Business Process Modelling

This article explores the concept of Business Process Modelling through various diagrams and case studies. It covers topics such as BPMN, EA, CBPE, and more. The article also includes a bibliography for further reading.

Running head: BUSINESS PROCESS MODELLING
Business Process Modelling
Name of the Student
Name of the University

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Table of Contents
Week 3 3
Week 4: 5
Week 6 and 7: 14
Week 8: 16
Week 9 and 10: 18
Week 11: 20
Bibliography: 21

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Week 3
Figure 1: The BPMN Diagram of Shipment Process of a Hardware Retailer
(Source: Created by Author)
The figure 1 shows the internal processes of a hardware retailer’s shipment. Three lanes
have been proposed in the diagram to show the processes of three staff, handling the shipment
process.
Features Status
Private Processes Available

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Start and End Events Available
Activities and Sequence Flows Available
Exclusive Gateways Available
Intermediate Events Not Available
Public Processes, Pools and Lanes Available
Message Flows Not Available
Collaboration Processes Not Available
Sub-processes Not Available
Parallel Gateways Available
Process Steps as Tasks Not Available
Human versus System Pools Not Available

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Week 4:
Figure 2: Ordering and delivering pizza
(Source: Created by Author)

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Figure 3: Order Fulfillment
(Source: Created by Author)
Figure 4: Stock maintenance process

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(Source: Created by Author)
Figure 5: Procurement sub-process
(Source: Created by Author)

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Figure 6: Incident management from high level point of view
(Source: Created by Author)

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Figure 7: Incident Management as detailed collaboration
(Source: Created by Author)

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Figure 8: Incident Management as choreography
(Source: Created by Author)

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Figure 9: Incident Management with human-driven and system-driven pools
(Source: Created by Author)

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Figure 10: This rather simple diagram is all we have to show to the account manager
(Source: Created by Author)

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Figure 11: This is the only part of the whole collaboration we will execute in a process
engine
(Source: Created by Author)
Features Status
Private Processes Available
Start and End Events Available
Activities and Sequence Flows Available
Exclusive Gateways Available
Intermediate Events Available
Public Processes, Pools and Lanes Available
Message Flows Available
Collaboration Processes Available
Sub-processes Available
Parallel Gateways Available
Process Steps as Tasks Available
Human versus System Pools Available

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Week 6 and 7:
a) How EA is applied to the case study example:
Within the parameter of enterprise architecture, the practitioner carries out transition
planning activities on the basis of the organization’s architecture. The change in the projects has
to be done according the principles of enterprise architecture. In case any case study example is
followed it has to be understood that EA maintains the balance between the technology
constraints and business opportunities. After all the previous things are done, the enterprise
planning generates the city plan, recognizes appropriate alteration initiatives. In addition to that,
on the basis of the architectural governance and transition planning controls the project
development.
b) How BPM is applied to the case study example:
The business process management has been applied to the case study through the
development of business process modelling notation. The BPMN model is very associative in
understating the activities that are actually carried out the case study sample. This allows the
participant to recognize possible areas that are needed to be changed.
c) How EA and BPM is linked
The Business Process Management and Enterprise Architecture can be recognized often
within the information technology and business. The enterprise architecture carries out different
roles which depends upon the organizations. In terms of carrying out business process
management, the vision regarding the enterprise architecture must be broad so that the
architecture of the organization can be considered. The enterprise architecture assist the business

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process management in identifying the factors that are beyond boundaries of the project thus
making the business process management better.
d) How an incremental change to the EA blueprints impacts the portfolio of BPM
processes:
The scenario is consisting of the factors such as following. Adjusting the procedure
portfolio objectives and constraints. Recognizing procedure portfolio impact and start alteration
projects. Keeping track of architectural compliance of alterations to the process portfolio.
Figure 12: The EA Governance Scenario
(Source: Rosemann and Brocke 2015, p 1017)
The figure 1 visualizes the point placing the related collaborations upon the enterprise
landscape regarding a brown field environment along with present business process management

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equipment The step identified as 1b illustrates that the recognizing scope of impact upon the
portfolio is absolutely critical.
e) How a BPM activity may affect the enterprise architecture:
In terms of carrying out business process management, the vision regarding the enterprise
architecture must be broad so that the architecture of the organization can be considered. The
enterprise architecture carries out different roles which depends upon the organizations. The
enterprise architecture assist the business process management in identifying the factors that are
beyond boundaries of the project thus making the business process management better.
f) How an exception request needs to be processed when a BPM project cannot comply
with defined EA targets
Special case taking care of is critical in the administration of hazard and multifaceted
nature and in addition the following of new advances and their prosperity. To keep up
straightforwardness and perceivability, exemptions should be overseen comprehensively all
through the undertaking, commonly including disciplines, ancient rarity areas, and apparatuses.
As an outcome, exemption taking care of might should be performed outside the nearby "tribal"
setting. The trigger for such externalized exemption dealing with is whether a special case is
major, a discernment that is sadly in respect to the eyes that see. Albeit no conclusive definition
can be given, we give here a choice of criteria that can help in the evaluation of a special case.
Week 8:
Process Segments:
The process segments are as following.

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1) Check-in Process: This process is consisting of human activity named check in
guest.
2) Room Charge Process: This is the process of identifying the rooms occupied by
the visitors and charge a particular against that room.
3) Point of Sale Charge Process: It has three segments creating POS charge, settling
charge and measuring tax as well as post.
4) Night Audit Process: Few triggers are used for guiding the Night audit process.
The responsibility of the night auditor is to validate the ledger of Property
Management System and adding up this with point of sale.
5) Guest checkout process: The visitor leaves the room and pays the debt.
Business Entities:
Two business entities has been found in the solution such as following.
1) Folio: It serves as a data record system to track each activity of a stay
2) Charge: This is used for getting the information regarding charges.
The status of the individual entities alters at the time of processing milestone change.
The attributes of the entities are as following.
1) Customer profile
2) Room assignment
3) Arrival date
4) Departure date
5) Staying information
6) Charge of stay and many more

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The Folio entity is the based on which the staying related calculations are made. The
Folio holds all the information of a guest and staying. This data determines how much cost the
guest needs to pay.
The size of the BPM is small but interconnected.
Week 9 and 10:
Collaborative Business Process Engineering has been through five activities. The
activities has been presented in the below in brief.
1) Plan Phase: First of all the identification of the business processes has been
identified. These process must have the potential for collaboration. A meeting was
held with the operation manager and managing director. Then sites were visited.
Collecting the idea regarding daily processes of the organization as well their
system was done next through reading the manual. Three area of study was
mentioned such as technical, methodological and social.
2) Action Phase: Modification of the staff lost was the first process of action phase.
An evaluation activity was carried out for identifying the potential solutions of
mitigating the issue through technology. The CBPE model was able to allow
MAS services to hire employee from other security guard provider. Advertising
and recruiting are crucial parts of this phase.
3) Observe Phase: In order to produce additional revenue, improving daily
processes and reducing risk, the Collaborative Business Process Engineering is
very assisting to allow MAS service for adding additional processes. Requesting

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Staff, Offering performed services and Job Advertising and Recruiting are three
processes that has been proposed in the CBPE module.
4) Reflect Phase: As per the manager of MAS services, the CBPE based services
were able to provide better results for business of the organization. The
improvements that are still required are fixing incompatible technology, better
competition and many more.
5) Validation of the CBPE Model through MAS Venue Services: The mapping of
the CBPE model with the activities of MAS Venue Services resulted in
improvement of the performance of the organization. The collaboration occurs for
employing staff, advertising the performed services and recruiting staff online.
MAS Venue Services is interested in implementing the research outcomes.
BPM Model with Collaborative Intelligence:

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Description: The same process will be repeated for each of the division of issues from 1st
level support agent to the software developer. If the solution is derived by the organization itself
then the whole document will be recorded and shared if any collaborative organization needs it.
Week 11:
The change was required for reducing operational cost, making deduction in turnaround
time and reducing rates of error.
The process of making changes in the credit insurance process change has been provided
below.
1) Playing out the real work took a hour and a half.

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2) The issue wasn't in the errands/individuals performing them, however in the
structure of the procedure.
3) IBM Credit supplanted its experts (credit checkers, pricers) with generalists who
process whole demand through and through.
4) Old process configuration expect each offer demand was one of a kind and hard to
process. Off-base! most basic and clear: - >Find FICO assessment in DB; Plug
numbers into a model; Pull statements from a record.
5) Effortlessly done by single individual bolstered by a simple to-utilize PC
framework which IBM Credit created.
6) As a rule, the framework gives direction and information to generalists.
7) In hard cases, help accessible from a little pool of genuine masters doled out to
work in a similar group.

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Bibliography:
Allweyer, T., 2016. BPMN 2.0: introduction to the standard for business process modeling.
BoD–Books on Demand.
Allweyer, T., 2016. BPMN 2.0: introduction to the standard for business process modeling.
BoD–Books on Demand.
Bonnet, F., Decker, G., Dugan, L., Kurz, M., Misiak, Z. and Ringuette, S., 2014. Making BPMN
a true lingua franca. BPM Trends.
Braun, R. and Esswein, W., 2014. Classification of domain-specific bpmn extensions. In IFIP
Working Conference on The Practice of Enterprise Modeling (pp. 42-57). Springer, Berlin,
Heidelberg.
Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC
Press.
Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC
Press.
D'Ambrogio, A., Paglia, E., Bocciarelli, P. and Giglio, A., 2016. Towards performance-oriented
perfective evolution of BPMN models. In Theory of Modeling and Simulation (TMS-DEVS),
Symposium on (pp. 1-8). IEEE.
De Giacomo, G., Dumas, M., Maggi, F.M. and Montali, M., 2015. Declarative process modeling
in BPMN. In International Conference on Advanced Information Systems Engineering (pp. 84-
100). Springer, Cham.

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De Giacomo, G., Dumas, M., Maggi, F.M. and Montali, M., 2015. Declarative process modeling
in BPMN. In International Conference on Advanced Information Systems Engineering (pp. 84-
100). Springer, Cham.
Ferme, V., Ivanchikj, A. and Pautasso, C., 2015. A framework for benchmarking BPMN 2.0
workflow management systems. In International Conference on Business Process Management
(pp. 251-259). Springer, Cham.
Harmon, P., 2015. The scope and evolution of business process management. In Handbook on
business process management 1 (pp. 37-80). Springer Berlin Heidelberg.
Harmon, P., 2015. The scope and evolution of business process management. In Handbook on
business process management 1 (pp. 37-80). Springer Berlin Heidelberg.
Ivanov, S., Kalenkova, A.A. and van der Aalst, W.M., 2015. BPMNDiffViz: A Tool for BPMN
Models Comparison. In BPM (Demos) (pp. 35-39).
Jeston, J. and Nelis, J., 2014. Business process management. Routledge.
Jeston, J. and Nelis, J., 2014. Business process management. Routledge.
Kalenkova, A.A., van der Aalst, W.M., Lomazova, I.A. and Rubin, V.A., 2016. Process mining
using BPMN: relating event logs and process models. In Proceedings of the ACM/IEEE 19th
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Kannengiesser, U., Neubauer, M. and Heininger, R., 2016, April. Integrating business processes
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