Marlon Dumas marlon.dumas ät ut . ee

Marlon Dumas marlon.dumas ät ut . ee
MTAT Business Process Management (BPM) (for Masters of ETM) Lecture 1: Introduction Marlon Dumas marlon.dumas ät ut . ee

Structure of the Course
Contact sessions 16.02 – Introduction to BPM and BPMN 22.03 – Process Analysis & Improvement 19.04 – Homework review + project introduction 17.05 – Project presentations + Process Monitoring 17.06 – Exam Assessment Two homeworks worth 10 points each Project – 30 points Exam – 50 points

Readings and Resources
Textbook Dumas & La Rosa. Fundamentals of Business Process Management, (to appear) – see handouts Other readings & resources listed in the course pages: For communication, we will use this message board:

Agenda for Today Time Contents 10.00-11.30 Introduction to BPM
Break The BPM Lifecycle Lunch Break BPMN – with a coffee break at 15:45-16:00

Introduction to Business Process Management
Part I Introduction to Business Process Management

BPM: What is it? Body of methods to design, analyze, execute and monitor business operations involving humans, software, information and physical artifacts using process models. Business Process Management (BPM) is the art and science of overseeing how work is performed in an organization in view of ensuring consistent outcomes and identifying and taking advantage of improvement opportunities. In this context, the term ``improvement'' may take different meanings depending on the objectives of the organization. Typical examples of improvements include reducing costs, reducing execution times and reducing error rates. Importantly, BPM is not about improving the way individual activities are performed, but rather, it is about managing entire chains of events, activities and decisions that ultimately add value to the organization. Within the broad context of the above definition, BPM regroups a body of methods for managing business operations on the basis of process models. Process models represent the understanding that people in the organization have about how work is done or should be done. They act as the bridge between business operations and IT systems. They allow us to understand how IT systems contribute to adding value to the organization by streamlining its work practices.

So What is a (Business) Process?
Collection of logically-related events, activities and decisions, that involve a number of actors and resources, and that collectively lead to an outcome that is of value to an organization or its customers. Examples: Order-to-Cash Procure-to-Pay Fault-to-Resolution (Issue-to-Resolution) Claim-to-Settlement Application-to-Approval Events correspond to things that happen `àtomically'', meaning that they have no duration. For example, the arrival of a plant to the depot is an event. This event may trigger the execution of series of activities. For example, when a plant arrives, the site engineer inspects the plant. This inspection is an activity, in the sense that it takes time. When an activity is rather simple and takes relatively little time, we call it a task. For example, if the inspection that the site engineer performs is quite simple -- e.g. just checking that the plant received corresponds to what was ordered -- we can say that the ``plant inspection'' is a task. If on the other hand the inspection of the plant requires many steps -- such as checking that the plant fulfills the specification included in the purchase order, checking that the plant is in working order, and checking the plant comes with all the required accessories and safety devices -- we will treat it as an `àctivity''. The distinction between task and activity is not always clear-cut. This is why, very often people will use the term task and activity interchangeably. Order-to-cash: This is a process that starts when a customer places an order to purchase a product or a service, and ends when the product or service in question has been delivered and the corresponding payment has been received. An order-to-cash process encompasses activities such as purchase order verification, shipment (in the case of physical products), delivery, invoicing, payment receipt and acknowledgment. Quote-to-order: This process typically precedes the order-to-cash process. It starts from the point when a ``request for quote'' is received from a customer, to the point when the customer places a purchase order. The order-to-cash process takes the relay from that point on. The combination of a quote-to-order and the corresponding order-to-cash process is called a quote-to-cash process. Procure-to-pay: This is a process that starts when a stakeholder within an organization -- typically an employee -- determines that a given product or service needs to be purchased. It ends when the product or service has been delivered and paid for. A procure-to-pay process includes activities such as approving the purchase, obtaining quotes, selecting a supplier, issuing a purchase order, receiving the goods (or consuming the service), checking and paying the invoice. Procure-to-pay can be seen as the dual of quote-to-cash in the context of business-to-business interactions. For every procure-to-pay process there is a corresponding quote-to-cash process on the supplier's side. Issue-to-resolution. This is a process that starts when a customer raises a problem, such as a complaint related to a defect in a product or an issue encountered when consuming a service. The process continues until the customer, the supplier, or preferably both of them, agree that the issue has been resolved. A variant of this process can be found in insurance companies that have to deal with `ìnsurance claims''. This variant is often called claim-to-resolution.

“My washing machine won’t work!” fault-report-to-resolution process
Warranty? Service Dispatch Technician Call Centre Customer Parts Store Customer Customer VALUE The execution of a process leads to one or several \emph{outcomes}. For example, the above process leads to a plant being used by BuildIT, as well as a payment being made to the plant's supplier. These outcomes deliver \emph{value} to the key actors involved in the process, which in this example are BuildIT and the supplier. In some cases, this value is not achieved or is only partially achieved. For example, when a plant is returned, no value is gained, neither by BuildIT nor by the supplier. This corresponds to a \emph{negative outcome}, as opposed to a \emph{positive outcome} that delivers value to the actors involved. fault-report-to-resolution process © Michael Rosemann

Processes and Outcomes
Every process leads to one or several outcomes, positive or negative Fault-to-resolution process Fault repaired without technician intervention Fault repaired with minor technician intervention Fault repaired and fully covered by warranty Fault repaired and partly covered by warranty Fault repaired but not covered by warranty …

Exercise Textbook, Chapter 1, exercise 1.1

Why BPM? “The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency.”

Why BPM? Improving Business Processes = #1 business priority for CIOs internationally, 4 years in a row… © Gartner Group, 2009 CIO Survey

Why BPM? Process Change Yields Information Technology Business Value
Enables Yields Process Change Index Group (1982)

How to Engage in BPM? Two complementary BPM approaches:
Continuous Process Improvement (CPI) Does not put into question the current process design, but rather seeks to identify issues and resolve them incrementally, one step at a time and one fix at a time Business Process Re-Engineering (BPR) Put into question the fundamental assumptions and principles of the existing process design Aims to achieve breakthrough, for example by removing costly tasks that do not directly add value

The Ford Case Study (Hammer 1990)
Ford needed to review its procurement process to: Do it cheaper (cut costs) Do it faster (reduce turnaround times) Do it better (reduce error rates) Accounts payable in North America alone employed > 500 people and turnaround times for processing POs and invoices was in the order of weeks Hammer, M., (1990). "Reengineering Work: Don't Automate, Obliterate", Harvard Business Review, July/August, pp. 104–112.

The Ford Case Study Automation would bring some improvement (20% improvement) But Ford decided not to do it… Why? Because at the time, the technology needed to automate the process was not yet available. Because nobody at Ford knew how to develop the technology needed to automate the process. Because there were not enough computers and computer-literate employees at Ford. None of the above

The correct answer is … Mazda’s Accounts Payable Department

How the process worked? (“as is”)

Reengineering Process (“to be”)

The result… 75% reduction in head count
Material control is simpler and financial information is more accurate Purchase requisition is faster Less overdue payments  Why automate something we don’t need to do?

Principles of BPR Have those who use the output of the process drive the process Capture information once and at the source Subsume information-processing work into the real work that produces the information Treat geographically dispersed resources as if they were centralized Regarding the first principle, it is worth citing examples of process improvement patterns such as Self-Service and Vendor-Managed Inventory Control. Regarding, the second principle, self-service is again a typical example, particularly the ability for customers or workers to enter data themselves that goes directly into the organization’s databases Regarding the third principle, we can refer back to the idea of performing PO matching at delivery, rather than postponing this till the invoice is received

Exercise – Claims Handling in a Large Insurance Company
Claims handling for replacement of automobile glass Under the existing process the client may have to wait 1-2 weeks before being able to replace the damaged auto glass Goal – A radical overhaul and improvement of the process to shorten the client waiting time © Laguna & Marklund

Overview of the existing claims process
Client Local independent agent Approved glass vendor Claims processing center Request additional information Pay Notify agent File claim Give instructions Forward claim Request quote Provide quote © Laguna & Marklund

Existing claims process
Client notifies a local agent that she wishes to file a claim. She is given a claims form and is told to obtain a cost estimate from a local glass vendor. When the claims form is completed the local agent verifies the information and forwards the claim to a regional processing center. The processing center logs the date and time of the claim’s arrival. The data is entered into a computer-based system (for record keeping only) by a clerk. The claim is then placed in a hard copy file and passed on to a claims representative. a) If the claims representative is satisfied with the claim it is passed along to several others in the processing chain and eventually a check is issued and sent to the client. b) If there are problems with the claim the representative mails it back to the client for necessary corrections. 5. When the client receives the check she can go to the local glass vendor and replace the glass. © Laguna & Marklund

Part II The BPM Lifecycle

How to engage in BPM? Opportunity assessment Process modelling (as-is)
Process analysis Process re-design (to-be) Process implementation Process monitoring/controlling Process Modeling Tools Process Management Systems

Question Think about the company you are currently working for or a company you have worked for. What processes would be a good starting point for a Process Improvement project? What criteria would you apply to select the ``starting process’’?

Three Criteria (Hammer & Champy 1994)
Dysfunction Which processes are in the deepest trouble? Importance Which processes have the greatest impact on the company's customer? Feasibility Which process is the most susceptible to successful redesign?

How to engage in BPM? Phase 1: Opportunity assessment Define the strategic goals, link them to measurable objectives and quantify the benefits Profit maximizing firms Non-profit organizations Overarching goal is usually to maximize long term shareholder value A common goal is survival and growth while satisfying customer needs Maximize revenues and minimize costs Must use resources efficiently while understanding customer needs Satisfying customer needs in an efficient way © Laguna & Marklund

Classification of process metrics
Cost Cost per execution Resource utilization Waste Time Cycle time Waiting time / time spent in non-value-added tasks Quality Error rates (negative outcomes, wrong info) Missed promise

Case Study at Anonymous Utilities Provider
Manage Unplanned Outages Manage Emergencies & Disasters Manage Work Programming & Resourcing Manage Procurement Customer Satisfaction 0.5 0.55 - 0.2 Customer Complaint 0.6 Customer Feedback 0.4 0.8 Connection Less Than Agreed Time 0.3 0.7 Process Key Performance This is just part of a broader “scorecard” that included other dimensions included in the following slide

Overall Process Performance
Process: Manage Procurement 0.67 Process: Manage Emergencies & Disasters 0.58 Process: Manage Unplanned Outages Overall Process Performance 0.54 1st Layer Key Result Area Financial People Customer Excellence Operational Excellence Risk Management Health & Safety 0.5 0.4 0.65 0.5 0.8 0.4 2nd Layer Key Performance Customer Complaint Customer Satisfaction 0.6 0.7 3rd & 4th Layer Process Performance Measures Customer Rating (%) Customer Loyalty Index Average Time Spent on Plan 0.7 0.6 0.8 Satisfied Customer Index Market Share (%) 0.4 0.8

Exercise Textbook, chapter 1, exercise 1.2

Phase 2: Process Identification and “As Is” Modeling

Phase 3: Analysis Qualitative analysis Added-Value Analysis
Issue Register Activity Analysis Quantitative Analysis Cycle Time Analysis Capacity Analysis Queuing analysis Process Simulation

Added-Value Analysis Classify process activities into value-adding and non-value adding Crucial in identifying waste and inefficiencies in existing processes Activity Value-Adding Non-Value Adding Handoff Delay Rework Business Value Adding Control Policy compliance © Laguna & Marklund

Issue Register © Michael Rosemann Issue No. Short Description
Issue Explanation Broad Consequence Assumptions Impact 2 Information regarding units does not match Units in Relocation system do not match information provided by ... Wrongly calculated entitlements cause manual calculation... 5% of cases go to the wrong queue, 5 minutes to sort queue and redirect. 5% recalculating on average 10 minutes per calculation. 28,000x0.05x15 = 21,000 minutes 350 hours/7.5 47 hrs 9.5 working days 5 Protected/ Mandatory data entry fields Not all fields in data entry forms are relevant but mandatory. So "fuzzy" information is entered Resource intensive, incorrect data. Cases in Clarify need to physically be closed. 5% of cases taking 2 minutes to locate and close. 5% of relocations requiring entry that is not needed taking 30 minutes each. 28,000x0.05x32 = 44,800 minutes 477 hours/7.5 99.5 hrs 20 working days 11 Information on posting orders Time consuming to sort through posting orders to identify relocations.... MBR does not get Info pack therefore cannot process move. More information could be provided which could be used later in process ... Only 1/3 rd of postings and CIPC’s are entitled to relocation relocations then sorting through postings. 3 to 4 minutes on average to sort through each. 84,000x3.5 = 294,000 min/60/7.5 = 653 days /250 working days in year. 2.61 FTE © Michael Rosemann

Simulation 10 applications per hour
Poisson arrival process (negative exponential) 0.3 0.5 0.7 0.8 0.5 0.2 Task Role Execution Time (mean, dev.) Receive application system Check completeness Clerk 30 mins 10 mins Perform checks 2 hours 1 hour Request info 1 min …

Simulation output: KPIs

Phase 4: Re-design Strategy / Goals Capabilities As Is To-Be
Issues Barriers Guidelines Capabilities IT Knowledge People Ability to change Culture To-Be Best Practice Reference Models Bench marking Ideal models Study tours

The Devil’s Rectangle Costs Time Flexibility Quality

Phases 5-6. Automation & Monitoring – When Technology Kicks in..

Introduction to Business Process Modeling
Part II Introduction to Business Process Modeling

Compliance / Risk Management Enterprise Architecture
Process Modeling: Why? Process Improvement Compliance / Risk Management Process Documentation Knowledge Management Enterprise Systems Process Cost Analysis/Simulation Enterprise Architecture Workflow Management Document Management Software Evaluation/ Selection © Michael Rosemann

Purposes of Process Modeling
Communication, simulation, activity-based costing… Detailed Models including Data types, conditions, data mappings, fault handling… Integration, testing, deployment…

Business Process Modeling Notation (BPMN)
OMG Standard, supported by many tools: Bizagi Process Modeller (free download for Windows) Signavio ( TIBCO Business Studio (free download, quite large) IBM Websphere Business Modeler ARIS Oracle BPA Business Process Visual Architect (Visual Paradigm) Metastorm ProVision Savvion Business Modeller (Progress Software). For simple drawing, you can use: Visio + BPMN stencils

BPMN from miles… A process model in BPMN is called a Business Process Diagram (BPD) A BPD is essentially a graph consisting of four types of elements (among others):

Example An Order Management process is triggered by the reception of a purchase order from a customer. The purchase order has to be checked against the stock re the availability of the product(s) requested. Depending on stock availability the purchase order may be confirmed or rejected. If the purchase order is confirmed, the goods requested are shipped and an invoice is sent to the customer.

Order Management Process in BPMN

A little bit more on gateways …
Exclusive Decision / Merge Indicates locations within a business process where the sequence flow can take two or more alternative paths. Only one of the paths can be taken. Depicted by a diamond shape that may contain a marker that is shaped like an “X”. Parallel Fork / Join Provide a mechanism to synchronize parallel flow and to create parallel flow. Depicted by a diamond shape that must contain a marker that is shaped like a plus sign.

Revised Order Management Process

BPMN Exercise 1: Claims Notification process at a car insurer
When a claim is received, it is first checked whether the claimant is insured by the organization. If not, the claimant is informed that the claim must be rejected. Otherwise, the severity of the claim is evaluated. Based on the outcome (simple or complex claims), relevant forms are sent to the claimant. Once the forms are returned, they are checked for completeness. If the forms provide all relevant details, the claim is registered in the Claims Management system, which ends the Claims Notification process. Otherwise, the claimant is informed to update the forms. Upon reception of the updated forms, they are checked again.

Process Modelling Viewpoints
Who? Organization What? Function When? Process Which? Data / Service / Product

Organisational Elements in Process Models
Two basic abstractions: Resource: Human actor or equipment (e.g. printer) that is required to perform an activity Resource class: Set of resources with similar characteristics, e.g. Clerk, Manager, Insurance Officer A resource class may be a: Role (skill, competence, qualification) Classification based on what a resource can do or is expected to do. Group (department, team, office, organizational unit) Classification based on the organization’s structure.

Resource Modelling in BPMN
In BPMN, resource classes are captured using: Pools – independent organizational entities, e.g. Customer, Supplier East-Tallinn Hospital, Tartu Clinic Lanes – resource classes that operate in the same organizational space and share common systems Sales Department, Marketing Department Clerk, Manager, Engineer

Pools Pools represent business process participants. They are used to partition a set of activities. Can be a business entity or a business role. Sequence flows cannot cross the boundaries of a Pool. Interaction between Pools are captured through Message Flow (dashed lines with an arrow) A Pool will extend the entire length of the Diagram. Message flows are used to capture interactions between processes in different pools. Message Flow Depicted by a dashed line with an open arrowhead. Represent the flow of messages between two separate process participants that are prepared to send and receive them. A Message Flow can connect directly to the boundary of a Pool. Represents an informative message to that participant. A Message Flow can cross the boundaries and connect directly to a Flow Object within that Pool. Represents a message that triggers certain action.

Order Management Process with Pools
The Order Management process now includes the customer as a process participant… The Order Management process is started when a customer places a purchase order. The purchase order has to be checked against the stock re the availability of the product(s). Depending on stock availability the purchase order may be confirmed or rejected. If the purchase order is confirmed, the goods requested are shipped and an invoice is sent to the customer. The customer makes then makes the payment. Note that pools can be left partially unspecified.

Lanes Lanes represent sub-partitions within a pool. They are used to organize and categorize activities. Horizontal vs. vertical Lanes are typically used for internal roles (e.g., Manager, Associate) or an internal department (e.g., shipping, finance). Lanes can also be used to represent automated information systems (e.g. an Enterprise System), although sometimes Pools are used for this purpose or sometimes such systems are only implicitly captured in the model.

Order Management Process with Lanes
The process now includes two departments within the supplier organization…The purchase order received by the Sales & Distribution department has to be checked against the stock. The order details are sent to the Warehouse department that returns an availability notification. If the purchase order is confirmed, the Warehouse department collects the shipping details from the customer and ships the goods. The Sales & Distribution department sends an invoice to the customer who then makes the payment.

BPMN Exercise: Lanes, Pools
Claims Handling process at a car insurer A customer submits a claim by sending in relevant documentation. The Customer Service department checks the documents for completeness and registers the claim. The Claims Handling department picks up the claim and first checks the insurance policy. Then, an assessment is performed. If the assessment is positive, a garage is phoned to authorise the repairs and the payment is scheduled (in this order). In any case (whether the outcome is positive or negative), an is sent to the customer to notify the outcome.

BPMN Artifacts Data Objects are a mechanism to show how data is required or produced by activities. Are depicted by a rectangle that has its upper-right corner folded over. Represent input and output of a process activity. Data stores are containers of data objects that need be persisted beyond the duration of a process instance Associations are used to link artifacts such as data objects and data stores with flow objects (e.g. activities). Data Store

Interlude: Annotations
A picture is worth a thousand words But some words in a picture can be worth a thousand pictures Annotations are a mechanism for the modeller to provide additional text information to the diagram reader.

Order Processing Model with Artifacts
The Purchase Order document serves as an input to the stock availability check. Based on the outcome of this check, the status of document is updated, either to “approved” or “rejected”. We include here the relevant documents in the process model.

BPMN Exercise 3: Artifacts
When a claim related to a major car accident is evaluated, a clerk first retrieves the corresponding car accident report in the Police Reports database. If the report is retrieved, it is attached to the claim file. The claim file and the police report serve as input to a claims handler who calculates an initial claim estimate. Then, an “action plan” is created based on a “checklist”. Based on the action plan and the initial claims estimate, a claims manager negotiates a settlement with the customer. After this negotiation, the claims manager makes a final decision, updates the claim file to record this decision, and sends a letter to the claimant to inform him/her of the decision. Please depict all relevant documents in the model.

Part III BPMN Continues

BPMN Main Elements - Recap
Swimlanes Connections Flow Objects Artifacts Check the BPMN Poster:

BPMN Gateways – Recap Exclusive (XOR) Exclusive decision take one branch Exclusive merge Proceed when one branch has completed Parallel (AND) Parallel split take all branches Parallel join proceed when all incoming branches have completed Inclusive (OR) Inclusive decision take one or several branches depending on conditions Inclusive merge proceed when all active incoming branches have completed

Example: Inclusive gateways

Alternative: Conditional flows

BPMN Exercise 4 Map the following process fragment using inclusive gateways and/or conditional flows: When a claim is received, it is registered. After registration, the claim is classified leading to two possible outcomes: simple or complex. If the claim is simple, the policy is checked. For complex claims, both the policy and the damage are checked independently.

Complex gateways Sometimes, it is not necessary to wait for all active branches to complete: In an order placement process, a quote is sought from two preferred suppliers in parallel. As soon as one of them provides a quote, the order placement process may proceed. The second quote, if any, is ignored.

Complex gateway example

Sub-processes A task in a process can be decomposed into a “sub-process”. Use this feature to: Break down large models into smaller ones, making them easier to understand and to explain Identify parts of a process model that should be: repeated executed multiple times in parallel cancelled, or compensated.

Sub-processes: example

Fragment of the SCOR model
Process hierarchies Fragment of the SCOR model

Repeated Subprocess: Example
PO Protocol taken from A customer sends a purchase order (PO) and expects to receive a “PO response”. In the “PO response”, each line item is marked as “accepted”, “rejected” or “pending”. If some line items are left pending, the customer expects to receive a “PO Update” later. Again, this “PO Update” marks line items as “accepted”, “rejected”, or “pending”. If some line items are left pending, the customer waits for another PO-Update, and so on until no line items are left pending.

Alternative: Arbitrary cycles
Another way of capturing “repetition” is through “cycles” Choice between looping or cycles is often a matter of taste, but if it is possible to meaningfully cluster the activities to be repeated as a sub-process, looping is more suitable.

Exercise After a claim is registered, it is examined by a claims officer. The claims officer then writes a “settlement recommendation”. This recommendation is checked by a senior claims officer who may mark the claim as “OK” or “Not OK”. If the claim is marked as “Not OK”, it is sent back to the claims officer and the examination is repeated. If the claim is marked as “OK”, the claims officer notifies the settlement to the customer.

Event types

Event types (cont.)

Modelling with events - Example
A PO handling process starts when a PO is received. The PO is first registered. If the current date is not a working day, the process waits until the following working day before proceeding. Otherwise, an availability check is performed and a “PO response” is sent back to the customer. Anytime during the process, the customer may send a “PO change request”. When such a request is received, it is just registered, without further action.

Modelling with events - Example

Event-based decision With the XOR-split gateway, a branch is chosen based on expressions that evaluate over available data  The choice can be made immediately after the incoming flow fires Sometimes, the choice must be delayed until something happens  choice is based on a race between events This is why BPMN distinguishes data-driven and event-driven XOR-splits

Event-based decision – Example
After a purchase order is sent, a customer can receive either a “PO Response” or an error message. It may happen that no response is received at all. If no response is received after 24 hours or if an error message is received, the purchasing officer should be notified. Otherwise, the PO Response is processed normally.

Event-based decision – Example

Exercise 6 In the context of a claim handling process, it is sometimes necessary to send a questionnaire to the claimant to gather additional information. The claimant is expected to return the questionnaire within five days. If no response is received after five days, a reminder is sent to the claimant. If after another five days there is still no response, another reminder is sent and so on until the completed questionnaire is received.

Exception handling Exceptions are events that deviate a process from its “normal” course Handling exceptions often involves stopping a sub-process and performing a special activity Achieved using two event nodes: An “end error event” that stops the enclosing subprocess execution An “intermediate error event” attached to the enclosing subprocess – this is where the process execution will continue after the error

Exception handling – Example
Consider the previous “PO Change Request” example with the following variation: When a PO Change Request is received, it is first checked to determined if it can be accepted. If it is accepted, any processing related to the PO must be stopped. The PO change request is then registered. Thereafter, the process proceeds as it would after a “normal” PO is registered.

Exception handling – Example

Exercise 7: Exceptions Extend the claim handling process as follows:
After checking the insurance policy, a possible outcome is that the insurance is invalid. In this case, any processing is cancelled and a letter is sent to the customer. In the case of a complex claim, this implies that the damage checking is cancelled if it has not yet been completed.

Modelling conventions
Why use modelling conventions? To reduce variety Increase the comparability of models Support the analysis (with clear syntax, sematic and layout standards) Acceleration and simplification (just start and ‘Go’) … Different types of modelling conventions? Organisational level Project level

Modelling Guidelines Typical categories of guidelines:
Naming conventions for processes, tasks and events Guidelines for layout and usage of tasks, events, lanes and pools Process elements “to be avoided”

Naming conventions for processes and tasks
Names should be 1-3 words long Begin with a verb followed by business object name and possibly an adjective (e.g. Issue Driver Licence, Renew Driver Licence via Offline Agencies) Avoid generic verbs such as Handle, Record… Avoid prepositions (to, from, for) Avoid naming business areas which are already named in a lane/pool

Verbs to avoid Update, Create, Read, Delete, Record, Download, Transmit: Too technical. Try Amend, change, generate, retrieve, remove, capture, register, forward Send: Could merely be a message flow from one business process to another. Process, Handle, Manage: Too generic, would not reflect the specific objective of the process. Try disseminate, distribute, etc. Input: Why do we have to input data? Maybe there is an opportunity for process optimisation here…

Naming conventions for events
Event names (except for timer events): should begin with a noun followed by a past participle For start/intermediate message events: indicate what is being sent or received (e.g. Invoice Received) For time events, indicate frequency or deadline, e.g. Monthly, Weekly, Invoice Due.

Homework (10 points) See “Homework 1” in course web page:
Model the procurement process in BPMN. Make sure you use sub-processes to decompose the process into smaller pieces. Can be completed in teams of up to 4 members To be submitted by 13 March at 9:00am using the following submission interface:

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