5. 21.10.11-darius silingas-improving-process_models_for_better_understanding_and_analysis

© No Magic Europe, 2011

Improving Process Modelsfor Better Understanding and Analysis

Dr. Darius ŠilingasHead of Solutions Department @ No Magic Europe

Mobile: +370 686 12748e-mail: [email protected]

LinkedIn: http://lt.linkedin.com/in/dariussilingas

mailto:[email protected]

http://lt.linkedin.com/in/dariussilingas

© No Magic Europe, 2011 2

About Instructor

Dr. Darius Šilingas Principal Consultant and Head of Solutions

Department at No Magic Europe Expert in information system and business

modeling, lead ~200 training and consultancy sessions in 20 countries

Organizer of annual conference Business Process Management in Practice in Lithuania

Owner of LinkedIn BPM discussion group Verslo procesų valdymas (in Lithuania)


Challenge of Informal Business Process Drawings

How to optimize VIP

customer service?


Komunikacijos standartų poreikis – Babelio pavyzdys


What Is BPMN?

BPMN stands for Business Process Model and Notation.

BPMN provides a standardized graphical notation for modeling business processes.

BPMN is understandable by all stakeholders Business analysts that create the initial drafts of the processes; Excellence people who monitor and optimize those processes; Developers responsible for implementing systems.

BPMN 2.0 (Business Process Model and Notation) standard is developed by OMG (Object Management Group): http://www.bpmn.org/

• BPMN 1.0 released in 2004• BPMN 2.0 beta1 released in September 2009• BPMN 2.0 beta2 released in June 2010

http://www.bpmn.org/


BPMN 2.0 Diagrams

Process Diagram

Collaboration Diagram

Choreography Diagram

Conversations in Collaboration Diagram


A Minimal Subset of BPMN Elements


From Bad Practices to Best Practices

Bad Practices

1. Complex Diagrams

2. Mixed Naming

3. Modeling Minor Details

1. Slalom in Diagrams

1. Inventing Bicycle

2. Inconsistent Gateways

3. Repeating Events

Best Practices

1. Several Levels of Details

2. Naming Conventions

3. Documenting Minor Details

4. Clear Primary Scenario

1. Applying Process Patterns

2. Consistent Gateways

3. Proper Event Context


Bad Practice Nr. 1: Over Complex Diagrams


Best Practice Nr.1: Several Levels of Details

Up to 10 steps in a diagram

Question: How many steps can be depicted in 3 levels of details?


Bad Practice Nr.2: Mixed Naming

Mixed naming hides inconsistent understanding


Best Practice Nr.2: Naming Conventions

A formulae for naming activities:

strong verb + noun Emphasis on achieved result, not on action!

Examples:Prepare ProposalSign AgreementHandle Defect Report

Language influences thinking


Best Practice Nr.2: Refactored Process

13


Bad Practice Nr.3: Modeling Minor Details

There will be other business rules when we should still run class

Is it worth putting it all to a diagram?


Best Practice Nr.3: Describing Minor Details

If required number of participants is not available, Head of Training Department can make a decision to run class if There is urgent need to train employees Strategic partners/customers are registered to a class Cancellation costs will be higher than running costs


Bad Practice Nr.4: Slalom in Diagrams

Reading BPMN diagram is obscured by: Long, bended and crossing lines Jumping forth and back in time scale Mixture of primary and secondary scenarios


Best Practice Nr.4: Clear Primary Scenario

Primary scenario should be visible on one line ()

It is recommended to start modeling from primary scenario and add secondary ones afterwards


Bad Practice Nr.5: Reinventing Bicycle

Fresh-baked modelers often invent strange modeling approaches for well-known situations


Best Practice Nr.5: Process Patterns

Process patterns provide bigger modeling components that enable creating simpler and more efficient process diagrams


Bad Practice Nr.6: Inconsistent Gateways


Best Practice Nr.6: Consistent Gateways


Bad Practice Nr.7: Repeating Events


Best Practice Nr.7: Proper Event Context


Analysis of KPI Change Over Time


Quantitative Business Process Management

“You can manage only what you are able to measure”

Metric – a view on statistical data providing insights into important aspects of a business process

Key Performance Indicator (KPI) is the most important metric, which reflects business process (in)efficiency

Metric examples: Return on investment, profitability Sales percentage from quality leads A ratio of reported defects to existing users Process execution duration and its variability ...


Measuring Process KPIs

Business Process

Costs•Financial costs•Manual work amount•Use of physical resources

Quality•Successful end %•Defect rate•Customer satisfaction

Time•Mean execution duration•Idle duration•Duration variation


What Can I Measure for a Specific Process?Appropriate start time

Quality Assessment (questionnaires)

Costs

Revenue


How to Develop BPMN Modeling Culture?

BPM Leader Communicates BPM vision Helps other employees to solve BPM problems

Guidelines for Implementing Best Practices Naming conventions, diagram layout, bad vs. good examples BPM leader owns the document

Regular model reviews Useful to involve external experts Share comments and suggestions

Sharing experience inside and outside organization Confidentiality – do not discover concrete numbers Learning from own and others’ mistakes


More Information Is Available In …

Refactoring BPMN Models: From Bad Smells to Best Practices and Process Patterns Darius Šilingas, Edita Milevičienė

think BIG

start SMALL

and EVOLVE


The End

Thank You for Attention!

Questions???Let’s Keep in Touch!

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