This topic will introduce the fundamental concepts relevant to modelling data processes. We will also discuss various techniques and tools used to design process models effectively.
In this topic, you will learn about:
- process model design methods
- logical design concepts
- model design techniques
- modelling rules and convensions
- Business Process Analysis (BPA)
- process mappers.
In the following video, Henry outlines the importance of learning fundamental process model design concepts is important.
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Designing process models involves a series of systematic steps and processes. At a high level, these include:
- developing the scope of the model
- gathering process data
- developing the model
- validating the model
- completing documentation of the model.
The following diagram shows the sequence and workflow of this high-level process.
Process identification and scoping
The first step is to identify the specific processes within the organisation that need to be modelled. This involves understanding which processes are critical to achieving the organisation's goals.
Scoping refers to setting the boundaries of the process to be modelled. This involves determining what aspects of the process will be included and what will be excluded, driving the level of detail. It helps in focusing the modelling efforts on the most relevant parts of the process. It is important to clearly articulate the objectives and challenges related to the process when documenting this information.
Data collection
Data collection involves gathering all the data related to the process, including input, output, actors, resources, and any existing documentation or guidelines.
It is also important to consider feedback and perspectives from all relevant parties. This is often done by interviewing stakeholders conducting walkthroughs with process participants, and subject matter experts to identify and document subprocesses and tasks.
Document analysis
According to the IIBA’s BABOK Guide v3, document analysis may be used to 1:
- gather background information to understand the context of a business need
- research existing solutions to validate how those solutions are currently implemented (may include reviewing business rules, technical documentation, training documentation, problem reports, previous requirements documents, and procedure manuals to validate both how the current solution works and why it was implemented in its current form)
- validate findings from other elicitation efforts, such as interviews and observations
- help address information gaps that may occur when the subject matter experts (SMEs) for the existing solution are no longer present or will not be available for the duration of the elicitation process.
Business rules analysis
The following video will explain what business rules are and their importance.
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According to the International Institute of Business Analysis (IIBA) Business Analysis Body of Knowledge (BABOK) Guide v3 :
A business rule is a specific, testable directive that serves as a criterion for guiding behaviour, shaping judgments, or making decisions. A business rule must be practicable (needing no further interpretation for use by people in the business) and is always under the control of the business. 1
Sources of business rules
Sources of business rules may be explicit (i.e. clear and specific) or tacit (i.e. implied or unspoken). Examples of explicit business rules include business policy documents, contracts or regulations. Norms of corporate culture, generally accepted business practices, and undocumented stakeholder know-how are some examples of tacit business rules.
Analysis of business rules
The analysis of business rules involves capturing business rules from sources, expressing them clearly and validating the interpretation of the business rules with stakeholders. One needs to analyse and document the business rules, policies, and guidelines that govern how the process should be executed. This includes decision points, conditions, and constraints.
Process decomposition
Process decomposition involves breaking down the process into smaller subprocesses or tasks that are more manageable to understand the detailed steps and dependencies involved.
Decomposition helps reduce the complexity of processes and will help clarify process details and enable a more focused analysis.
Hierarchical decomposition
Hierarchical decomposition is where process modelling uses different levels of detail. These levels will help decompose a complex process into subprocesses. Higher levels of the model (i.e. enterprise or context) provide a general overview of the process relationships. In contrast, the lower levels (operational) can define more details of the activities and can identify all outcomes/results, exceptions and alternative paths. 1
Examples of such process model diagrams are Level-0 data flow diagrams, Level-1 data flow diagrams, Level-2 data flow diagrams and so on.
Knowledge Check
Refer to the LinkedIn article How to use hierarchical decomposition for process design to get an overview of the key principles and steps for hierarchical decomposition and answer the following two (2) questions.3
You may repeat this activity as often as you like. Use the arrows to move between the different activities.
Logical means that they describe what the data process is to do rather than how to do it. Many of the problems associated with processes and workflows are caused by the way in which things are done (i.e. how, when, where and who aspects).
It is important to remember that, 2
- a business function is a high-level activity of an organisation
- a process is an activity of a business area
- a procedure (i.e. a series of tasks) is the lowest-level activity.
Logical design elements
Logical design concepts in designing process models describe the logical flow of the data through the business process. Process models generally include:1
- the participants in the process who are associated with specific roles or belong to specific groups of entities (i.e. pools)
- the business event that triggers the process
- the steps or activities of the process (both manual and automated)
- the paths (directional flows) and decision points that logically link those activities
- the results of the process.
Element definitions
The basic elements used to represent and define a process's structure and logical flow are, but are not limited to, the following.5
- Activity - represents a specific task or operation performed within a process. It is a fundamental building block of a process model and typically represents a discrete and meaningful action.
- Event - represents something that happens during the execution of a process. Events can be categorised into two types: start events (initiate a process), end events (terminate a process), and intermediate events (occur during the process).
- Directional flow - represented by arrows or lines, indicates the sequence and direction in which activities, events, and decision points are connected within a process model. It shows the order in which these elements are executed.
- Decision point - (also known as a gateway) represents a point in the process where the flow can branch into multiple paths based on specified conditions or criteria. It is used to model decision-making within a process.
- Role- represents the responsibility or a specific function that is associated with individuals, teams, or departments within an organisation. Roles are often assigned to activities, indicating who is responsible for performing those tasks.
- Pool- represents a distinct participant or entity in a collaborative process. It is often used in Business Process Model and Notation (BPMN) diagrams to show the boundaries of different organisations, departments, or systems involved in a process.
These elements are essential in creating logical process models that accurately represent how a process functions within an organisation. They provide a visual and structured way to document and analyse processes, making it easier to understand, optimise, and communicate how work is done. The specific modelling notation (e.g., BPMN, UML, etc.) you choose will dictate how these elements are represented and connected in your process models.
Knowledge Check
The following activity will help you further understand the purpose of each of these elements discussed.
Designing process models involves using various techniques to create accurate, efficient, and effective representations of organisational workflows.
Some common techniques for designing process models are, but are not limited to, the following:
Flowcharting
Flowcharts use standardised symbols to represent processes, decisions, and actions, making them one of the most versatile and widely used process modelling techniques.
Flowcharts are suitable for modelling various processes, from simple linear workflows to complex decision-driven processes. However, the choice of technique depends on the specific requirements of the process being modelled, the workflow's complexity, and the modelling team's preferences. Often, a combination of techniques may be used to capture different aspects of the process and cater to various stakeholders' needs.
Data Flow Diagrams (DFD)
DFDs focus on the flow of data within a system or process. They use symbols like circles for processes, arrows for data flows, and rectangles for data stores.
This type of diagram is ideal for modelling data-centric processes and information systems.
UML (Unified Modeling Language) Activity Diagrams
UML activity diagrams model workflows and activities within a system. They include elements like actions, control nodes, and object nodes.
This type of diagram is commonly used in software development to represent system behaviour.
BPMN (Business Process Model and Notation)
BPMN is a standardised notation specifically designed for business process modelling. It offers a wide range of elements and symbols to represent various aspects of a process.
These diagrams are commonly used in business process management (BPM) initiatives and software tools for process modelling.
The following video provides an overview of different process modelling techniques. These are also referred to as modelling tools. Pay close attention to the differences of each modelling technique.
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Knowledge Check
Complete the following activity.
The five (5) questions in this activity are based on what you learnt from the video ‘Overview of modelling tools’.
You may repeat this activity as often as you like. Use the arrows to move between the different activities.
There are other process model design techniques that you may want to explore. Some of these are as follows.
- IDEF (Integrated Definition) Methods
- Value Stream Mapping
- Event-Driven Process Chains (EPC)
- Role-Activity Diagrams
Modelling rules and conventions
Understanding modelling rules and conventions is foundational in process modelling. These rules help ensure consistency, clarity, and accuracy in the models we create. They act as a common language that stakeholders across different departments can understand.
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Knowledge Check
Complete the following activity.
The three (3) questions in this activity are based on what you learnt from the video ‘Modelling consistency and standards'.
You may repeat this activity as often as you like. Use the arrows to move between the different activities.
Industry standards and specifications
Business Process Model Notation
Business Process Model and Notation (BPMN), developed by the Object Management Group (OMG), provides a standard notation that all types of business users (i.e. technical or non-technical) can easily understand.
The following video provides an overview of the BPMN standard and why businesses should use it.
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Using standardised symbols and notations like BPMN (Business Process Model and Notation) ensures that everyone interprets the process model in the same way. This consistency is vital for effective communication, reducing misunderstandings, and promoting collaboration among team members and stakeholders.
Reading
Access the following to learn more about BPMN specifications.
Knowledge Check
Indicate if this statement is true or false.
Naming conventions
Naming conventions are important in process modelling. Consistent naming makes it easier for users to understand and navigate the model.
General best practices are to:
- Always use meaningful keywords as relevant to the business.
- Do not use abbreviations that are unfamiliar to business users.
- Do not use the element type in its name.
- Avoid articles or pronouns.
Tip
Remember that while these naming conventions provide guidance, it is essential to adapt them to your organisation or project's specific needs and preferences. Consistency and clarity should be the guiding principles when naming activities and events in data process modelling. Furthermore, there may be specific activity, process or event naming conventions that are relevant to certain modelling methodologies.
Naming activities (processes)
Names for activities/processes begin with a verb and should be as unique as possible while retaining meaning for the business users. Nouns used in the activity name should be defined and used consistently. 2
Some general guidelines for naming activities are as follows.
- Use action verbs: Start activity names with action verbs that describe what the activity does. For example: "Prepare Invoice", "Review Customer Application", "Generate Monthly Report".
- Be specific and descriptive: Provide enough detail in the activity name to convey its purpose and scope. Avoid vague or ambiguous names. For example: "Approve Purchase Order" (specific) vs. "Approval" (ambiguous).
- Keep it concise: While being descriptive, aim for concise activity names that are not overly long or complex. Clear and to-the-point names are easier to understand. For example: "Send Payment Reminder" (concise) vs. "Initiate the Process of Sending a Reminder for Payment to the Customer" (too lengthy).
- Use title case or camel case: Capitalise the first letter of each word in the activity name (Title Case) or use CamelCase (no spaces, with each word starting with a capital letter). Consistency is key within your organisation or project.
- Avoid jargon and abbreviations: Use plain language that is easily understandable by all stakeholders. Avoid industry-specific jargon or abbreviations that may not be universally recognised.
Naming events
Some general guidelines for naming events are as follows.
- Indicate event type: Include a clear indicator of the event type in the name to specify whether it's a start event, end event, or intermediate event. For example, "Start Order Processing", "Order Shipment Completed" and "Payment Received".
- Use action or trigger words: Incorporate action words or trigger phrases that describe what initiates the event. This helps convey the event's cause or trigger. For example: "Customer Requested Quote", "Invoice Due Date Reached".
- Be explicit about timing: If an event is time-related, make it explicit in the name. This can help in understanding the temporal aspect of the event. For example, "Monthly Sales Report Due Date" and "Annual Budget Approval Deadline".
- Keep it brief: Like activity names, aim for brevity while maintaining clarity in event names. Avoid lengthy or convoluted names.
- Consistency in terminology: Maintain consistency in the terminology used for event names throughout the process model. This ensures that similar events are named consistently.
- Avoid ambiguity: Ensure that event names are unambiguous and leave no room for misinterpretation.
Practice
Access and refer to the BPMN specification and find out the specific naming conventions that apply to the following elements.
- Activities
- Events
- Gateways
Analysing business processes
The following video explains how business processes should be analysed.
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Knowledge Check
Complete the following activity which is based on what you learnt from the video ‘Business process analysis the right way’.
You may repeat this activity as often as you like.
Features of business process analysis
Business process analysis is a systematic approach to examining and evaluating an organisation's processes to identify areas for improvement, optimise workflows, and enhance overall efficiency and effectiveness.
The key features that characterise business process analysis in determining process flows are but are not limited to, the following:
Documentation of existing processes
Organisations often operate with informal or undocumented processes. Business process analysis helps organisations document their current workflows and processes. This provides a clear visual representation of how tasks and activities are carried out, including the sequence, dependencies, and decision points.
Identification of bottlenecks
Through process analysis, organisations can identify bottlenecks or areas of inefficiency within their processes. These bottlenecks often cause delays and hinder the smooth flow of work. Addressing these bottlenecks can lead to faster turnaround times and improved customer satisfaction.
Data driven insights
Organisations can leverage data analysis to gain insights into customer behaviour, sales trends, and operational performance. This data-driven approach allows for more informed decision-making and targeted marketing strategies. By analysing data related to process performance, organisations can gain insights into areas where improvements are needed. This data may include cycle times, error rates, and resource utilisation.
Data Flow Analysis
In addition to process analysis, data analysis is crucial for understanding how data flows through processes. Data flow analysis helps organisations identify data dependencies, quality issues, and opportunities for data integration or automation.
Compliance and risk management
Organisations often face regulatory challenges. Analysing processes and data flows helps ensure compliance with relevant regulations and industry standards, reducing the risk of penalties and legal issues. It also helps in identifying and mitigating potential risks associated with processes.
Other examples of features include:
- Root cause analysis: Process analysis helps identify the root causes of issues within a process. By tracing back to the source of problems, organisations can implement targeted solutions to address the underlying issues.
- Mapping process variations: In many organisations, processes can have variations or exceptions. Business process analysis allows for the mapping of these variations, ensuring that the process model reflects the real-world complexities.
- Simulation and what-if scenarios: Advanced business process analysis tools allow organisations to simulate different scenarios and make informed decisions about process changes. This enables them to predict the impact of changes before implementation.
Explore
The following are useful resources to extend your knowledge or support your interest in Business Process Analysis (BPA) as it relates to determining process flows.
What is a process mapper?
A process mapper, also known as a process mapping/modelling software, platform, or tool specifically designed for creating visual representations of business processes. Its primary purpose is to help individuals and organisations document, analyse, and communicate how various tasks, activities, and components are carried out within a particular workflow or business process.
Features and functions
Process mapping tools vary in their complexity and feature sets, so organisations should choose the one that best aligns with their specific needs and objectives for process analysis and improvement.
Some common features and functions of process mapping tools are, but not limited to, the following.
- Drag-and-Drop interface: Users can easily create process maps by dragging and dropping predefined shapes and symbols onto a canvas. This makes it intuitive to build process diagrams.
- Predefined symbols and shapes: Process mapping tools provide a library of standardised symbols and shapes (e.g., rectangles for processes, diamonds for decisions, arrows for flow) for representing various elements within a process.
- Templates: These allow users to start with predefined layouts and structures tailored to common types of processes (e.g., flowcharts, swimlane diagrams, BPMN diagrams), saving time and ensuring consistency.
- Collaboration and sharing: Process mapping tools often support real-time collaboration, allowing multiple users to work on the same diagram simultaneously. They also enable sharing and commenting on diagrams for feedback.
- Data integration (import and export): Some process mapping tools offer data integration capabilities, enabling users to link process elements to databases, spreadsheets, or external data sources to create dynamic and data-driven process maps. Users can export process diagrams in various formats (e.g., PDF, PNG, or Visio) and integrate them into other software tools or documentation.
- Documentation and annotations: Process mapping tools often allow users to add comments, annotations, and documentation to provide additional context and explanations for process elements. Generate reports and dashboards to present process-related data, metrics, and insights in a clear and visual format for stakeholders.
- Search and navigation: This functionality helps to quickly locate specific elements within complex process maps.
- Training and support resource availability: Some process mapping tools provide tutorials, training materials, and customer support to help users get the most out of the software.
- Support for complex models: Scalability features allow organisations to handle large and complex process maps efficiently.
- Cloud-based deployment: Cloud-based solutions offer the advantage of accessibility from anywhere with an internet connection, as well as automatic updates and scalability.
Examples of process mappers
There are several process mapping tools available, ranging from simple and free options to more advanced and feature-rich software. Here are some examples of some of the process mapping tools:
Microsoft Visio
Microsoft Visio is a widely used diagramming and process mapping tool that offers a broad range of features. It includes templates and shapes for various types of diagrams, including flowcharts, BPMN diagrams, and organisational charts. Visio is known for its flexibility and integration with other Microsoft Office products.
The following video provides an overview of Microsoft Visio, its popular features and functions.
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The next video will demonstrate how to use Microsoft Visio. Pay close attention to the various features and functions used to create shapes and diagrams.
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IBM Blueworks Live
IBM Blueworks Live is a cloud-based business process modelling and documentation tool that is part of the IBM Cloud ecosystem. It provides features for process discovery, modelling, and collaboration within organisations. Notice that this is not just a diagramming software, but a specialised tool for creating processs maps.
The following video provides an overview of IBM Blueworks Live and its basic functions.
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For more information on IBM Blueworks Live, refer to the following resources:
draw.io / diagrams.net
Draw.io, now known as diagrams.net, is an open-source diagramming tool that can be used online or as a desktop application. It supports a wide range of diagram types, including flowcharts, network diagrams, and UML diagrams. It's known for its simplicity and versatility.
The following video to understand how draw.io (diagrams.net) is used to create flow charts.
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Camunda Platform
The Camunda Platform is an open-source workflow and decision automation platform that provides a comprehensive set of tools and capabilities to model, automate, and optimise business processes and decisions within an organisation. Camunda Platform is particularly well-suited for organisations looking to streamline and automate their business processes and decisions. It is used in various industries, including finance, healthcare, manufacturing, and more, to improve efficiency, reduce errors, and enhance overall business agility.
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How did you go?
Congratulations on completing your learning for this topic, Process modelling fundamentals.
In this topic, you learnt the following.
- Processes and techniques, using logical design concepts related to designing process models.
- Modelling rules and conventions with reference to naming processes and events.
- Features of data analysis, particularly in determining process flows.
- Features and functions of process mappers.
Check your learning
The final activity for this topic is a set of questions that will help you prepare for your formal assessment.
Complete the following eight (8) activities to check your knowledge and understanding of the key concepts of this topic. You may repeat this activity as often as you like. Use the arrows to move between the different activities.
Assessments
Now that you have learnt the basic knowledge and theory for this module, you are ready to complete the following assessment event.
Assessment 1 (Short Answer Questions)
