Business Process Modelling - Central Queensland University http://mahara.cqu.edu.au/view/view.php?t=9OZeRIV6fdsutBj1ormU[23/01/2014 3:45:47 PM] Dashboard Content Portfolio Groups Business Process Modelling Back Business Process Modelling(BPM)–A Literature Re view In the last decade and up until now, there has been a growing understanding and a systematic evaluation of how business process modelling (BPM) achieve or can achieve an improvement of the current business by identifying possible ways of making the business more efficient (Aldin & de Cesare, 2011). This report was chosen because it surveyed existing literature on BPM and the authors have pointed out a missing gap in these literatures; – which is the inability of business process models to be reusable or recyclable. Aldin & de Cesare (2011) have argued that the benefit of a reusable BPM would create a reduction in the time and resources used in producing models, it will increase the process quality of the models themselves, and that it would help processes to adapt to changes in a flexible manner. An example of a business process (Adapted from Aldin & de Cesare, 2011) Aldin & de Cesare (2011) described the way forward in achieving this as adopting a modelling technique known as ‘declarative approach’. According to them this approach specifies ‘what’ should be done and not ‘how’ it should be done. Thus it is reasoned that rather than clinging tightly to a fixed methodology, it allows users to manoeuvre between different methods of improving the process as long as it meets ‘what ’ needs to be done. However they have presented some limitations to the approach which includes lack of empirical evidence that it is reliable in real-world settings and that it is unclear if users are capable of adjusting business processes quite easily during execution. Business Process Modelling Implementation The City of Greensboro and Guilford County in the United Sates were saddled with the responsibility of expanding the water and utility services in a joint service agreement (Thomas et al, n.d.). According to them, in order to achieve this, managers had to deploy business process modelling as a framework in documenting existing processes (as is) and creating as assessment in developing the desired condition (to be processes). This report was chosen because it clearly demonstrated a practical approach in using BPM to evaluate processes, generate workflow diagrams, integrate these workflows and technologies available and making adjustments so that that processes can align with the project scope. Business Process Modelling for interoperability The unification of market places and a fading away of delineated boundaries in business domains constitute a crucial factor for enterprises to adjust their business models (Koussouris et al. 2010). Although they have substituted the terminology with ‘enterprise modelling’, they have acknowledged that it spans over the domain of processes, roles, systems, documents and infrastructure. This report was selected because it posits amongst other literatures a methodology in modelling business processes with the aim of integration and interoperability with other businesses. In summary, the proposed methodology used a selection criteria in designing a framework in justifying the modelling of a process. Some of them are the frequency of use, the duration in executing the process, required resources and degree of importance (if it is a core process). “Process modelling views” – (Adapted from Koussouris et al. 2010) From the process model above, Koussouris et al (2010) stratified this methodology into four levels: Private process which is concerned with an internal process of an enterprise, public process which is related to activities that are used to communicate outside the borders of the company, collaboration process which is the fusion of two or more public models, and generic process which are abstract and non-interfering with internal processes. Benefits of business process modelling (BPM) A distressed boss in an organisation was at the verge of losing his job when his secretary salvaged the situation by pointing him to the benefits of using BPM in boosting organisational performance. This video was chosen because it narrates the four characteristics a good business process model should capture in formulating an efficient framework so that an approved evaluation of business processes can convert inputs to outputs (Xenu1337, 2011). Business Process Modelling and Organisational Im provement BPM is instrumental in cementing functional gaps across organisations both public and private as well as releasing value to internal resources so that these organisations can stay current and up-to-date with changes (Ellucian, 2012). This video item was chosen because it illustrates how BPM can be used in revitalising and improving the process for better leverage. References Aldin, L. & de Cesare, S. 2011, ‘A literature review on business process modelling: new frontiers of reusability’, Enterprise Information Systems, vol. 5, no. 3, pp. 359-383. Ellucian 2012, How business process modeling informs efficiency and functionality gaps, video, 29 June, viewed 1 August 2013, https://www.youtube.com/watch?v=37ySYY1ansQ Koussouris, S., Gionis, G., Lampathaki, F., Charalabidis, Y. & Askounis, D. 2010, ‘Transforming traditional production system transactions to interoperable eBusiness-aware systems with the use of generic process models’, International Journal of Production Research, vol. 48, no. 19, pp. 5711-5727. Thomas, D., Callough, M., Hyatt, S., Huffman, R. & McDowell, K. n.d., Using business modeling for technology deployment and enhanced water and sewer utility planning, viewed 1 August 2013, http://www.ncsafewater.org/Pics/Training/AnnualConference/AC09TechnicalPapers/AC09_PolicyManagement/PM_Monday.PM.4.00_Thomas.pdf Xenu1337 2011, Team 6-Business Process Modeling-041211, video, 12 April, viewed 1 August 2013, https://www.youtube.com/watch?v=GSVe38NTIUEBusiness Process Modelling - Central Queensland University http://mahara.cqu.edu.au/view/view.php?t=9OZeRIV6fdsutBj1ormU[23/01/2014 3:45:47 PM] Terms and Conditions | Privacy Statement | About | Contact Us Feedback 0 comments Place feedback | Report objectionable material | Print | Add page to watchlist | Mapping existing processes with technologies during project implementation (Adapted from Thomas et al, n.d.)