choice of the modelling notation and the software for the generation of the models  should be well-considered. In any case standard frameworks and notations should be preferred to own creations.
  • Human Resources:
    Specially qualified employees are required because of the syntactic and semantic rules of the modelling notation as well as own requirements of the enterprise on the design, information content and the uniformity of models. The installation of separate modelling teams is inevitable in large modelling projects. In doing so a good communication between process owners and process modellers has to be ensured in order to prevent modelling defects.
  • Scope and level of detail:
    The clarity and transparency and finally the acceptance of the models by the model users suffers from a high level of detail and large-scale process landscapes. Therefore models should have a restricted scope which serves a clearly defined and transparent purpose. Several cleverly chosen and hierarchically arranged modelling layers with different levels of abstraction may help to fulfill the diverse requirements on the level of detail set by the different model users.
  • Maintenance:
    The effort spent on the maintenance of models is often underestimated. It has to be considered that processes in an organization are subject to change over time. The more comprehensive and the more detailed the models are the more maintenance is required. There is no benefit from poorly maintained models or models which can only be changed by spending high costs. The topicality and flexibility of a model is an absolutely necessary prerequisite for its usefulness.

d-fine's know-how


d-fine has many years of experience in the design, engineering, reengineering, documentation, automation and execution of business processes from numerous projects involving bothbusiness and IT departments.

Our consultants take the roles of process experts, modelling experts (e.g. with OCEB 2 certification) as well as independent users of process models.

We are well-versed in the strengths and weaknesses as well as opportunities and risks of process models in every respect. Your project on the modelling of business processes will benefit from our expertise. Please feel free to make an appointment with us. We look forward to hearing from you!

 

For detailed information please call us on +49 69 907370 or email us at

info@remove-this.d-fine.de with the subject line “process model”.