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Business Process Conceptsand ModelingProf. Dra. Lucinéia Heloisa ThomTítulo do capítulo

About myself Professional–– Academic––––––– Associate Professor at Informatics Institute of the Federal University of Rio Grandedo Sul (INF-UFRGS) since 2013Institutional Representative of INF-UFRGS at the Computer Brazilian SocietyPost-doc in Computer Science (UFRGS, Porto Alegre, Brasil, 2012)Post-doc in Computer Science (University Joseph Fourier, Grenoble, France, 2011)Post-doc in Computer Science (Ulm University, Germany, 2009)PhD in Computer Science (UFRGS, Porto Alegre, Brasil, 2006)PhD stage(Stuttgart University, Germany, 2005)Master in Computer Science (UFRGS, Porto Alegre, Brasil, 2002)Bachelor in Computer Science (UNISC, Santa Cruz do Sul, Brasil, 1999)Research Areas of Interest––––Business Process Management (BPM)Ontology and BPMInformation technology applied in HealthcareSoftware Engineering

Agenda Business Process Concepts and Modeling–––– Introduction to Business Process ManagementBasic Concepts in Business Process ManagementRequirements Elicitation in Process ModelingBusiness Process Modeling and NotationResearch Topics in Business Process Management––––Verification and Completness of BPMN Specification CodeOntology Building based on Process ModelsExtraction of Process Models based on Textual ProceduresBig Data classification based on Process Models

Business ProcessConcepts and ModelingIntroduction

Business Process are -orderApplication-to-approvalPayment

Business Process A set of one or more linked procedures oractivities which collectively realize a businessobjective or policy goal, normally within thecontext of an organizational structure definingfunctional roles and relationships (WfMC, 1999) A business process consists of a set of activitiesthat are performed in coordination in anorganizational and technical environment. Theseactivities jointly realize a business goal (Dumas,1998)A business process is as collection of interrelated events, activities and decision pointsthat involve a number of actors and objects, andthat collectively lead to an outcome that is ofvalue to at least one customer (Dumas, 2013)

Example of Business Processc] Fill theprescriptiona] Get information b] Calculate thedosage of theabout the patientdrugsd] Notify thefarmacy that anew drug needs tobe producede] Send theprescription tothe farmacyf] Verify thedosageg] Produce drugs

Business Process Management (BPM)Business Process Management is the art and science ofoverseeing how work is performed in an organization toensure consistent outcomes and to take advantage ofimprovement opportunities (Dumas et al 2013)BPM as a body ofmethods, techniques andtools to discover, analyze,redesign, execute and monitorbusiness processes8

Why BPM“The first rule of any technology used in a business isthat automation applied to an efficient operation willmagnify the efficiency.The second is that automation applied to an inefficientoperation will magnify the inefficiency.”To learn how to model and improve businessprocess rather than only to know how to buildinformation systems is a fundamental ability towhatever IT professional

Benefits of BPM Dynamic distribution of workWork monitoringApplications can be automatically invokedduring process executionStandardization of non-standardizedprocessesImprovement of process efficiencyReduction in time to complete workflows,and increase in their qualityReduction in human resourcesBetter ability to cope with and handlechanges to processesIncrease in the relevance of existing ITsystems within an organization

BPM Applications Aplications based on activity control and ordering canbe automatized by a WfMSIn Robotics, BPM and Workflow have been used tostandardize and document processes Healthcare processes that require dinamic adaptation andalso exception handlingE-learning E-science

BPM lifecycleDumas, 2013

Process IdentificationWhich process needto be improved? Which process presentoperational problems?Which are the limits of aprocess (start and end)?The complexity to answerthese questions is direcltyrelated to the process –oriented thinking existentin organizationsDumas, 2013

BPM LifecycleProcess Identification In case the organization already had a BPM initiative it ispossible that it has also process documentation– The process scope can be definedIn case there exists no BPM initiative, the BPM team must:– Identify the processes related to organizationalproblems– Demimitate the process scope– Identify relations between process (part-of-relations)Process Identification à Process Architecture

BPM LifecycleProcess Identification Estimate the value of a process execution is fundamental“YOU CANNOT CONTROL WHAT YOU ARE NOT ABLE TO ESTIMATE” (Tom DeMarco) Before analyze a process in details it is important to define clearmetrics to measure the process performance Costs metrics– Quantity of equipment's allocated in time spaceTime metrics– Time between an equipment request and its deliveryQuality metrics (error rates) Number of times a process finalize with undesirable result. E.g.an equipment is returned because it is not suitable

BPM LifecycleProcess Identification In this phase, a business problem is posed,processes relevant to the problem beingaddresses are identified, delimited andrelated to each other The outcome is a new or updated processarchitecture that provides an overall viewof the processes in an organization andtheir relationship

BPM LifecycleProcess Discovery Also called processmodellingThe current state of eachrelevant processes isdocumented, typically inthe form of one orseveral as-is processmodelWhy “ProcessDiscovery”?– Why process alreadyexist at least in themind of peopleworking in anorganization The goal of this phase is todiscover and to documentthe processes beingexecuted in an organization

BPM LifecycleProcess Analysis and Redesign Issues associated to the as-isprocess are identified,documented and wheneverpossible quantified usingperformance measures The redesign aims to identifychanges to the process thatwould help to address theissues identified in theanalysis phase The output is a structuredcollection of issues The output of the redesignphase is typically a to-beprocess model These issues are typicallyprioritized in terms of theirimpact and effort to solvethem

BPM LifecycleProcess Implementation and monitoring Changes required tomove from the as-isprocess to the to-beprocess are preparedand performed Process implementationcovers two aspects– Organizationalchange management– Process automation Relevant data arecollected and analyzed todetermine how well is theprocess performing withrespect to itsperformance measuresand performanceobjectives

Stakeholders in the BPM Lifecycle Management teamProcess OwnersProcess ParticipantProcess AnalystsSystem EngineeringThe BPM Group

Business ProcessConcepts and ModelingBasic Concepts

Basic ConceptsWorkflowThe automation of a business process, in whole or part,during which documents, information or tasks are passedfrom one participant to another for action, according to a setof procedural rules Wokflow Management System– interpret a process definition– creates and manages the execution of workflows throughthe use of software, running on one or more workflowengines, which is able to interpret the process definition,interact with workflow participants and, where required,invoke the use of IT tools and applications.

Basic ConceptsTask vs. Activity Task– Atomic step in a process– In a buying process toverify if a receivedproduct is the onerequested Activity– A variety of consecutive steps Verification of equipmentinvolving several steps– Verify if the receivedequipment is thespecified– Verify if the equipmentworks properly– Verify if the equipmentincludes all devicesTHOM, L. H., IOCHPE, C., MITSCHANG, B. A Transactional Metamodel for BusinessProcess ModelingWith Support To Business Process Patterns. In: First IFIP Academy on theState of Software Theory and Practice. Porto Alegre, Brazil. 2005.

Basic ConceptsManual and Automatic Tasks Manual Task– Cannot be automatized Automatic TaskAn activity which is capable of computerautomation using a workflow managementsystem to manage the activity duringexecution of the business process of which itforms a part.c] Fill theprescriptiona] Get information b] Calculate thedosage of theabout the patientdrugsd] Notify thefarmacy that anew drug needs tobe producede] Send theprescription tothe farmacyf] Verify thedosageg] Produce drugs

Basic ConceptsRole and Actor Role– A set of actors or processparticipants sharingspecific characteristics,abilities, etc. Actor– Human actors, organizations, or softwaresystems acting on behalf of humanactors or organizations), physical objects(equipment, materials, products, paperdocuments) and immaterial object(electronic documents and electronicrecords)c] Fisiciana] Nurseb] Phisiciane] Systemd] Systemf] .g] .

Basic ConceptsDecision Point points in time when a decision is made that affects the way theprocess is executed.– For example, as a result of the inspection, the site engineermay decide that the equipment should be returned or thatthe equipment should be accepted.This decision affects what happens later in the process

Basic ConceptsControl Flows Process activities are connected with control iac] Fill theprescriptiona] Get information b] Calculate thedosage of theabout the patientdrugsd] Notify thefarmacy that anew drug needs tobe producede] Send theprescription tothe farmacyf] Verify thedosageg] Produce drugs

Basic ConceptsControl Flows SequencialBA AnimationAnd-SplitAAndBAnimationC And-JoinBAndCDAnimation

Basic ConceptsPartitions Represent the entities responsible by theactivities of a process– Refer to the participants of a process andcan be an organization, a role, a humanactor, a system– E.g., Financial, Buying, Selling, Marketingdepartments

Basic ConceptsWork itemsThe representation of the work to be processed (by a workflowparticipant) in the context of an activity within a process instanceOracle

Components of ProcessDumas, 2013

Business ProcessConcepts and ModelingRequirements Elicitation

Process IdentificationDefinitionProcess identification is a set of activities aiming tosystematically define the set of business processes of acompany and establish clear criteria for prioritizing themDumas, 2013ProcessIdentification

Process IdentificationKeep the key process in mind Seldon organizations candefine, analyse andredesign all their processes It is technically expensive tosupport all the processes ofan organization and at thesame time to monitor theirperformance It is mandatory towhatever organizationinterested in a BPMsolution to foccus on asubset of its processes Some processes need tobe priorized due to theirimportance for theorganizational estrategicallevel Other processes can poseproblems which also needto be solved

Process IdentificationKey phases Process identification includes two phases– Designation To understand the processes executed in anorganization and their relationships– Validation To priorize the process that will be (re)designedImportant: none of these phases isrelated with a detailed process design

Process IdentificationProcess Chategorization Michael Porter presents two process categories– Core processes (primary activities) Includes key processes of theorganization such as productmanufacture and service offer (addvalue)– Additional Processes (secondaryactivities) Support the execution of the core theprocesses. Infra-structure, RH andtechnology development and acquisitionMichael Porter