Business Process Modelling Report: Security, Governance and Quality

This report delves into the multifaceted world of business process modelling, aiming to clarify its meaning, current approaches, and the tools employed. It meticulously examines the benefits and challenges associated with business process modelling, offering insights into how organizations can leverage this methodology for improved efficiency, transparency, and competitive advantage. Furthermore, the report identifies and addresses security issues inherent in business process models, highlighting the need for robust security measures to protect sensitive information. Finally, it discusses process governance issues critical for quality control, providing recommendations for overcoming challenges such as lack of employee buy-in, absence of standards, and weak process specifications. The report draws on literature to support its arguments, offering a comprehensive overview of the subject matter.

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1.0 Executive Summary.
The purpose of this report is to know the meaning of business process modelling, to identify the
current approaches and the tools used in business process modelling, to identify the benefits and
challenges of business process modelling, to identify security issues in business process models
and to discuss process governance issues for quality control.

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Table of Contents
1.0 Executive Summary...................................................................................................................2
2.0 Introduction..............................................................................................................................4
3.0 Literature Review of Current Approaches to Business Process Modelling.......................5
3.11 Tools and Techniques of business process modelling.........................................................5
3.12 Benefits of Business Process Modelling...............................................................................5
3.13 Challenges of Business Process Modelling......................................................................6
3.14 Security issues in business process models.........................................................................7
3.15 Process governance issues for quality control.................................................................7
4.0 References...............................................................................................................................10

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2.0 Introduction.
A business process is a set of tasks that, once completed, will accomplish an organizational goal.
The process involves several inputs and a single output. The inputs are made up of all factors
which contribute to the added value of a product.
Business process modelling is the graphical representation of an organization’s business
processes and is a means of identifying potential improvements, as well as to design future
processes that incorporate those improvements. Business procedure modelling is one of the
important components of commercial process management.

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3.0 Literature Review of Current Approaches to Business Process Modelling.
3.11 Tools and Techniques of business process modelling.
1. Flowchart – This is a diagram that represents a process and can be created with a ready
available software. It involves circles, squares which represents activities while arrows
indicates associations between steps.
2. Control flow diagram – This is used to describe the flow of a process, with added limits
and constraints. They illustrate how certain conditions affect a process flow.
3. Gantt chart – They focus on activities involved in a process, depicted sequentially and
against a timeline. It’s illustrated in the form of a bar chart.
4. Functional flow back diagram – This is used to describe requirements in functional terms
and illustrates the functional architecture of a system.
5. Program evaluation and review technique diagram – This technique is used to help
identify the minimum amount of time needed to complete a project.
6. Integration definition – This technique is used in business process modelling. This
method is used to generate diagrams that outline the system control plus data flow, and be
able to represent vividly a wide variety of procedures with any preferred level of detail
3.12 Benefits of Business Process Modelling.
1. Enforce best practices and standardization – By producing the best design it confirms one
knows how to sort out the process.
2. Improve efficiency – This is improving the processes to ensure higher productivity.
3. Transparency – This ensures everyone in the organization is aware of how your work
which leads to accountability.

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4. Gain competitive advantage – It enables one to beat and outlast your competition in the
long-term.
5. Process agility – This enables an organization to develop a culture of innovation in this
era of technological change (Franca et al. 2017).
3.13 Challenges of Business Process Modelling.
1. Absence of strategic connections – The method of modelling must have an evident
connection to one or extra important business issues. This is to say that there is real links
to corporate strategy for success.
2. Absence of synergies – In many administrations, Organizational clusters model the same
procedure independent from other’s for changed purpose.
3. Absence of qualified modelers – The business analyst needs to be able to interpret
comments and process documents into structured plus overall suitable models. This is
because many sellers and organization emphasize too much on clarifying the key strokes
of the modelling instrument rather than enlightening the next process modelers (Dragoni
et al. 2017).
4. Shortage of details – There is a challenge in knowing what parts of a process can be
modeled. This is mostly derived from modelling techniques of the old.
5. Absence of governance – There is a shortage of a reputable body of information on
procedure governance. It’s common exercise that business zones are accountable for the
model subjects while a dominant process management group is in charge of consistency
(Kosizek & Vrana 2017).

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3.14 Security issues in business process models.
The current methods of information system development fail to effectively integrate security
during all progress stages and only deal with detailed security requirements, objectives and
limitations. Different security risk management approaches are used to address security issues in
modelling approach. For example the domain model identifies security issues which are asset
related like the institutions assets and there are those which are risk related which involve
vulnerability and threats. These risks and assets are in danger due to hacking or virus attacks
which may damage or destroy information in the database. Another challenge is privacy
concerns since hackers will be able to know all the communication in the organization hence
they will know the company’s secrets (Greasley 2017).
3.15 Process governance issues for quality control.
1. Lack of employee buy-in – This is heavily impacted by the absence of a common thought
of business process management. Some of the reasons is a wide range of views that exists
in business process management. This creates misunderstanding and divergence on the
benefits plus deliverables of business process management (Moser & Riha 2019).
2. Lack of governance – This involves the possession and control of procedures across
managerial units. Some of the recommendations include clear documentation of business
process management authentication standards and documentation of organizational
directories.
3. Absence of mutual mind share of business process management – There is absence of an
agreement that a rounded business process management method is valid and also absence
of mindfulness that BPM technologies can assist.

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4. Broken link between business process management efforts and organizational strategy –
Experts have voiced major concern with the difficult policy management plus service
contract. This can clearly be corrected through proper documentation of techniques that
show how organizational policy and secondary technologies fit together (Kurucz et
al.2017).
5. Lack of standards – Standards support the fullness of business process management plus
permit numerous branches within a business to better converse their procedures.
Standards can also support organizations to align their business procedure management
enterprises with essential agreement requirements.
6. Weakness in process specification – There is a modification among what may well be
conveniently displayed plus the modelling codes it will be able to really support.
Organizations also plunge into the trap of identifying their process and trailing behind the
bigger representation of the proposed purpose of modelling.
7. Absence of business process management schools – Experts have raised this issue of lack
of business process management education.
8. Lack of methodology – There is no dependable method that guides business procedure
management end to end. Similarly there is need for a method that addresses matters such
as business process management project space as a way of maintaining overall project
flexibility and performance measures.
9. Lack of tool support for project visualization – Conception of business procedures now
the method of procedure copies has improved in significance plus a suitable instrument
backing is an important achievement element for prosperous procedure modelling which
experts agree it needs to be addressed (Dale & Plunkett 2017).

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10. Perceived cracks between process plan and process implementation – Due to absence of
standards, undertakings completed in one segment with one type of instrument does not
explain the afterward step of the life span.
11. Miscommunication of tool capabilities – Many operators are not mindful of the complete
utility of the instrument that they have bought. Instrument specialists have been examined
for giving unfinished specifics of the system or deceptive figures (Katrakazas et al.
2018).

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4.0 References.
Dale, B.G. and Plunkett, J.J., 2017. Quality costing. Routledge.
Dragoni, N., Giallorenzo, S., Lafuente, A.L., Mazzara, M., Montesi, F., Mustafin, R. and Safina,
L., 2017. Microservices: yesterday, today, and tomorrow. In Present and Ulterior Software
Engineering (pp. 195-216). Springer, Cham.
França, C.L., Broman, G., Robèrt, K.H., Basile, G. and Trygg, L., 2017. An approach to business
model innovation and design for strategic sustainable development. Journal of Cleaner
Production, 140, pp.155-166.
Greasley, A., 2017. Simulation modelling for business. Routledge.
Katrakazas, P., Costarides, V., Tarousi, M., Christodoulakis, M., Toumpaniaris, P., Pavlopoulos,
S., Iliopoulou, D. and Koutsouris, D., 2018, June. Business Process Modelling for a Greek
Hospital's Medical Equipment Data Center. In 2018 IEEE 31st International Symposium on
Computer-Based Medical Systems (CBMS) (pp. 328-332). IEEE.
Kožíšek, F. and Vrana, I., 2017. Business Process Modelling Languages. Agris On-Line Papers
in Economics & Informatics.
Kurucz, E.C., Colbert, B.A., Luedeke-Freund, F., Upward, A. and Willard, B., 2017. Relational
leadership for strategic sustainability: practices and capabilities to advance the design and
assessment of sustainable business models. Journal of cleaner production, 140, pp.189-204.
Moser, C. and Říha, K., 2019. Digitalization of Information-Intensive Logistics Processes to
Reduce Production Lead Times at ENGEL Austria GmbH: Extending Value Stream Mapping

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with Subject-Oriented Business Process Management. In Digitalization Cases (pp. 293-312).
Springer, Cham.