Business Process Modelling for Study Material - Desklib

Explore the world of Business Process Modelling with solved assignments, essays, dissertation and more at Desklib. Get expert guidance on BPMN, EA, CBPE and more. Learn about the different processes, entities and activities involved in BPM. Find subject-specific content for your course and university.

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

2BUSINESS PROCESS MODELLING
Table of Contents
Week 3 3
Week 4: 5
Week 6 and 7: 14
Week 8: 18
Week 9 and 10: 19
Week 11: 21
Bibliography: 26

3BUSINESS PROCESS MODELLING
Week 3
Figure 1: Hardware Retailer Shipment Process BPM Notation Model
(Source: Created by Author)
Features Status
Private Processes Present

4BUSINESS PROCESS MODELLING
Start and End Events Present
Activities and Sequence Flows Present
Exclusive Gateways Present
Intermediate Events Not Present
Public Processes, Pools and Lanes Present
Message Flows Not Present
Collaboration Processes Not Present
Sub-processes Not Present
Parallel Gateways Present
Process Steps as Tasks Not Present
Human versus System Pools Not Present

5BUSINESS PROCESS MODELLING
Week 4:
Figure 2: Pizza Order and Delivery BPM Notation Model
(Source: Created by Author)

6BUSINESS PROCESS MODELLING
Figure 3: Fulfillment of Order BPMN Model
(Source: Created by Author)
Figure 4: Process of Stock Maintenance BPMN
(Source: Created by Author)

7BUSINESS PROCESS MODELLING
Figure 5: Presentation of Sub-Process Procurement
(Source: Created by Author)

8BUSINESS PROCESS MODELLING
Figure 6: High Level Point of View Incident Management From
(Source: Created by Author)

9BUSINESS PROCESS MODELLING
Figure 7: Detailed Collaboration of Incident Management
(Source: Created by Author)

10BUSINESS PROCESS MODELLING
Figure 8: Incident Management BPMN Model as Choreography
(Source: Created by Author)

11BUSINESS PROCESS MODELLING
Figure 9: Human-Driven and System-Driven Pools of Incident Management
(Source: Created by Author)

12BUSINESS PROCESS MODELLING
Figure 10: Account Manager BPMN
(Source: Created by Author)

13BUSINESS PROCESS MODELLING
Figure 11: Collaboration in Process Engine
(Source: Created by Author)
Features Status
Private Processes Present
Start and End Events Present
Activities and Sequence Flows Present
Exclusive Gateways Present
Intermediate Events Present
Public Processes, Pools and Lanes Present
Message Flows Present

14BUSINESS PROCESS MODELLING
Collaboration Processes Present
Sub-processes Present
Parallel Gateways Present
Process Steps as Tasks Present
Human versus System Pools Present
Week 5:
Lane:
The buyer is the lane in this diagram. As the lane cannot be used without pool. The pool
has been used in the diagram.
Pool:

15BUSINESS PROCESS MODELLING
6. Description of the Models:
The above visualizations are provided to show the links between the models and
diagrams. Through this models, the application of lane, pool and sub process in the context of
business process modelling notation has been visualized. Both the collapsed and expanded sub
process has been shown for better understanding. The example that has been used for illustrating
all the things is order management process.
Private Processes Present
Start and End Events Present
Activities and Sequence Flows Present
Exclusive Gateways Present
Intermediate Events Absent
Public Processes, Pools and Lanes Present
Message Flows Absent
Collaboration Processes Absent
Sub-processes Present

16BUSINESS PROCESS MODELLING
Parallel Gateways Present
Process Steps as Tasks Present
Human versus System Pools Present
Week 6 and 7:
How EA is applied to the case study example? Inside the consideration of enterprise
architecture, the specialist completes change arranging exercises based on the association's
architecture. The adjustment in the ventures must be finished agreeing the standards of enterprise
architecture. In the event that any contextual analysis case is tailed it must be comprehended that
EA keeps up the harmony between the innovation imperatives and business openings. After all
the past things are done, the enterprise arranging produces the city design, perceives fitting
change activities. Notwithstanding that, based on the building administration and progress
arranging controls the undertaking advancement.
How BPM is applied to the case study example? The business procedure management
has been connected to the contextual investigation through the improvement of business process
demonstrating notation. The BPMN show is exceptionally affiliated in downplaying the
exercises that are really done the contextual investigation test. This enables the member to
perceive conceivable zones that are should have been changed.
How EA and BPM is linked? The Business Process Management and Enterprise
Architecture can be perceived regularly inside the data innovation and business. The enterprise

17BUSINESS PROCESS MODELLING
architecture completes diverse parts which relies on the associations. As far as doing business
process administration, the vision with respect to the enterprise architecture must be expansive so
the architecture of the association can be considered. The enterprise architecture helps the
business procedure administration in distinguishing the variables that are past limits of the
venture consequently improving the business procedure administration.
How an incremental change to the EA blueprints impacts the portfolio of BPM
processes? The situation is comprising of the variables, for example, following. Changing the
system portfolio targets and imperatives. Perceiving strategy portfolio effect and begin change
ventures. Monitoring building consistence of changes to the procedure portfolio. The EA
governance visualizes the point setting the related coordinated efforts upon the enterprise scene
in regards to a darker field condition alongside display business process administration hardware
The progression distinguished as 1b shows that the perceiving extent of effect upon the portfolio
is totally basic.
How a BPM activity may affect the enterprise architecture? As far as doing business
process administration, the vision with respect to the enterprise architecture must be expansive so
the architecture of the association can be considered. The enterprise architecture does distinctive
parts which relies on the associations. The enterprise architecture helps the business procedure
administration in recognizing the elements that are past limits of the venture subsequently
improving the business procedure administration.
How an exception request needs to be processed when a BPM project cannot comply
with defined EA targets? Extraordinary case dealing with is basic in the organization of danger
and multifaceted nature and what's more the accompanying of new advances and their thriving.

18BUSINESS PROCESS MODELLING
To keep up straightforwardness and deceivability, exceptions ought to be supervised
exhaustively all through the endeavor, regularly including disciplines, old irregularity territories,
and mechanical assemblies. As a result, exception dealing with might ought to be performed
outside the close-by "conventional" setting. The trigger for such externalized exclusion
managing is whether an uncommon case is major, an acumen that is unfortunately in regard to
the eyes that see. Yet no indisputable definition can be given, we have given a selection of
criteria that can help in the assessment of an uncommon case.
Week 8:
There are total five process segments. The first one is the check in process. This is a
human activity. This activity is labeled as check in guest. This activity illustrates that the guest
checks in and triggers the rest of the processes. The second process is room charge. In this
process, the business charges individual guest or group of guests for the room(s) allocated to
them. Each room has individual charges that are fixed. In this process, the total room charge is
calculated with the days of stay. Point of sale charge process is the third one. In this activity, the
charge is settled and tax is applied to the total charge. After this process, the exact amount of
payment against a room booking is generated. The fourth process is the audit. Through this audit
process, the responsible person verifies the Property Management System’s ledger. This process
calls the point of sales processes. The final process is checkout. This process signifies that a
room is vacant for booking.
There are two business entities presented in the business process scenario. These two
entities are charge and folio. The folio is used as the data storing system. On the other hand,
charge is used for calculating payment to be made for each booking. The time is an important

19BUSINESS PROCESS MODELLING
factor in business entities. The characteristics and values of business entities can change over
time.
The attributes of the entities are as following.
i. Arrival date
ii. Charge of stay and many more
iii. Customer profile
iv. Departure date
v. Room assignment
vi. Staying information
The folio entity is relied on the charge calculation and point of sales processes. The folio
is also used for storing the duration of stay with check in and expected check out date. The BPM
is small is size but all the processes are tightly interconnected.
Week 9 and 10:
There are total five activities within Collaborative Business Process Engineering. These
activities are interconnected and executed in a predefined manner. It is not mandatory that
processes are needed to be done in sequential manner, in order to satisfy need, the process calling
method can be modified.
i. Plan Phase: Most importantly, the ID of the business forms has been
distinguished. These procedures must have the potential for coordinated effort. A
gathering was held with the task chief and overseeing executive. At that point
destinations were gone to. Gathering the thought with respect to every day
procedures of the association too their framework was done next through perusing

20BUSINESS PROCESS MODELLING
the manual. Three territory of study was specified, for example, specialized,
methodological and social.
ii. Action Phase: Alteration of the employee lost was the principal procedure of
action stage. An assessment movement was done for distinguishing the potential
arrangements of moderating the issue through innovation. The CBPE show could
permit MAS services to enlist worker from other security watch supplier.
Publicizing and selecting are vital parts of this stage.
iii. Observe Phase: So as to create extra revenue, enhancing every day procedures
and diminishing danger, the Collaborative Business Process Engineering is
exceptionally helping to permit MAS service for including extra procedures.
Asking for Staff, Offering performed services and Job Advertising and Recruiting
are three procedures that has been proposed in the CBPE module.
iv. Reflect Phase: According to the chief of MAS services, the CBPE based services
could give better outcomes to business of the association. The upgrades that are as
yet required are settling contradictory innovation, better rivalry and some more.
v. Using MAS Venue Services to Validate CBPE: The mapping of the CBPE
demonstrate with the exercises of MAS Venue Services brought about change of
the execution of the association. The joint effort happens for utilizing staff,
publicizing the performed services and enrolling staff on the web. MAS Venue
Services is keen on executing the exploration results.
Description: A similar procedure will be rehashed for every one of the division of issues
from first level help operator to the product designer. In the event that the arrangement is

21BUSINESS PROCESS MODELLING
determined by the association itself then the entire report will be recorded and shared if any
collective association needs it.
Week 11:
In real life business example, the change is essential for managing business, improving
competitiveness, aligning business with new technologies and many more. As per the selected
case study, the change was important for decreasing the cost for operations and reducing the time
for turnaround. The change has also proved to be the solution to frequent errors. Total seven
steps have been taken for changing the credit insurance process.
i. The first process is doing the real works. This process did not take more than one
and half hour.
ii. The second processes were identifying the issue. After collecting all the
information on the credit process, it has been discovered that the responsible
persons were doing their works perfectly. The real issue was discovered in the
structure of the process.
iii. Then the organization allocated its experts like credit handlers and finance
manager with project teams. These starts identifying the possible outcomes of the
credit process change.
iv. 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.
v. Effortlessly done by single individual bolstered by a simple to-utilize PC
framework which IBM Credit created.

22BUSINESS PROCESS MODELLING
vi. As a rule, the framework gives direction and information to generalists.
vii. In hard cases, help accessible from a little pool of genuine masters doled out to
work in a similar group.

23BUSINESS PROCESS MODELLING
Bibliography:
Allweyer, T., 2016. BPMN 2.0: introduction to the standard for business process modeling.
BoD–Books on Demand.
Biard, T., Le Mauff, A., Bigand, M. and Bourey, J.P., 2015, October. Separation of decision
modeling from business process modeling using new “Decision Model and Notation”(DMN) for
automating operational decision-making. In Working Conference on Virtual Enterprises (pp.
489-496). Springer, Cham.
Braun, R., Schlieter, H., Burwitz, M. and Esswein, W., 2015. Extending a Business Process
Modeling Language for Domain-Specific Adaptation in Healthcare. In Wirtschaftsinformatik
(pp. 468-481).
Calabro, A., Lonetti, F. and Marchetti, E., 2015, August. Monitoring of business process
execution based on performance indicators. In Software Engineering and Advanced Applications
(SEAA), 2015 41st Euromicro Conference on (pp. 255-258). IEEE.
Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC
Press.
De Giacomo, G., Dumas, M., Maggi, F.M. and Montali, M., 2015, June. Declarative process
modeling in BPMN. In International Conference on Advanced Information Systems Engineering
(pp. 84-100). Springer, Cham.
de Oca, I.M.M., Snoeck, M., Reijers, H.A. and Rodríguez-Morffi, A., 2015. A systematic
literature review of studies on business process modeling quality. Information and Software
Technology, 58, pp.187-205.

24BUSINESS PROCESS MODELLING
García-Holgado, A., García-Peñalvo, F.J., Hernández-García, Á. and Llorens-Largo, F., 2015,
July. Analysis and improvement of knowledge management processes in organizations using the
business process model notation. In Annual Conference of the Global Innovation and Knowledge
Academy (pp. 93-101). Springer, Cham.
Hansen, P. and Hacks, S., 2017. Continuous Delivery for Enterprise Architecture Maintenance.
Full-scale Software Engineering/The Art of Software Testing, 56.
Hinkelmann, K., Gerber, A., Karagiannis, D., Thoenssen, B., Van der Merwe, A. and Woitsch,
R., 2016. A new paradigm for the continuous alignment of business and IT: Combining
enterprise architecture modelling and enterprise ontology. Computers in Industry, 79, pp.77-86.
Iqbal, N., Nadeem, W. and Zaheer, A., 2015. Impact of BPR critical success factors on inter-
organizational functions: an empirical study. The Business & Management Review, 6(1), p.152.
Kocbek, M., Jošt, G., Heričko, M. and Polančič, G., 2015. Business process model and notation:
The current state of affairs. Computer Science and Information Systems, 12(2), pp.509-539.
Panayiotou, N.A., Stavrou, V.P. and Gayialis, S.P., 2017. The application of a business process
modeling architecture in the supply chain of a manufacturing company: A case study. In
Operational Research in Business and Economics (pp. 1-16). Springer, Cham.
Pinggera, J., Soffer, P., Fahland, D., Weidlich, M., Zugal, S., Weber, B., Reijers, H.A. and
Mendling, J., 2015. Styles in business process modeling: an exploration and a model. Software &
Systems Modeling, 14(3), pp.1055-1080.
Rospocher, M., Ghidini, C. and Serafini, L., 2014, September. An ontology for the Business
Process Modelling Notation. In FOIS (pp. 133-146).

25BUSINESS PROCESS MODELLING
Simon, D., Fischbach, K. and Schoder, D., 2014. Enterprise architecture management and its role
in corporate strategic management. Information Systems and e-Business Management, 12(1),
pp.5-42.
Stavrou, V., Kandias, M., Karoulas, G. and Gritzalis, D., 2014, September. Business Process
Modeling for Insider threat monitoring and handling. In International Conference on Trust,
Privacy and Security in Digital Business (pp. 119-131). Springer, Cham.
Van Der Aalst, W.M., La Rosa, M. and Santoro, F.M., 2016. Business process management.
von Rosing, M., White, S., Cummins, F. and de Man, H., 2015. Business Process Model and
Notation-BPMN.
Zarvić, N. and Wieringa, R., 2014. An integrated enterprise architecture framework for business-
IT alignment. Designing Enterprise Architecture Frameworks: Integrating Business Processes
with IT Infrastructure, 63, p.9.

26BUSINESS PROCESS MODELLING
Bibliography: