PROCESS elementary

A presentation on process and business process modeling…
… “If you can't explain it simply, you don't understand it well enough.”
Albert Einstein
Michael A. Evens – Creative Consulting
michael_evens@unforgettable.com
August 2015 – Updated

WHAT? …what is a process and what it’s not
WHY? …why we define, design and model
HOW? …process modeling techniques
EXAMPLES …seeing helps in understanding
METHODOLOGIES …Six Sigma, CMMI, ISO, etc.
CONCLUSIONS …repeatable and successful
PROCESS: elementary
PRESENTATION TOPICS:

WIKIPEDIA (2013) says…
Process… WHAT?
Miscellaneous Definitions
…“a process, business process or business
method is a collection of related, structured
activities or tasks that produce a specific
service or product (serve a particular goal) for
a particular customer or customers.

RUMMLER & BRACHE (1995) says…
Process… WHAT?
…“a definition clearly encompasses a focus on
the organization’s external customers, when
stating that… a business process is a series of
steps designed to produce a product or service.

DAVENPORT (1993) defines a process as…
Process… WHAT?
… ”a structured, measured set of activities
designed to produce a specific output for a
particular customer or market.

JOHANSSON et al. (1993) says…
Process… WHAT?
… “a process is a set of linked activities that
take an input and transform it to create an
output.”

WE, CREATIVE CONSULTING (2013) say…
Process… WHAT?
…in the context of this presentation, we will
expand on this definition to include…
“a repeatable set of activities documented to
achieve a consistent result, output, product, or
service …preferably successful.”

There are three basic types of processes:
1. Management Processes
2. Organizational Processes
3. Support Processes (or Sub-Processes)
NOTE: Exceptions exist to these basic
categorizations, but for the purpose of this
presentation we are keeping definitions simple.
Process… WHAT?
3 Types of Processes

1. MANAGEMENT PROCESSES
Process… WHAT?
…a Management Process is a process of
planning, controlling, organizing and leading
execution of any type of activity, such as a
project (e.g. project management process),
other process or group of processes.

2. ORGANIZATIONAL PROCESSES
Process… WHAT?
…Operational Processes are those that
encapsulate the core of the business and
create the primary value stream. Examples
include budgeting, purchasing, manufacturing,
advertising, marketing, and sales.

3. SUPPORTING PROCESS (or SUB-PROCESS)
Process… WHAT?
…a Supporting process supports the core
processes. Examples may include technical
support, accounting, call center, and
recruitment.

Process… WHAT?
Components and Characteristics
Processes have many components and
characteristics outside of what we have listed,
but notice the word “must” in each of the
items described.
A process would not be a process without the
following musts:

INPUT / OUTPUT
Process… WHAT?
…a process must have clearly defined
boundaries, input and output. Similar to
following the recipe for baking a cake, if you
follow a defined process, over-and-over, you
will achieve a constant result.

CUSTOMER
Process… WHAT?
…a process must have a recipient of the
process' outcome, a customer.

ACTIVITIES (or STEPS)
Process… WHAT?
…a process must consist of activities that are
ordered according to their position in time and
space. If the steps in the process or recipe are
skipped or repeated, the process will fail to
provide the desired result. If you neglect to
cook the cake, it won’t become cake.

DECISIONS
Process… WHAT?
… there are points in many processes that
require a judgment or decision to be made.
Using the cake recipe analogy, when the time
comes where most cakes have achieved the
desired degree of doneness… there is a test. A
yes or no decision must be made. Bake the
cake longer or take it out of the oven.

ORGANIZATION
Process… WHAT?
…a process cannot exist in itself; it must be
embedded in an organizational structure.

BUSINESS PROCESS MODELING
Process… WHY?
Why define processes or do modeling?
Processes don’t need to be modeled.
However…
…there are many benefits in knowing what a
process model is, what it can do for you and
how it can benefit your organization.

Process… WHY?
Its beginnings were in capital/profit-led
business, but the methodology is applicable to
any organized activity.
That is …any BUSINESS …any ORGANIZATION
…any ORGANIZED ACTIVITY.

Process… WHY?
…Business Processes Modeling is designed and
developed to add value for the customer and
should not include unnecessary activities.

Process… WHY?
…the outcome of a well designed business
process is increased effectiveness (value for the
customer) and increased efficiency (less costs
for the company).

BUSINESS PROCESS MODELING also helps with
Process… WHY?
• Communication and Comprehension
• Understanding / Visual Depiction
• Accountability
• Reliability
• Problem Solving
• Breaking Downs Barriers

Process… WHY?
• Circumventing Departmental Autonomy
• Avoiding Waste
• Operational Ambiguity
• Effectiveness…Satisfaction
• Efficiency…Cost Reduction…Productivity
• Process Improvement

Process… WHY?
• Quality / Consistency / Compliance
• Reporting of Performance
• Transparency
• Aligning Operations with Strategy
• Control
• Competitive Advantage

BUSINESS PROCESS MODELING & NOTATION
Process… HOW?
There are many kinds of tools and techniques
available to help in defining a business process
or Business Process Model (BPM), such as
computer software applications.
But, the basics can also be achieved by using a
pen and paper or a bunch of sticky notes.

BUSINESS PROCESS MODELING & NOTATION
Process… HOW?
In some cases, pen, paper and sticky notes are
more effective ways of creating and
communicating fundamental ideas than
computers.
Computers can get in the way and can exclude
people. Defining process requires people.

UML and BPMN
Process… HOW?
Process Modeling Notation (BPMN)
…Unified Markup Language (UML) provides a
plethora of behavioral models which are useful
in modeling and it has become a familiar and
useful tool to many in all areas of business.

UML and BPMN
Process… HOW?
…Recently, process modeling vendors joined
together to create a new Business Process
Management Notation (BPMN) administered
by the Object Management Group.

UML and BPMN
Process… HOW?
…today, most methodologies – like the BPM
vendors – use the BPMN notations.

Process… HOW?
Modeling Elements (Notation)
Understanding MODELING ELEMENTS for
business owners, users and developers,
simplifies the understanding of business,
business flow and process…

Process… HOW?
Models consist of simple diagrams constructed
from a limited set of graphical elements for
consistency in communication…
The following will describe some of the most
common elements:

Process… HOW?
ACTIVITIES (or Steps)
An activity is work that is performed within a
business process and is represented by a
rounded rectangle.
Get MY
Information
Change MY
Information

Process… HOW?
EVENTS
An event is something that happens during the
course of a business process which affects the
sequence or timing of activities of a process.
Start Intermediate End

Process… HOW?
GATEWAYS
Gateways are used to control how sequence
flows converge and diverge within a process.
Gateways can represent decisions, where one
or more paths are disallowed, or they can
represent concurrent forks.

Process… HOW?
GATEWAYS
Inclusive / Exclusive:
An Inclusive Gateway (Inclusive Decision) can
be used to create alternative but also parallel
paths within a Process flow. Unlike the
Exclusive Gateway, all conditions are
evaluated…
Inclusive Exclusive

Process… HOW?
GATEWAYS
Parallel:
…used to synchronize (or combine) parallel
flows and to create parallel flows without
checking any conditions.
Parallel

Process… HOW?
GATEWAYS
Complex:
…used to model complex synchronization
behavior (i.e. incoming and outgoing flows
vary).
Complex

Process… HOW?
GATEWAYS
Event Based / Exclusive Event Based:
…a branching point in the Process where the
alternative paths that follow the gateway are
based on events that occur.
Event Based Exclusive
Event Based

Process… HOW?
GATEWAYS
Parallel Event Based:
…will wait for an (one or more) incoming event
before triggering the flow through its outgoing
paths.
Parallel Event

Process… HOW?
GATEWAYS
Exclusive Event:
An Exclusive Gateway (Decision) is used to
create alternative paths within a Process flow.
Only one of the paths can be taken, this means
the gateway is exclusive…
Exclusive Event

Process… HOW?
CONNECTIONS
Connections (connecting objects) are used to
represent different types of flows. This paper
defines four objects:
1. Sequence Flow
2. Message Flow
3. Association
4. Data Association

Process… HOW?
CONNECTIONS
Sequence Flow:
A sequence flow is used to show the order in
which activities are performed within a
process. A sequence flow is represented by a
line with an arrowhead.
Sequence Flow

Process… HOW?
CONNECTIONS
Message Flow:
A message flow is used to show the flow of
messages between two entities, where pools
are used to represent entities. A message flow
is represented by a dashed line with a light-
colored circle at the source and an arrowhead
at the target.
Message Flow

Process… HOW?
CONNECTIONS
Association:
An association is used to associate information
and artifacts with flow objects. An association
is represented by a dashed line which may or
may not have an arrowhead at the target end
if there is a reason to show directionality.
Association

Process… HOW?
CONNECTIONS
Data Association:
A Data Association is used to show the flow of
information (data) between activities in a
business process. A data association is
represented by a dashed line which may or
may not have a line arrowhead at the target
end if there is a reason to show directionality.
Data Association

SWIMLANE
Process… HOW?
…A swimlane (or swim lane) is a visual element
used in process flow diagrams that visually
distinguishes responsibilities for sub-processes
of a business process.
Swimlanes may be arranged either horizontally
or vertically.

SWIMLANE
Process… HOW?
…Swimlanes in BPMN consist of two types:

SWIMLANE
Process… HOW?
…
Represents major participants in a process,
typically separating different organizations. A
pool contains one or more lanes (like a real
swimming pool).

SWIMLANE
Process… HOW?
…
Used to organize and categorize activities
within a pool according to function or role, and
depicted as a rectangle stretching the width or
height of the pool.

SWIMLANE
Process… HOW?
…Example
Pool ………………………………………...
Lane 1……. Lane 2….. Lane 3….. Lane 4…… Lane 5... Lane 6…….

Process… HOW?
DATA OBJECT:
A data object does not have a direct affect on a
process but does provide information relevant
to the process. It is represented in many ways
as shown below:
Card Stored Data Document Etc…
ARTIFACTS

Process… HOW?
GROUP:
A group is an informal means for grouping
elements of a process. It is represented as a
rectangle with a dashed line border.
ARTIFACTS
Pool ………………………………………...
Lane 1……. Lane 2….. Lane 3….. Lane 4…… Lane 5... Lane 6…….

Process… HOW?
ANNOTATIONS:
An annotation is a mechanism to provide
additional information to the audience of a
BPMN diagram.
ARTIFACTS
It is typically represented by
an open rectangle containing
the annotation text.

…process modeling is a focus on the business
logic of the process (how work is done),
instead of taking a product perspective (what
is done).
Process… HOW?
Creating a Model

Process… HOW?
Creating a Model
1. Define the Boundaries (start and end points
or scope)
What begins the process?
How does the process end?
DEFINE BASELINE (‘As Is’)

Process… HOW?
Creating a Model
2. Define the Goals
What is the main objective?
What is desired outcome of the process
(customer need and customer need
fulfillment)?

Process… HOW?
Creating a Model
3. Define the Roles
How do they (people/roles) complete their
activities and what is the order of those activities?
What activities are performed and who performs
them?
People (roles) are essential to process modeling.

Process… HOW?
Creating a Model
4. Define what is Exchanged?
What is exchanged between (in and out) the
activities.

Process… HOW?
Creating a Model
The first draft will involve positioning and
repositioning of events (activities).
This may be a good time to use the sticky notes
we mentioned earlier. If you're working with a
group of people, everyone needs to be able to
see it.
POSITION ACTIVITIES

Process… HOW?
Creating a Model
Once you have established an agreed sequence
of activities, you can create in a visual flow
using a more sophisticated tool, such as a
generic software application… for example,
Microsoft’s Visio. Or, you may choose a
specialized software package … for example,
Enterprise Architect.
GENERATE FLOWCHART (‘As Is’)

Process… HOW?
Creating a Model
You may want to check your model with the
users by doing a ‘live observation’ of the
process in action. People in meetings invariably
forget the exact steps or say what should be
happening, rather than what really happens.
…a live observation of the process would be a
great validation or… ‘REALITY CHECK.’
VALIDATE PROCESS

Process… EXAMPLES
Sequence Numbering with Narratives
VISIO EXAMPLE:
BCC_CMSLIB
REFDATA$D
ORACLE
Designer 2000
DMLDDL Source Files
DBCHGS$D
BCCDML
CMS_NODE
ENV_NODE
TDD DIRECTORIES
TDD$INPUT
VOLUME
LIBRARY
NATIVE
LIBRARY
Pre-process DDL &
DML
DDL & DML is
processed
DATABASE
2
1
3
4 5
7
6
8
9
10
11
13
14
6
12
BCC ENVIRONMENT
BUILD.DIR
COMPILE
15
COMPILE
16

Process… EXAMPLES
Sequence Numbering with Narratives
VISIO EXAMPLE:
The narratives below describe the activity for the sequence numbers on the
previous graphic.
1. Developers use “ORACLE Designer” to generate the Data Definition
Language (DDL) files.
2. Developers populate the DBCHGS$D directory with DDL files. These files
are *.VEW, *.TAB, *.CON, *.IND, etc. These files can next be inserted directly
into their respective TDD directories because they don’t require additional
processing at this stage.
3. Developers also populate the REFDATA$D directory with DDL files. These
files are *.SQL files that will require processing before they can be inserted
into their respective directories in the TDD library.

Process… EXAMPLES
Swimlanes with Annotations
VISIO EXAMPLE:
Stakeholder / AnalystQA / TesterRelease ManagerDeveloper
RTC
Team Lead
creates a Work
Item (WI) and
assigns to
Developer
RTC
Developer
changes WI state
to
IN PROGRESS
Developer
modifies
artifact(s) under
SCM
RTC
Developer
checks -in files –
Automatically
associates files
with WI
RTC
Unit
Test
Developer
changes state to
IMPLEMENTED
RTC
Done – -----------
Ready to Deploy
RTCTeam Lead creates
“Deployment
Request”
RTC
Review
Build
Deploy
Release Manager
changes status to
QA READY
RTC
Test
Changes
“Deployment
Request” to
VALIDATED
RTC
Change status of
“Deployment
Request” to
APPROVED
RTC
Release Manager
deploys changes to
PRODUCTION
Changes
“Deployment
Request” to
CLOSED
RTC
Deploy
Release Manager
changes state to
PROD READY
RTC
Unit Test or
Code Review
……… Manual Processes …....
Business
Partners
(SR Development)
IR&C Staff
Team Lead
………………….……………………… SCM Process ………………………………………….……..
Work
Request
1. Service Request
2. Incident
3. Problem
4. Change
5. Configuration
6. Service Levels
Documentation
Specifications
Requirements
END-TO-END PROCESS – High Level

Process… EXAMPLES
Swimlanes with Annotations
VISIO EXAMPLE:
Team Lead
RTC RTC
RTCTeam Lead initiates
WORK ITEM and
assigns to Developer

In defining a successful process, it would seem
only logical to follow a successful process
modeling methodology.
The following are selected methodologies
based on their popularity, success, adaptability
and other valuable attributes:
Process… METHODOLOGIES

Process… METHODOLOGY
Six Sigma (DFSS, DMAIC, and DMADV)
SIX SIGMA
Six Sigma is all about improving efficiencies and
reducing costs of existing products. Many companies
like General Electric, Honeywell, Raytheon and IBM
have realized billions of dollars in cost savings, and
process and quality improvement.

SIX SIGMA
The Six Sigma process is a standardized problem
solving methodology that can be incorporated into
any business. This turn-key five step process is used
universally around the world. Benefits of Six Sigma
initiatives are realized within a matter of four to six
months and directly hit the bottom line.

SIX SIGMA - DFSS
Design for Six Sigma (DFSS) is a business process that
is incorporated into a company’s existing product
development process. It takes products from concept
to commercialization using data-driven decision
making processes, delivering high quality, consistent,
capable, defect-free products by focusing on critical
design and process parameters based on the
customer and market needs.

SIX SIGMA - DFSS
The Basic Process: Design for Six Sigma (DFSS)
1. Developing the Business Case
2. Formulating the Technical Requirements
3. Designing and Developing.
4. Verifying and Validating
5. Manufacturing and Commercializing
6. Controlling and Sustaining

SIX SIGMA - DMAIC
The DMAIC process of Six Sigma is a proven successful
model used in many industrial sectors.
DMAIC is used for projects aimed at improving an
existing business process.
The DMAIC project methodology has five (and
sometimes six) phases …

SIX SIGMA - DMAIC
1. DEFINE - Define the system
2. MEASURE - Measure and collect key data
3. ANALYZE - Analyze the data
4. IMPROVE - Improve or optimize process
5. CONTROL - Control the ‘future state’
6. …Sometimes, a RECOGNIZE step… recognize the
right problem to work on, thus yielding an RDMAIC
methodology.

SIX SIGMA – DMADV
DMADV is used for projects aimed at creating new
product or process designs.
The DMADV project methodology features five
phases:

SIX SIGMA – DMADV
1. DEFINE - Define design goals
2. MEASURE - Measure and identify
3. ANALYZE - Analyze, develop and design
4. DESIGN - Design an improved
5. VERIFY - Verify the design

Six Sigma (SIPOC / COPIS)
SIX SIGMA – SIPOC
SIPOC (sometimes COPIS) is a tool that summarizes
the inputs and outputs of one or more processes in
table form.
The idea behind the SIPOC methodology is to view
each process as a different organization in itself. Each
process therefore has its own suppliers, inputs,
process, outputs and corresponding customers… thus
the acronym SIPOC

Six Sigma (SIPOC / COPIS)
SIX SIGMA – SIPOC
The SIPOC provided an effective methodology to get
an in detail look at the process.
1. BOUNDRIES - Boundaries must be explicitly stated.
2. SUB-PROCESSES - Sub-processes must be defined
3. PROCESS OWNER - One person must be
accountable
4. OUTPUTS - Outputs must be verifiable deliverables
5. CUSTOMER – Customers must consume outputs and
provide feedback.

Capability Maturity Model (CMMI)
CMMI (CARNEGIE MELLON)
Capability Maturity Model Integration (CMMI) was
developed by a group of experts from industry,
government, and the Software Engineering Institute
(SEI) at Carnegie Mellon University.
CMMI models provide guidance for developing or
improving processes that meet the business goals of
an organization.

CMMI originated in software engineering but has
been highly generalized over the years to embrace
other areas of interest, such as the development of
hardware products and the acquisition of products
and services.
CMMI models provide guidance for developing or
improving processes that meet the business goals of
an organization.

CMMI for Development
Repeatable - Maturity Level 2
Defined - Maturity Level 3
Quantitatively Managed - Maturity Level 4
Optimizing - Maturity Level 5

CMMI for Services
Managed - Maturity Level 2

CMMI for Acquisition
Managed - Maturity Level 2

CMMI (SCAMPI)
NOTE: The Standard CMMI Appraisal Method for
Process Improvement is an appraisal method that
meets all of the ARC (Appraisal Requirements for
CMMI). Results of an SCAMPI appraisal may be
published on the CMMI Web site: Published SCAMPI
Appraisal Results.
SCAMPI also supports the conduct of ISO/IEC 15504,
also known as SPICE (Software Process Improvement
and Capability Determination).

CREATIVE CONSULTING et al. (2013):
Process… CONCLUSION
Different methodologies are better for some
organizations and less effective when used for other
organized activities or organizations.
Given the ferocious rate of change in business,
business processes and business process approaches,
leading methodologies will continue to change in the
time ahead.

There are analysis, redesign approaches and
methodologies designed to help business managers,
others designed for people improving quality control,
and others designed to help business analysts or
software developers, yet all these are developed for
the purpose defining a process that is …a repeatable
set of activities documented to achieve a consistent
result, output, product, or service …preferably
successful.

CREATIVE CONSULTING… and Business Services will
endeavor to keep pace with approaches and
methodologies in Process Modeling to provide the
best service possible to the business community.
…“Make everything as simple as possible, but not
simpler.”
Albert Einstein

PROCESS elementary

Recomendados

Recomendados

Mais conteúdo relacionado

Destaque

Destaque (20)

Semelhante a PROCESS elementary

Semelhante a PROCESS elementary (20)

PROCESS elementary