Evaluating Best Practice Approaches to Business Process Modelling

This report provides an overview of best practice approaches to business process modelling, which involves illustrating an organization's business processes to improve operations, maintain business culture, and manage tasks effectively. It traces the history of business process modelling from early techniques like Gnatt charts to modern methods. The report emphasizes the importance of understanding the business organization's structure and the impact of external factors. It identifies key elements for developing a complete business process, including customers, suppliers, and competitive forces. The report also addresses challenges in business process modelling, such as misalignment between business strategies and IT implementation, integration of security, and differing perspectives between IS managers and senior executives. Various standards and techniques for modelling business processes are discussed, including IDEF, DFD, UML, and BPMN. Methodologies like System Technique for Role and Interaction Modelling (STRIM) and Six Sigma are also explored for their effectiveness in identifying stakeholders, modelling activities, and improving processes using statistical data. The ultimate goal is to enhance the quality and efficiency of business operations.

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BEST APPROACHES TO BUSINESS PROCESS MODELLING
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BEST PRACTICE APPROACHES TO BUSINESS PROCESS MODELLING
Best Practice Approaches to Business Process Modelling
Introduction
Business Process modelling, alternatively known as, process modelling, is actually the
illustration of the business process adopted by an organisation. In other words, it is a set of
methods adopted by organisations to carry on operations like delivering products and services
to the consumers, maintenance of the business culture and managerial works (Hindle, 2014).
S. Williams, in his article 'Business Process Modelling Improves Administrative
Control'(1967), first used the term ‘business process modeling’. There were several
techniques which management teams of the business organizations had adopted to model the
methods related business operations, prior to the advent of the term ‘business process
modeling’ which were- Gnatt chart, control flow diagram, functional flow block diagram.
The prudency of the management team to utilise tools effectively, in order to design the
process modelling, ensures the success of the respective business organisation. Hence, a
business organisation should attempt to analyse how the current processes work and, identify
the loopholes and remove them. This will accelerate the harmonisation of the activities
among different teams, which work on the same assignment. This will in turn bring
consistency in their work and also improve the process modelling so that better output can be
achieved. This paper aims to discuss the favourable practice approaches to business process
modelling which are based on the National Health Service (UK) digital library.
Background history
The effectiveness of the business process modelling depends on the understanding of
the structure of the business organisation. According to the model propounded by Paul
Harmon

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the knowledge of the structure will provide the management team of the firm a clear insight
about the influence of the external factors on the flow of the operations. For example, the
functional composition of the organisation may involve the general management at the peak
level of hierarchy as well as various other managers in the departments like technical and
engineering, marketing and sales, production, human resources. Hindle thinks that, such
views are static and not concerned about the well being of the customers. Hence business
analysts suggest the firms to follow process models, which accelerates the cooperation as
well as communication among all the stakeholders, to develop customer satisfaction.
Buchanan and McMenemy(n.d) emphasized on the value proposition, which refers to
the ability of the organisation to demonstrate the clients it holds, that the products and
services they produce will satisfy them in terms of quality, price and functionality. Buchanan
and McMenemy also advised to consider another aspect of the concept of value proposition,
which focus on the way the products and services create an appeal in the minds of the target
audience.
It is important to know about the elements required to develop the business process.
A business organisation is able to climb success if it is able to satisfy new as well as the
existing
Customers. Customers are the people take the purchase decision depending on their faith on a
certain company or brand. In fact, an organisation, which intend to do business with their
entrusted organisation, can also be considered as the customer of those organisations.
According to Hindle(2014), such customers ranges from buyers to trustees of non-
profit organisation and shareholders. Suppliers are another important element; these include
people capable of providing an organisation, resources like ideas, finance and stocks. Other
elements includes rival organisations who are capable of creating threat for raw materials,
finance, skilled labour as well as customers. It is true that the general business environment

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also influences the growth of an organisation by regulating factors the company is unable to
control (Clyde, 2014)
Development of a complete business process depends on the existence of competition
in the market. A complete business process accelerates set of operations essential for the
initiation of events that accelerate the outcome of the production process. Steps used for
managing every function must be mentioned in the business process model in order to ensure
the sequential flow of operations. Finally, It can be said that, decision points play a vital role
in case of business process modelling, because they enhance the quality of the outcome of the
production. For instance, the UK NHS digital library assist the physicians to collect clinical
proofs and aid the treatment procedure as well as the decision making.
Identification of key challenges
According to the view of Paul (2014) there comes many challenges in the way of the
development of businesses process modelling. Now-qa-days latest softwares are used to
development a business process model. Generally people who work on the business process
are not software engineers who develop the model. Hence, there arises a misalignment
between the strategies of business and final result of the It department. Thus often business
organisations fail to utilise the IT support. Again, integration of security into a business
process model is often ignored. Another challenge which is faced while preparing a business
process model is the difference in perspectives between IS manager and senior executives. IS
managers defines the BPM from the perspective of technology, whereas, senior executive
sees BPM from the angle of business management. There are several forces that affect the
business environment which in turn impacts the formation of a business process model, these
includes lack of flexibility, the dissemination of false information, the false assumption by
the customers, faulty business strategies. Again, at the time of transition of business process
from one stage to another the process may slow down due to the existence of many

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loopholes. Other challenges may involve errors in the process of decomposition as well as
representation (Buchanan & McMenemy, n.d).
The author states that finding out solutions for such issues depends on the
understanding of the best techniques to be employed to form an appropriate business process
model. According to the author a thorough investigation could be the first step to discover the
loopholes within a process. Data finding can be considered the second step which includes
the analysation of the possibilities, ideas to solve the problem. In this process the analyst need
to employ statistical tools like interview or questionnaire to derive quantitative data. The
author also suggest that the brainstorming approaches should be involve to overcome the
challenges. Creative ideas can be generated through brainstorming which in turn aid the
critical analysis of the business process model. According to Paul (2014), After the critical
analysis the it is important to evaluate the resolution. Finally he suggests that every
organisation should have the capability to cope with all the challenges faced during
implementation. This will be possible if action plan is formed using the resources.
Understanding techniques
There exists numerous standards that assist the modelling of a business processes.
These are Integrated definition function modelling (IDEF), Dataflow diagrams (DFD),
Unified Modelling Language (UML) and Business Process Modelling Notation (BPMN).
According to the view of Hindle, first a company need to identify the team which will
perform the activity of formulating a business process. After that, each of the performer will
be given a task. IDEF tend to employ simple boxes and arrows to represent the functional
model. This approach uaes elements which represent the tasks in the form of a box and data
interfaces in the form of bolts. The arrows are employed to distinct points of the boxes in
order to indicate their roles. Flowcharts are employed by the data flow diagrams to depict
how the data flow through a structured system. Finally, the procedures of storing and delay in

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the flow of data are presented. Here rectangles are used to present operations, arrows
represent the data flow, while data stores are demonstrated in the form of ellipses. Circles are
used to show the external entities.
All of the business process models discussed above involves a few shared
aspects. For example, the approaches described above include an incremental as well an
interactive development process. In additional the scope of elements impacting a process as
well as the actors turns to more extensive with the progress of the flow. Also, in the name of,
modelling is benefited from the hierarchical disintegration of the processes, into sub-
processes in terms of operations, decision making as well as culture. Most of the models
consist of logical flow-base which may assist to understand the operations of a business
organisation. Sometimes, process models may adopt a straightforward notation, sometimes
they may adopt extended notation. For the extended notation approach, notations are
basically, based on the functions, outputs as well as inputs. In case of the straightforward
notation approach, there may be some additions like, decision points, data stores, controls,
data flow, resources, and also the external entities as well as boundaries. Application of
process models of business, in the development of a system, elicits some benefits which are-
adequate documentation, facilities in designing and usage (Bandera et al., 2005).
Methodology
The method of estimating the effectiveness of a business modelling process includes
the consultative procedure of identification of the stakeholders as well as activity modelling,
analytical modelling, model verification along with evaluation. These models can be used to
make up an activity model known as- Business Activity model (BAM). In this case, with the
help of interview, observation, workshops; information is collected from the staffs as well as
stakeholders. This kind of modelling requires high level of efficiency, investigative as well as
analytical skills, communication skills from modeller. The first step to begin a useful and

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appropriate modelling is to identify the interactiveness and incremental nature of the process
which is facilitated by the structure and a proper modelling technique.
System Technique for Role and Interaction Modelling (STRIM)
It is basically, an eight-step modelling procedure. In case of this modelling, first
modelling objectives are determined so that an overall scope, purpose as well as direction can
be provided. In addition, it also focuses on the factors including, measurement as well as
improvement, development of a system and also, other aspects which are essential. Next, the
modeller attempts to establish a higher perspective after which there are some interviews with
senior personnel which are conducted for the verification of the objectives, identification of
the suitable representatives capable of participating in the sessions of modelling. After that
analyst groups are developed for the interview. It is considered as an essential part of
facilitated session for modelling. Analyst groups assist the identification as well as
exploration of process goals, roles, use of resources, procedures, flow of information. The
next step includes interviewing the individuals. The interviewees should be selected from
those who were represented the tasks identified in the modelling session prior to the current
one. This is done in order to derive a detailed definition of the process. After that the model is
reviewed, revised and validated. This is done by arranging feedback sessions. In the seventh
step, the model a response is prepared after analysing the model, keeping in mind the
objectives of the model.
SIX SIGMA
This approach is very essential and developed by Motorola in order to support the
process with statistical data. The procedure was first utilised for the elimination of errors.
Here a five-step approach is used for the improvement of the business process. This includes-
defining the problem, measuring the findings, analysing the problem, abolishing the causes
behind the problem and taking measures to hinder the occurrence of the factors that

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contributes to the problem as well as ensuring that the improvised model is beneficial for the
business. Thus, the Six Sigma method employs data as well as measurements to support the
points in the business model process. This is done, so that maximum benefits can be accrued
by the business (Hindle 2014). In this case the plan can either follow the DMAIC or DMAV
model. In case of DMAIC method steps include defining, recognising analysing and
measuring as well as improving the model. Whereas, the steps followed by DMAV are
identifying, measuring, analysing, design, verification of the, model.
Every model tends to follow a project of development which consists of a plan on the
process of forming, maintaining, replacing as well as altering the process. The Software
Development Lifecycle (SDLC) assist in defining the methodology useful for the overall
improvement of the system. Some of the lifecycles are-waterfall, iterative, spiral and V-
models are discussed below.
Waterfall model
It tend to follow a five-step procedure in the development of a project. These steps
involve identification of the requirements, implementation of the process, design, verification
and maintenance of the model. The key features of this model are well-documented, specific
and fixed elements, the definition of the product, less dynamic technology. The model is
simple, and easily comprehensible. The model contains well-documented milestones. These
are the strengths of this model. Lack of integration may be considered as one of the
limitations of the model. The methods proposed by the model is ineffective sometimes for
which there may arise difficulty in measuring the progress. This again leads to the high level
of risks of uncertainty.
V-model
This model consists of features which are similar to that of the waterfall model. There
are numerous procedures that the V-structure follows. V-model is a disciplined model. It

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consumes less time. The model is appropriate for the small projects. Hence the model is
simple and easy to understand. These are the strengths of this model. Like the Waterfall
model, there is also a very high risk of uncertainty in V-model. It is not suitable for projects
which are lengthy as well as complex.
Spiral model
This approach tends to determine the objectives identifying whether any risk is
involved in the development of the tests or planning related to a business process model.
Some of the main features of the model are- controlling the budget constraint, evaluation of
the risks. This model is suitable for the projects which contains madium or high lvel of risks.
The requirements for this model are complex which includes significant changes during the
development of the system. There are some strengths of this spiral mode which are-high level
of accuracy, use of appropriate methodology to develop the smaller parts which in turn
aassist the task of risk management. The limitations of this model includes- the complexity in
the management, cost consuming methods.
Iterative model
This is an iterative model. This model focuses on the determination of the
requirements, planning, the procedure for the analysis of the design, testing as well as
evaluation. The main features of this model are well-defined elements which are easy to
understand, existence of the functionalities that easily evolve with the well-defined
requirements. This model allows the development team to use latest technologies. Quick
development of the functionalities may be considered as one of the advantages of using this

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model. However, one will need more time for the management of the model. The
investigative techniques of this model are
Success factors
According to Tudor, there are some success factors, which are critical but ensures the
success of a firm. Sometimes these factors may be project-specific factors; sometimes they
may be the model related factors. The factors, which are project-specific includes the
expertise of the modeller. This aids in the smooth flow of the project and accelerates the
success of the business a lot. Hence, it is clear that, BAM should be designed prudently
utilising the expertise of the modeller. Management support also falls under the project
specific factors which in turn add into the smooth handling of the project. Project
management, which includes the controlling of all the stakeholders in the business process,
also leads the business towards success.
Modelling-related factors consists of tools, methodology as well as language. Such
factors are also plays a vital role in the determination of the success of a business. Firms are
said to be well-positioned when they employ complementary methods in order to utilise the
capabilities of modelling tools fully because modelling tools are also essential elements
which helps in measuring the progess of a business. However, Modelling tools lacks
scalability and may not be suitable for some kinds of business process modelling which are
more extensive. Like the other factors the modelling language are equally important. The
relevancy of the language adds to the process of achieving success.
Best practice recommendations
In order to improve business process modelling, first, companies should simplify
procedures. In addition, the company must eliminate random events that lies within a process.
This step may save the cost as well as the resources required for the development of a
business process model. Hindle (2014) has provided an example, which assists the

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simplification of the process by assimilating the tasks into one concrete unit, which is easily
manageable by one individual. Again, The act of abolishing the bottlenecks is also prove
effective in the development of the business process model. This action also allows
eradication of the mismatches and save a company from incurring loss. Another effective
way for the improvement of a business process modelling includes the redesigning of the
process. In addition, a single method may contain many errors and requires various changes
in the operations.
Hindle thus recommends that a business may extend or decrease the area of coverage
of its activities. This action may requires the active role of the stakeholders, which in turn
will reduce the workload on the employees and accelerate the improvement of the business
process modelling.

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