bpm its simple

BPMSimplifiedBusiness Process Modeling

Henk Harms

BPM Notation GuidelinePage 1 of 38

Rev Date: Dec 2010 Henk HarmsPrinted document may not be current issue.

BPM Notation Guideline

Table of ContentsABOUT THE AUTHOR..........................................................................................................3

1 BPM PRINCIPALS .....................................................................................................4

2 INTRODUCTION ........................................................................................................4

3 PURPOSE..................................................................................................................4

4 BUSINESS PROCESS MODELING...........................................................................54.1 General definitions............................................................................................. 5

5 BPM TECHNOLOGY .................................................................................................65.1 Why BPMN?......................................................................................................75.2 Business Process Documentation .....................................................................7

6 THE BPMN BASIC SHAPES .....................................................................................86.1 Symbols and their Usage...................................................................................8

7 THE SHAPES IN DETAIL. ....................................................................................... 117.1 The Start..........................................................................................................117.2 Sub-Process....................................................................................................137.3 Description ......................................................................................................137.4 Ownership .......................................................................................................137.5 Tasks...............................................................................................................137.6 Validating the Processes .................................................................................157.7 The End...........................................................................................................177.8 The Sequence Flow......................................................................................... 187.9 Gateways [Decisions, Splits, Merges].............................................................. 187.10 BPMN Pools and Swimlanes ...........................................................................227.11 BPMN Messages............................................................................................. 247.12 Documentation (BPMN “Artefacts”)..................................................................267.13 Business Process Types .................................................................................27

8 DIAGRAM TYPES....................................................................................................308.1 Context Diagram.............................................................................................. 308.2 Mud Mapping...................................................................................................318.3 Business Process Model .................................................................................32

9 BPMN BEST PRACTICES AND PRINCIPALS ........................................................ 339.1 Sending and receiving messages. ...................................................................339.2 Use of start events........................................................................................... 339.3 Setting timers ..................................................................................................339.4 Exclusive gateways ......................................................................................... 339.5 Parallel gateway .............................................................................................. 339.6 Inclusive gateway ............................................................................................ 339.7 Complex Gateway ........................................................................................... 349.8 Data object association....................................................................................349.9 Notation usage ................................................................................................ 349.10 Process Quantity ............................................................................................. 34



10 APPENDIX A............................................................................................................35

List of Figures

Figure 1 Pool with lane.........................................................................................................22Figure 2 Pool with two lanes ................................................................................................ 23Figure 3 Pool with child and parent lanes.............................................................................23Figure 4. Private Process.....................................................................................................27Figure 5. Abstract Process ...................................................................................................28Figure 6. Collaboration Global Process................................................................................29Figure 7 Context Diagram ....................................................................................................30Figure 8 Mud Map example..................................................................................................31Figure 9 Business Process Model ........................................................................................ 32



About the authorI have practiced as a Senior Business Analyst and Business/Technical Architect for thepast 15 years spanning a variety of industries and geographical locations. Experience inindustries such as utilities (telecom, energy), travel, government, insurance, e-healthand mining has given me insight on how efficiently deliver business and process analysis.

Becoming an expert in Community Modelling, BPMN, UML, ITIL, TOGAF and Six Sigma,but more so gaining the experience in what to us, where to use ensuring not to “break”the organisation. As such I have successfully implemented Business, Information,Application and Systems Architecture domains in a wide variety of industries, and gainedextensive experience in implementing BPM/S solutions across the these domains.

Using industry standards such as BPMN, ITIL, UML, Six Sigma, ArchiMate and Togaf(9.11) to complement the documentation process of the business capabilities, businessrules, functions and non-functional requirements, Enterprise Architecture requirements.

Over the years I build up a wide variety of tips, tricks, experiences and templates. I havebeen asked several times by my peers to document how and what I do. “Put it on paper,Henk.”

I think it is a start of some of the documents I am planning to write before I “forget”. Thematerial in this document is based upon practical experience; some of the definitions area bit “tweaked” from the standard simply because I think it is better that way.

I use UML (unified modelling language) often to point out that it is OK to do thingsdifferent. My point is “UML is a language and as such it can have many differentdialects”. I believe the same applies to all other standards.

“Do not use purely standards pure, use the chosen pure” -Henk



1 BPM principalsThe process models structure, roles and responsibilities that allow next levels of themodelling to occur as part of the overall business process architecture:

The principals shown below relate to the Governance part of the BA framework.

All capabilities, processes, tasks, steps will have at least one BusinessArchitecture family member(s) (Grant-Parent, Parent).

Processes must be defined and viewed as a network rather than a staticallydefined hierarchy.

Functional decomposition must be avoided

Processes will be named in a <noun><verb>or <verb><noun> notation to enableusability across the whole of the organisation. Numbering of processes will NOTbe used.

All models must be the single source of truth and be trainable, understandable,reproducible and certifiable, by Organisation, its Joint Venture Partners and/orexternal parties.

2 IntroductionThe governance of business process modelling and definition is critical to ensure thebusiness processes work together in harmony and no duplication of exploration effort istaken place.

Business Process Modelling Notation is to ensure that all the diagrams conform toguidelines and standards on how to model a process. Using the same set of symbolsand approaches will enhance the acceptance and understanding by the business.

It removes the discussion on what a symbol means and focuses the discussion onwhat the symbol represents.

3 PurposeThe purpose of this guideline is to establish a common understand, approach,framework and boundaries in which the individual capabilities, processes, events,tasks and steps are defined.

Enabling an agreed look and feel of all business process models will allow thebusiness and external parties to understand the notation and provide clarity on thebusiness process. It will remove the need for discussion on how the model looks, andfor that reason drives the focus on what the model represents.

This guideline is for all the resources that are involved with business processmodelling, more so it targets the business analysts that will perform these tasks on aday to day basis.



4 Business Process ModelingBefore answering that question first we need to define the terms, BPM meansdifferent things for different areas and people. To ensure we talk the same languagethe following definitions should be considered.

4.1 General definitionsThe ABPMP BPM CBOK Version 2.0 was used to extract the following definitions,these definitions highlight that BPM is so much more than the diagrams, if done in astructured way it can enable the organisation to excel in what it does.

4.1.1 Business Process Management

The Business Process Management knowledge area focuses on the core concepts ofBPM, such as key definitions, end-to-end process, customer value, and the nature ofcross-functional work. Process types, process components, the BPM life cycle, alongwith critical skills and success factors are introduced and explored.

4.1.2 Process ModelingProcess Modeling includes a critical set of skills and processes, which enable peopleto understand, communicate, measure, and manage the primary components ofbusiness processes. It enables the trainability, transferability, manageability andverifiability of the processes within an organisation. It saves guards against theknowledge drain due to staff turn-over.

4.1.3 Process AnalysisProcess Analysis involves an understanding of business processes, including theefficiency and effectiveness of these business processes.

4.1.4 Process Design

Process design involves creating the specifications for business processes within thecontext of business goals and process performance objectives. It provides the plansand guidelines for how work flows, how rules are applied and how businessapplications, technology platforms, data resources. Financial and operational controlsinteract with other internal and external processes. Process design is the intentionaland thoughtful planning for how business processes function and are measured,governed and managed within their respectable Management Systems.

4.1.5 Process Performance MeasurementProcess performance measurement is the formal, planned monitoring of processexecution and the tracking of results to determine the effectiveness and efficiency ofthe process. This information is used to make decisions for improving or retiringexisting processes and/or introducing new processes in order to meet the strategicobjectives of the organisation.



4.1.6 Process TransformationProcess transformation addresses process change. Process changes are identifiedand discussed in the context of a business process life cycle within the ManagementSystem.

4.1.7 Process OrganisationThe process management organisation knowledge area addresses the roles,responsibilities and reporting structure to support process-driven organisations. Theimportance of business process governance should be explored, along with a varietyof governance structures and the notion of a BA Community of Practice.

4.1.8 Enterprise Process ManagementEnterprise process management is driven by the need to maximize the results ofbusiness processes consistent with well-defined business strategies and functionalgoals based on these strategies. Process portfolio management ensures that theprocess portfolio supports corporate or business unit strategies and provides amethod to manage and evaluate initiatives.

This task is party taken on by the Enterprise Architecture team, the EnterpriseArchitecture team will initially establish the overall Management System and theirassociated business processes.

5 BPM TechnologyThis chapter discusses the wide range of technologies available to support theplanning, design, analysis, operation, and monitoring of business processes. Thesetechnologies include the set of application packages, development tools,infrastructure technologies, and data and information stores that provide support toBPM professionals and workers in BPM related activities. Integrated BusinessProcess Management System (BPMS), process repositories and stand-alone tools formodelling, analysis, design, execution and monitoring are discussed. BPM standards,methodologies and emerging trends are also covered.

Business Process Modelling focuses on the end-to-end business services andprocesses that provide a value add to the Management Systems.

The Business Process Management area focuses on the core concepts of the BPM,such as key definitions, end-to-end process, customer value, and the nature of cross-functional work. Process types, process components, the BPM life cycle, along withcritical skills and success factors are introduced and explored.

A business process is a collection of interrelated work tasks, initiated in response toan event (behaviour, policy, and contract) that achieves a specific result for thecustomer of the process. Business process modelling models these processes, sothat they can be analysed, improved, codified and the requirements to support themcan be documented.

Business process modelling is the practice of documenting an organisation’s keybusiness processes in a manner which:



Disciplined;

Trainable, transferrable and certifiable;

Is highly graphical;

Focuses on business terminology rather than technical; and

Allows all business steps/tasks to be included, not just those which involve acomputer system.

Process modelling combines two techniques:

Information: Capture of information about processes the steps involved the rules,the people who perform the steps, the events that control the behaviour the sequenceand the exceptions to that behaviour.

Presentation: The purely graphical challenge of presenting this information in asuitable format.

5.1 Why BPMN?Business process modelling provides a disciplined and standard way of visualizing theoften-complex work flows within an organisation. The idea is to create a graphicalrepresentation of business processes that describes activities and theirinterdependencies. The resulting diagram reveals inefficiencies and areas forimprovement, as well as forming a basis for information system application requirements.

5.2 Business Process DocumentationThe intention of business processes documentation is that people can find out whatprocesses have already been defined by someone, so that they do not have to definetheir own version of the same thing.

Using a case tool like Visual Paradigm Agilian we are able to quickly identify availableprocesses and their associated Management Systems.

Documentation will be produced out of Visual Paradigm Agilian, templates are/will bedeveloped to produce the reports that are required.

See Appendix A for a template structure to document the processes.



6 The BPMN Basic Shapes

6.1 Symbols and their UsageThe following guidelines apply:

If an activity involves no system interaction, use the <<manual>> stereo type ornotation.

If an activity involves any system processing, use the <<system>>stereo type ornotation.

If an activity is performed entirely and automatically by the system, add a Systemswimlane to the diagram and place the activity there.

6.1.1 Symbol SizeThe mind organises things in terms of their similarity or difference and evaluates therelative importance of one object over another based on physical attributes such as size,colour and order.

Irregular sized symbols may convey messages not intend – for example, unless youexplicitly tell people that size doesn’t matter, they may attribute a greater emphasis to anactivity represented by a large symbol.

6.1.2 NumberingNumber is not used, once a process name is specified correctly, uniquely and as perstandards, number will not be required. Number creates the assumption that one processneeds to be executed before the other, based upon numbers.

Although this is ok for smaller models, when it comes to re-using processes within thesame organisation numbering will cause confusion and additional administrationoverhead.



6.1.3 Colour and ShadingAs with the size of objects, the eye naturally classifies objects according to their colourand shading. We positively reinforce this by adhering to the following colours andshading.

Notation DescriptionA Pool represents a participant in the process, but more so the community(business entity) you are addressing. It is use as a container for partitioning.

A Lane divides pools into smaller business units, teams or roles.

An abstract business process will only show external interactions (e.g.messages) with other business processes. Activities internal to the abstractbusiness process are not shown.A task is an atomic activity. A task is not broken down to lower levels of detail

A collapsed sub-process. The + sign indicates there is a lower level of detail tobe modelled.

From a “best practise” point of view try to limit the process per lane to five,more will make the diagram “messy”.Start event. Indicates the cause or trigger of the process, this includes the pre-conditions that are met.Intermediate event. Indicates an event of significance that occurs during aprocess. In the context of significance, it is to identify that it will affect the flowbut will not start or terminate the process.

It is intermediate; you could say it is waiting for something before the processcan be ended.Same as intermediate, This is a rule or conditioner, a “business rule”

Intermediate event that indicates a message will trigger the next event in theflowIntermediate event that indicates a specific time or cycle will trigger the nextevent in the flow. Used as a delay mechanism.End event. Indicates where a process ends.

Use it for an off and on page indicator. When using a tool there is no need forthese from a technical point of view. From a practical point if a pool spansmultiple pages when printed it is advisable to include these connectors.

Exclusive OR branch or join. Used to branch a process when one and only onebranch can be taken. When merging branches the process will continue when1 flow is complete.Inclusive OR gateway. For a split in the process take one or more branches, orfor a join proceed when at least one branch has completed



Notation DescriptionComplex gateway. When used to split the process flow uses an expression toexamine data of the status of incoming flows to determine the appropriatepath. When used as a join, uses an expression to determine which of theincoming flows are required to continue the processAND gateway. For a split in the process take all branches or for a join proceedwhen all branches have completed

A Sequence flow is used within a pool to show the order in which tasks will beperformedA Default Sequence flow that shows the default path or also known as themain success scenario. This is the most likely scenario

Same as a condition, but easy overlooked. Prefer the use of the diamondshapes.

A Message flow is used between pools to show the information passedbetween participants.An Association is used to associate information, text, etc. with a process ortaskData objects are artefacts that provide information about what activities requirewhen they are performed and what the activities produce.



7 The shapes in detail.This section describes the shapes in detail.

7.1 The StartFactors to consider when choosing the start point are:

What triggers this process in the first place? An event, a rule, an engineerdoing something? That could be the start point.

Alternatively, at what point does the area become responsible for theprocess? That point could be the best start point.

There can be more than one start point, e.g. The building process can start if either:

An acquire is completed, or A geological report has been received.

There can be more than one input to trigger the start point.

All processes have to start somehow, so most process modelscommence with the Start event, which is a circle.

A start event can optionally be given a name, which prints below theshape.

You can simply use the basic start event as above, or you can use one of the differenttypes of start event, to provide more detail. But be careful, not to fall in the trap ofnotation over kill.

Message Start If a process starts when some sort of message arrives. This can beby phone, mail, email, in person, text, website query.

Timer StartIntermediate event that indicates a specific time or cycle will triggerthe next event in the flow. Used as a delay mechanism.

For example 31 of June is end of tax year, 3 hours prior or 5minutes after arriving.

Rule StartThis is a rule or conditioner, could be a “business rule”, for examplethe speed camera is trigger when the speed is over 60. The stockquantity falls below the defined volume.



Link StartUse it for an off and on page indicator. When using a tool there isno need for these from a technical point of view. From a practicalpoint if a pool spans multiple pages when printed it is advisable toinclude these connectors.

Multiple Start

Parallel multipletrigger

If there is more than one ‘trigger’ for a process to start.



7.2 Sub-Process

The name of the process must convey the end-result as accurate as possible. Businessprocesses and the individual steps / tasks / sub-processes within them, should be namedin an action verb / optional qualifier / noun format that clearly identifies the intendedresult.

Choosing the correct name is a key to:

the scope of what you are about to tackle.

the process, so it can be found when it is searched in the process library.

Identification of the process by the business, modellers and stakeholders.

7.3 DescriptionDraft a one paragraph description of the process:

Its purpose; It’s main ‘customers’ (e.g. staff, Vendors, the public) or affected objects

(e.g. FDP, Project Ininitiation); The status of those customers/objects by the time the process has ended

(e.g. FDP completed, Well pump installed. New well number issued andregistered)

7.4 OwnershipDetermine who the ‘owner’ for the overall process is. Generally, the process owner isexpressed as a role not a person.

Furthermore, determine the owning department/community.

Even if the process involves many people from many departments, there shouldalways be one area/role which is the overall process owner.

7.5 TasksA task is an atomic activity that used when the detail of the process is not dissected inmore detail.

Tasks are a description of something that needs to be done and will be of the verb andnoun construct. (E.g. Sign document).

Use verbs that convey specific meaning and remove ambiguity.



7.5.1 Good VerbsBelow is a sub set of verbs that should be considered to describe a process or task.

Set Up Hand Off Problem Inspection Value-addSchedule Assign Revise Verify CompletePlan Receive Change Evaluate DevelopNotify Provide Resolve Clarify Configure

Transfer Validate CreateDespatch ExecuteDisseminate ProduceDistribute Record

Capture

Table 1- 'Good' Verbs



7.5.2 Confusing VerbsThe following verbs are confusing, as they are not specific.

Set Up Hand Off Problem Inspection Value-addTell Pass Fix Discuss Code

Get Check MakeGive Process EnterAsk Maintain UpdateEnter CreateReceiveInput

Table 2- Confusing Verbs

7.6 Validating the ProcessesAs part of the process creation, it should be validated using an Enterprise Architecturecriterion. This criteria is realized using a MetaModel, see my document Meta ModelSimplified.

Obviously the users will need to also validate that the processes and tasks are correct.

7.6.1 Triggers

Is there only one trigger condition, or are there other steps performed by otherParticipants to start the process. This may include a temporal event (e.g. shiftchangeover, observations every 4 hours) and / or a condition (change in well condition).

7.6.1.1 Other involvement

A step being performed by a single Participant may actually involve two or moreparticipants (a meeting, well handover) or there is a handoff to another Participant.

7.6.1.2 Is the result clear?

The purpose of this question is to ensure that there really is a legitimate step, theparticipants agree on what the outcome of the step is, and the name conveys theresult. This activity can be conducted with and validated by the users.

7.6.1.3 Are All Outcomes Shown?

If there is only one outcome from a process, specifically ask: “Is a decision being made here, and if so, what are all of the possible

outcomes?”

“Does this step initiate work or a notification for any other Participants?”



7.6.2 If There is a Handoff, “How Does It Get There?”How does a person get to know about the handoff?

Is it via: Reports

Inboxes

Boards

Are these significant enough to warrant their own swimlane?

A task is an atomic activity. A task is not broken down to lowerlevels of detail

A collapsed sub-process. The + sign indicates there is a lower levelof detail to be modelled.

From a “best practise” point of view try to limit the process per laneto five, more will make the diagram “messy”.

If a task may be looped through several times (e.g. gatheringrequirements from different stakeholders), then they are shown witha small looping indicator in the task or process.

The symbols can be added together – e.g. if there is a loop within asub-process, they can be shown together in the task or process



7.7 The End

An end event marks where a process or more specifically a “path” within a processends.

Likely end points are those at which: The area completely ends its responsibilities for the process; or The status of the principal objects has changed permanently; or The focus switches to another process, which is/will be modelled

separately.

There can be more than one end point e.g. The set strategy process can result in:

Acquire; or Divest; or Abandon.

All processes have to end somehow, so most process models havean End event, which is a circle with a solid line.

An end event can optionally be given a name, which prints belowthe shape.

You can simply use the basic end event as above, or you can use one of the differenttypes of end event, to provide more detail.

Message End If a process ends by someone/something being sent a message ofsome sort e.g. Phone, mail, email, document, electronic messagebetween computers, text, and record update.

Link EndIf the end of this process causes the start of another.

Multiple EndIf more than one consequence of the process ending.



There are other ends which might be required, but are not as common as those above.These are:

Error EndIf a named error should be generated. This error will be caught byan Intermediate event within the Event Context.

Cancel EndIf an end is used within a Transaction Sub-process.

Compensation EndIf a compensation is necessary. The compensation identifier willtrigger an Intermediate event when the process is rolling back.

Terminate End If all of the activities in the process should be terminatedimmediately. This includes all instances of Multi-Instances. Theprocess is ended without compensation or event handling.

7.8 The Sequence FlowThe steps and decisions in a process flow in a definedsequence. The Sequence Flows show the order of events in theprocess.

Each sequence flow has exactly one source andone target.

7.9 Gateways [Decisions, Splits, Merges]



If the flow does not need controlling, then you do not need gateways. It is really simple asthat. The gateway split the flow when multiple outgoing are required and merges whenmultiple inflowing are become one.

Most processes include decision points, wherethe next step to be taken depends on the resultsof the decision made e.g. if the well is viable dothis otherwise follow the other path.

Only one path can be true (shown here as thebasic path)

In some cases a process can follow more than one path at the same time. There’s nodecision involved, there are simply multiple sets of steps that can happen from this point.

A process can split into multiple concurrenttokens, all of which will always happen e.g. Sendoff the form for signature and at the same timebook the appointment.

The gateway will send a token down one to alloutgoing paths depending on the sequence flowconditions.

At other times, a different number of paths canbe followed in each case e.g. On well mayrequire a drilling rig, and require an evaporationpan, whereas the next well only needs thedrilling rig.

At other times, different streams within a process can merge back together.

Processes which have split into differentpossible flow will usually merge back into onestream at some point.

The gateway will pass through any token fromany of the incoming paths.



The next step sometimes only proceeds onceall the different flow have been completed e.g.Advise the farmer, once the forms has beensigned and the drilling rig is booked.

The gateway will wait for a token from one to allincoming paths depending on which paths areexpecting a token.

The next step can start as soon as ANY of thedifferent possible flows have been completede.g. Notification of the well commissioningcould come via one channel, or two, or all three.

There are other gateways which might be required, but are not as commonly used as thoseabove. These are:

An event based gateway. This is a specialcase where an event, rather than data, decideswhat should happen. For example, the firstmessage that arrives will determine which pathis chosen.

Note: it is the event, not a decision made oninformation provided by the event, whichchooses the path.

So, if two tests are taken (eg. Evaporation andirrigation results), the event gateway would be



triggered by the first test result that came back(eg. evaporation), not the information in thefirst test result (2mm).

A complex gateway is used to handlesituations that are not easily handled throughthe other types of gateways. Complexgateways can also be used to combine a set oflinked simple gateways into a simple, morecompact situation.



7.10 BPMN Pools and SwimlanesPools and Swim lanes are used to show who does what, or who is responsible for what,or where things take place. Also known as participants.

Participants define a general business role, for example, a driller, a buyer, seller, shipperor supplier. Alternatively a participant can represent a business entity like, Operations,Pipeline.

These participants may be involved in a process in different ways (e.g. authoriser,decision maker, and worker). As we are modelling the participation, there would be threedifferent participants to show the different roles in the process.

Each pool can only represent one participant, but can have many lanes.

7.10.1 PoolsA pool act as a container for a process, and as such represents a participant in aninteractive or collaborative business process diagram. A participant is defined as ageneral business role, for example laboratory assistant, driller, farmer etc. It can alsodefine a community entity like water management, operations and local community. Eachpool can only have one participant.

Rules associated with Pools

Sequence flows may NOT be used between two pools – they must either bewithin the same pool or not in a pool at all.

Messages are used to connect pools

7.10.2 SwimlanesA Swimlane is a subset of a pool, and is used to group, or which roles have responsibilityfor carrying out the activities/processes.

Lanes often represent organisation roles like laboratory assistant, driller farmer, but canrepresent and desired classification like underlying technology, organisationaldepartments, company products etc.

Figure 1 Pool with lane



Figure 2 Pool with two lanes

Figure 3 Pool with child and parent lanes

Rules associated with Swim lanes

BPMN 1.1 lanes can represent any logical grouping (not just roles). Lanes canrepresent functional areas, business systems, business classifications (gasorientated, support orientated)

Sequence flow can cross lane boundaries

Lanes can be nested (parent child lanes)

Message flow is not used within or across lanes of the same pool.

Only one lane for each role showing the responsibility for carrying out theactivities.

Lanes may not overlap.

Lanes must be entirely within their Pool.

Sequence flows may NOT be used to connect two lanes. They will usuallyconnect objects inside the lanes or across the lanes.



7.11 BPMN Messages

7.11.1 Message FlowMost flowcharting tools only cater for process flows.BPMN also provides for message flows – where oneparticipant or event or activity in a process passes amessage of some sort to another.

That message may be an email, or a phone call, or adocument, or a visit, or electronic data exchangebetween two computers, or a text message, orsomething else.

Document In The Post The message flow can be named.

7.11.2 Message Flow Start and End PointA Message Flow can start from anyone of the following.

A Message Flow can end at any one ofthe following.

A Task A Task

An EndEvent

A Start Event orIntermediateEvent or

A Sub-Process

A Sub-Process

A Pool A Pool

7.11.3 Invalid Message FlowsA message flow can’t.

Join to or from a Lane

Join to or from a Gateway (i.e. a decision, split, or merge)

Join to an End event

Join from a Start event (or Intermediate event).



7.11.4 The Intermediate EventAn Intermediate event is one which takes placessomewhere within a process. It is designed to deal withexceptions, or situations which require correction. It isshown as a circle with two lines.

It will affect the flow of the process, but will not start or endit.

7.11.5 Usage of the Intermediate EventIntermediate Events can be used to.

Show where messages or delays are expected within the Process, or

Disrupt the normal flow through exception handling.

7.11.6 Types of Intermediate EventJust like Start and End events, there are various types of Intermediate event.

Basic Message Timer Rule Link Multiple

There are other intermediate events which might be required, but are not as commonlyused as those above.

Error Cancel Compensation



7.12 Documentation (BPMN “Artefacts”)

7.12.1 Data ObjectA data object represents a piece of data which isrequired or produced by the process e.g.

Well details

A hardcopy form

A reading from a piece of equipment.

Data objects define the inputs and outputs ofactivities; it does not affect the structure and flowof the process, but are immediately tied toperformance of activities.

Data objects have states, showing how the Dataobject is used by the process.

In the example the FDP shows twice, one stateis approved and the other state is rejected.Although it appears twice it is tworepresentations of the same document.

Showing the state, you can show the changes tothe data object as it flows through the process.

7.12.2 The GroupA grouping is purely for documentation or explanatorypurposes. It has no impact on the model.

It consists of a rectangle with dashed lines and roundedcorners, usually enclosing other objects.



7.13 Business Process TypesThere are three basic types of sub-models with an end-to-end BPMN model.

7.13.1 Private (internal business) ProcessesPrivate processes are used to perform detailed process modelling for ‘as is’ and‘to be’ for those processes within the organisation.

Private business processes are those internal to a specific organisation or part ofan organisation and are the types of processes that have been generally calledworkflow or BPM process. If swim lanes are used then private businessprocesses will be contained within a single pool.

Figure 4. Private Process



7.13.2 Abstract ProcessesAbstract processes are used to model interactions between a private businessprocess and another process or participant.

Only those activities that are used to communicate outside the private businessprocess plus the appropriate flow control mechanisms are shown in the abstractprocess.

Figure 5. Abstract Process



7.13.3 Collaboration Global ProcessesA collaboration process depicts the interactions between major business entities.These interactions are defined as a sequence of activities that represent themessage exchange patterns between the entities involved.

This may be used to show business to business interactions within thecommunity, where the supplier’s internal processes are a ‘black box’, with only theinteractions to and from the community being important.

Figure 6. Collaboration Global Process



8 Diagram Types8.1 Context Diagram

A context diagram represents the entire system as if it were a single process. It isoften used to agree the community processes boundary with the communitymembers.

Within BPMN has no concept of context diagrams, in the older modeling methodsit was often referred to DFD0.

Figure 7 Context Diagram



8.2 Mud MappingAs the process modeling becomes more common and the process library is buildingup we can use the BPM/S. To group and list the processes in a “Mud Map”, thisenables to quickly show the areas of interest.

Figure 8 Mud Map example



8.3 Business Process ModelAnd example of a business process model.

Figure 9 Business Process Model



9 BPMN best practices and principals

9.1 Sending and receiving messages.Only use one approach in the same model, either ruse the catch massage intermediateevent or use the send and receive tasks. Avoid using both in the same diagram.

There are advantages and disadvantages to both approaches. Message intermediate eventsgive the same result and have the advantage of being graphically distinguishable (where astasks are not). On the other hand, using tasks enables assign of resources and simulate.

9.2 Use of start eventsYou shall use a Start and End event in each diagram, with a proper defined state.

9.3 Setting timersTimers must be non-date and time specific, they must show duration to enable re-usability ofthe process.

9.4 Exclusive gateways

9.4.1 Use default conditionMain success scenario will be shown as default condition. To ensure that the process doesnot get stuck at an exclusive gateway, at least one of the outgoing flows will be shown as thedefault path.The default is chosen if all other sequence flow conditions turn out to be false.

9.4.2 Use timerTo prevent that the process gets ‘stuck’ use a timer intermediate event as one of the optionsfor the exclusive gateway.

9.5 Parallel gatewayMatch merging and splitting flows, ensuring that merging parallel gateways have the correctnumber of incoming sequence flows when used in conjunction with other gateways.

9.6 Inclusive gateway

9.6.1 Use default conditionUse default condition, for one of the outgoing flows, to ensure that the process is not stuck atan inclusive gateway. The default flow will always evaluate to true if all other flow conditionsturn out to be false.



9.6.2 PairsAlways used inclusive gateways in pairs to avoid unexpected behaviour where a merginginclusive gateway follows a splitting inclusive gateway and that the number of flows matchesbetween them.

9.7 Complex GatewayUse text annotation with a complex gateway to tell the audience of the diagram whatbehaviour the gateway is set to perform.

9.8 Data object associationDo not associate a data object with a sequence flow if the sequence flow is connected to agateway. The application of inputs and outputs can be easily confused when one or moregateways are used for sequence flow that is associated with data objects.

9.9 Notation usageDo not use all the notation elements because you can, less is better.

9.10 Process QuantitySame as with the best practise of UML, do not exceed more than 5 processes, tasks or acombination there of per lane, pool or combination thereof.



10 Appendix AThis section describes an example template to assist with the collection of processinformation. Using a template like this will assist in importing the data into a BPMS.

Name(Name of the process)

[process name]

Process Owner [This can be a process owner, custodian orsteward]

Roles(See RASCI Model for moredetails)

The following roles can be identified being involvedin this process:

[role1], description of the role. Keep the rolename in italic throughout the document. Thismakes it easier to find.

[role2]

Black-Boxes: [role1]

Pre- Condition The following pre-conditions are met: [pre conditions are NOT assumptions, they

both describe the state of the process thatmust be true before execution, butunderlying assumptions, the pre-conditionsare tested before the process starts. Forexample the participant must be logged intothe system before executing this process, ormust have form xyz before starting thisprocess. Pre-conditions and start events arevery close related]

Inputs(What information comesinto this process)

The following inputs apply to this process:

Start Events: [Event, and trigger type (can be defined

later) including description. What is it thatstarts the process? This is different from thePre-Condition.]

Messages/Interaction: [message, and content/purpose]

Documents [Typical documents used as part of this

process]

Main SuccessScenario(MSS, documents the mostlikely process)

1. [role1], does …..2. [role1], can do

a. [success path]b. [Alternate path 1]

(this section is the step by step “conversation”



between the participants (either being system orhuman, this is help full to identify the sequence inwhich the process content is executed)

Alternate Path(Documents the deviationof the MSS)

2a [alternate path 1]

Outputs(What information isproduced as part of thisprocess)

The following outputs apply to this process:Stop Events:

[event, and trigger type includingdescription]

Messages/Interaction: [message, and content/purpose]

Documents [Typical documents produced as part of this

process]

Post-Condition The following post-conditions are met: [Describes the “exit” of the business process,

these conditions must be true to determinethat the process is finished. Why is thisimportant? These conditions help you withtesting the solution]

Metrics(Quantifiers)to calculate

The following measurable quantifiers are found, thevalues are on an average month basis:Type Quantifier[Identifier, egformxyz]

[how it is measured, eg time,quantity, quality etc.]

SupportingApplication/s(What applications areused during this process)

The following applications are supporting thisprocess:

[applications used to successfully completethis process, include the applications usedfor alternate path]

Interrelationships(Lists the relationship withother elements such asprocesses, documents andparticipants)

The following relationship(s) exist: [Relationships between the entities and

processes, for example A receives from Betc]

Rules(High-level business rulesfor this process)

The following business rules apply: [Business rules that apply to this process.

For example do not ship before payment isreceived]

Skill(Is there a particular skillset required for thisprocess)

Specific skills are required for this role: [if there are specific skills required to

execute this process].This we can use to prompt change managementand HR that this process requires a specific set ofskills. This can be something like a qualification orexperience.



Notes(everything that mightbe helpful to supportthis process)

[Anything else that might be usefulKeep in mind that the document will be publishedso only put “professional” comments in here]

KPI ID [if we know of a KPI or definition, we should putthat here so we can start building a repository. Itwill also assist the KPI group to map processes withKPI or if there is a KPI wish list you can put thathere]

Process cyclefrequency(some processes can beexecuted multiple timesin the overall processcycle)

[if we know how many time this process isexecuted during the eg lifecycle we should try tocapture that here. It helps to identify the “pain”area and the “biggest bang for buck (bug)”]