Download - Business Process Modeling
Business Process Modeling:An Introduction
Presented by:
Jeff HoweyIIBA Central Iowa Meeting, May 2006
Introduction to this Presentation This presentation is intended to be an overview and introduction to
Business Process Modeling Uses a real process to help understanding Uses simple tools (Word, PPT, Visio) Exhibits different formats that may work in various situations
This presentation IS NOT intended to discuss BPML, BPEL, or even UML diagramming standards/notation These require specialized training Few are comfortable with these deliverables in most business environments
Today is about PROCESS and TIPS for conducting your own modeling activities.
Mastery of the Art, Science and Sport of Business Process Modeling requires training, practice, & patience!
What is a Business Process? A collection of related, structured activities--a chain of events--that produce a specific
service or product for a particular customer or customers.www.gao.gov/policy/itguide/glossary.htm
The complete response that a business makes to an event. A business process entails the execution of a sequence of one or more process steps. It has a clearly defined deliverable or outcome. ...www.georgetown.edu/uis/ia/dw/GLOSSARY0816.html
A business process is a recipe for achieving a commercial result. Each business process has inputs, method and outputs. The inputs are a pre-requisite that must be in place before the method can be put into practice. When the method is applied to the inputs then certain outputs will be created. en.wikipedia.org/wiki/Business_process
What PEOPLE do to meet the needs and expectations of their CUSTOMERS, whether they be internal or external consumers of
a product or service.
A Brief History of Business Process
Early 1900’s:Breaking a job into individual tasks.
Fredrick Taylor, Principles of Scientific Management
70’s & 80’s:Focus on quality management and statistical measures. (Total Quality Management: TQM)
W. Edwards Deming, Fourteen Points of Management for Quality
Early 90’s:Reorganize the business and business processes to cut across traditional corporate silos and deliver on customer value chain.
Champy & Hammer, Reengineering the Corporation
Mid 90’s:Radical reengineering is hard, maybe we should focus on incrementally improving our processes.
Harrington, Business Process Improvement
Mid 90’s:Our business processes need to be completely documented, consistently followed and regularly audited.
ISO9000 certification
90’s & 00’s:Pull many of the previous techniques into a comprehensive framework focused on quantitative measures and process improvement.
Six Sigma
90’s & 00’s:Application-centric workflow tools used to automate business processes. Some include integrated process modeling & metric reporting.
Future Trends: Maturation of modeling & workflow tools into full process management systems.
Integration of business process improvement and measurements into corporate strategic goals.
Additional emphasis on the human side of business change.
Integration of process management systems with business rules engines and application development tools.
What is a Business Process Model? Documentation of a business process using a combination of
text and graphical notation.
Depicts the Process that People employ to provide value to their Customer with a strong emphasis on how the work is done.
Defines a process as a specific ordering of work activities across time and place with a beginning, an end, and clearly defined inputs and outputs.
A component of the overall Business Architecture that serves as a reference for Business Analysis activities.
Why Model a Business Process? BABOK: “Describe the functions associated with the business activities...
and the inputs, controls, outputs, and mechanisms/resources used of those activities.” (v1.4 Sec 2.2.20.1)
Understand how labor and resources are used to create products or services for a company’s Customers. Identify areas that could be improved, made more efficient and re-engineered
Create an understanding of where Systems/Applications can or do automate or streamline human or mechanized processes – capture requirements
Integrate activities between departments/companies – especially necessary after a merger of different groups of People producing similar or dependent products/services
Assist in implementation and acceptance of Six Sigma, ISO, CMM or other standards
What other uses can you see? The list is endless
What does a BPM look like?
(Client Name) Service ExcellenceDepartment Name
(Flow Name Here)
Use blue ink to identify process Rectangular
ICONS are used for activity
Identify strengths on green post-it notes
Attach documents, reports, etc.
Show detail when necessary
Quantify opportunities, loops, lags, etc.
Identify opportunities on yellow post-it notes with red ink
Please Sign In
%
%
1
Strengths
Opportunities
1 1.2.3.
Diamonds ICONS are
used for decision points
Show linkages to other process flows
Use ICONS to show the process when possible
“It Depends”
Business Process Methodology – The Basics The most basic approach consists of developing an As-Is model
and using it to build the desired To-Be model Here are a few of examples…
PerformGAP
Analysis
PlanningAnd
Preparation
Evaluate the Current
Environment(AS IS)
Develop theFuture Vision
(TO BE)
DevelopFindings andPath Forward
Organize for Improvement
Organize for Improvement
Understand the Process (As-Is)
Understand the Process (As-Is)
Streamline the Process(To-Be)
Streamline the Process(To-Be)
Define Measurements and Controls
Define Measurements and Controls
Continually Improve
Continually Improve
Business Process Maturity Steps
• Process flow pictures• Defined business and ITchange implementations• Periodic metric gathering and evaluation
• Function-specificworkflow applications• Workflow & application-specific process models• Changes implemented by IT modifications toapplications• Regular metrics publishedfrom workflow tools• Doing what it takes to get
the job done
Advanced process modeling and simulation tools Process models are tied directly to workflow application Integration of workflow applications and other IT systems Changes implemented by changing process models Continuous monitoring of process metrics and results
Improving agility, quality and efficiency
“I cannot say whether things will get better if we change; what I can say is they must change if they are to get better.” --Georg Christoph Lichtenberg
It is normal and expected to “learn as you go” and progress in maturity at both the individual and enterprise levels
The Goal: Integrated Process Improvement
Process Design
Process Design
Process Implemen-
tation
Process Implemen-
tation
Process Evaluation
Process Evaluation
Business Strategy &
Goals
Business Strategy &
Goals
• As-Is modeling & analysis • As-Is verification• Process simulation• Improvement opportunities• To-Be vision design• Implementation planning
• Procedure and guidelines updates• Training • Organizational change management• Tool & technology improvements• Workflow implementation
• Metric gathering (manual & automated)• Scorecard/Dashboard publishing• Metric goal vs. actual analysis• Issue identification and trending
• Strategy mapping• Metric framework development• Goals & incentives design• Initiative identification
Common Methods of Modeling BPML – Business Process Modeling Language
An Extensible Markup Language (XML)-based meta-language developed by the Business Process Management Initiative (BPMI) as a means of modeling business processes
BPEL – Business Process Execution Language An XML-based language designed to enable task-sharing for a distributed
computing or grid computing environment - even across multiple organizations - using a combination of Web services.
BPMN – Business Process Modeling Notation A standard graphical notation used to facilitate the understanding of business
transactions between organizations. UML – Unified Modeling Language
A notation that allows the modeler to specify, visualize, and construct the artifacts of software systems, as well as business models.
USE WHAT WORKS FOR YOUR PROJECT ENVIRONMENT!Do what you know. Learn to do more. But don’t fake it.
Start Simple
Even when a “basic” BPM format is used, if the information from this example is included, it is likely a successful format!
Tailor Your Model to your Project & Self
BPML, BPEL, etc. are well and good if: You are trained and comfortable with their use Your target audience (Business first, Tech Team second)
understands and is comfortable with their use
Beware! Most organizations are not properly equipped or trained to produce documentation with these standards! Valid alternatives include using Visio, Word, PowerPoint,
Impress or other tools that can represent activities graphically with text!
Where do I start?
Start with a Plan – What am I going to do? Identify what tangible value (product or service) is being
produced that you need to understand Start at the top of the value chain and work downward and work
downward to identify the People and Entities involved in the Process Start at the bottom of the value chain and work upward and work
upward to fully understand the accomplishments of each step that lead to the desired results
Setup and complete Interviews of the People (or a fair representation of large groups) Interviews may also uncover new People or peripheral Processes that
you had previously not detected Set a course and work methodically
Don’t set out to boil the ocean from the outset Work in a progression that makes sense to you and/or your project
End with a Plan – what am I going to do now?
Process Modeling LayersStart at the Top, and work Down!
Enterprise Value Chain Layer The highest level describing the overall
functions of the organization Great for management “overview” for
everyone, too vague for much use
Enterprise Processes Layer Describes the major processes within a part
of the value chain and how they relate to each other
Ideal for understanding overall Business Architecture, Strategy and Goals/Vision but too broad for requirements
Identify Prospects
Build Ad Partners
Process New Subscriptions
Acquire NewCustomers
ProcessRenewals
SubscriptionMarketing
Ad SalesCustomer
CareSubscriptionMaintenance
Customers
Partners
Delivery &Fulfillment
Presentations
Internal DataSystems
3rd PartyServices
Doc Prep Process
GenerateDocs
Document/Disclosure
System
Deliver Docs
Signed DocsReturned
Audit/ReviewDocs
(Barcode orInput)
DocumentFulfillment
Customerreceives
Documents
DocsReceived
ElectronicDoc Delivery
HMC, Bankerreceives Docs
ElectronicDocumentDelivery
Docs FolllowUp Queue
Doc ReviewQueue
ElectronicClosingProcess
ChangeAnalysisEngine
FinalValidation T
imer
ProcessManager
Work StatesFundingProcess
Notification
Loan AccountNumber
Servicing Sys
E-Close?
Yes
No
SecureConsumerWebsiteDelivery
Docs OK?
Doc RedrawProcess
Yes No
Note Doc Redraw reasonsso we can identify root
causes for minimizing futureredraws
Print Procedures
1. Open MS Word2. Open the document3. Select File | Print4. Select a printer5. Press the OK button
Vision & Strategy
Business Processes & Tasks
Process Modeling Layers
Start at the Bottom, and work Up!
Business Processes/Activities Layer Describes the main activities, decisions and
variations with a process Critical to defining areas of improvement,
feature statements and Use Cases but too detailed for strategic planning and too open to interpretation for requirements steps
Procedural/Tasks Layer Describes the detailed steps done to
complete an activity (can be many layers deep)
Necessary for detailed Use Case Steps, Business Rules, Validation Criteria, etc. but loses the attention of management at Strategic level
Identify Prospects
Build Ad Partners
Process New Subscriptions
Acquire NewCustomers
ProcessRenewals
SubscriptionMarketing
Ad SalesCustomer
CareSubscriptionMaintenance
Customers
Partners
Delivery &Fulfillment
Presentations
Internal DataSystems
3rd PartyServices
Doc Prep Process
GenerateDocs
Document/Disclosure
System
Deliver Docs
Signed DocsReturned
Audit/ReviewDocs
(Barcode orInput)
DocumentFulfillment
Customerreceives
Documents
DocsReceived
ElectronicDoc Delivery
HMC, Bankerreceives Docs
ElectronicDocumentDelivery
Docs FolllowUp Queue
Doc ReviewQueue
ElectronicClosingProcess
ChangeAnalysisEngine
FinalValidation T
imer
ProcessManager
Work StatesFundingProcess
Notification
Loan AccountNumber
Servicing Sys
E-Close?
Yes
No
SecureConsumerWebsiteDelivery
Docs OK?
Doc RedrawProcess
Yes No
Note Doc Redraw reasonsso we can identify root
causes for minimizing futureredraws
Print Procedures
1. Open MS Word2. Open the document3. Select File | Print4. Select a printer5. Press the OK button
Vision & Strategy
Business Processes & Tasks
Conduct Interviews Schedule enough time to ask
questions about what a Person does but to also watch them perform their duties for a period of time
Document everything that is said and pay special attention to the specific order of events, pre-requisites, inputs and outputs, constraints, things that work well vs. things that need improvement
Ask Questions and begin Analyzing on the spot
{Business Process Questionnaire} Purpose Define the intent of the interview
Identify if the purpose is to gather “as-is” process information for a specific purpose (e.g. to create a “to-be” model)
Note if there will be any follow-up actions as a result of the interview
Description Describe the Process being documented in non-technical terms
Roles Define the person’s role in the process (it may be helpful to capture their name for future reference!)
Document more than a job title, actually define the role and what part the role plays in the overall process
Pre-Conditions
Identify any upstream activities, triggers, dependencies or prerequisites to this process that must be met prior to beginning
Input Items Identify information, real items, etc. that are required or optional input items to this process
Tasks/Steps 1. Identify detailed steps and tasks that the role performs to complete the process
2. For each step identify any validation, business rules, constraints, etc. that are relevant to the specific task
3. Identify any defined/documented procedures, deviations from the “defined” procedures that a particular person or group makes and why the deviations are made (good place to find improvement or automation steps to “workarounds” or inefficient practices, etc.)
Output Items Identify any products, services, information, etc. that are created as a result of the task steps
Name and/or describe the product, service Name and/or provide examples of any reports created Identify where the output goes next (this may help identify additional
persons and processes not previously detected)
Supporting Tools
Name and describe anything used as a supporting item in the performance of these tasks Process documentation Training materials Tools Applications/Systems (can be generic description at the “system name”
level if generally understood, or detailed into specific screens, databases, etc. if necessary)
Validation/ Verification
1. Detail the steps taken to ensure that the process is complete
Post-Conditions
Identify any characteristics checked in the product or service to terminate the process.
Identify quality standards Define how the “recipient” of the output is involved in determining
whether they accept the product or service as an input in the next process
Additional Information
Document any comments about the process that may help improve the tasks, input or output. Many additional requirements are found by simply asking what could be better about a process, what works well, etc.
Downloadable sample at www.mentortek.com/bpm/
Analyze!
The deliverable of a Business Analyst conducting Business Process Modeling is rarely to document the “status quo” process. Do something with the knowledge, you may be the only person in an organization with both the big picture and details!
Analyze the process and INVENT ways to improve or modify the process with a new or modified ‘system’ (not always a computerized system!)… even during the interview! What did the People like that should continue? What did the People dislike that could be fixed? Where was the Process inefficient or constrained in a way that could
be improved? Were any opportunities to automate repetitive functions identified?
Things to Remember
When an output is heavily dependent on complicated Human Logic or subjective review, it is generally not easy to automate, but could be improved in other ways!
Your “inventions” may have a drastic impact on the People involved in a Process – be sensitive to the corporate culture and understand the impact BEFORE you present alternatives Test your ideas with both “early adopters” & “laggards” Make sure you have a Sponsor/Champion on your side
Sample Business Process
New Magazine Subscription
Jan googles (it’s a new word, trust me) information on Parrots one afternoon after she buys a new bird
Google returns a link to the “Parrots R Us” magazine website
Jan signs up with an online form to receive a 2-month free trial to receive the magazine
“Parrots R Us” wants to do everything they can to sell a 2-year subscription of their magazine to Jan
What is the Business Process and Model?
Jan Signs Up for the Free Trial
Marketing has worked with Google to place an ad online {Not part of this Process Model}
Jan enters the homepage for “Parrots R Us” which has a readily visible “Free Trial” online sign up form {Created by Marketing IT}
The information entered by Jan (Customer) is submitted to the Subscriptions System when she saves her entry {Let’s begin here} We understand that Jan is required to enter her name, address, e-
mail, phone number, and type of bird that she owns (with options for non-owners who are interested in Parrots)
The Subscriptions System identifies duplicates by address and last-name.
Jan’s Subscription is Received
Owen is a supervisor in the Subscriptions (Subs) department whose team handles new subscriptions. We interview Owen to learn the following: Jan’s request is placed in the “New Subs” Queue of the
“Subs” system for processing Owen’s team of 5 Processors share the “New Subs”
Queue and work on the list in a FIFO order Within 24 hours (1 business day), Jan’s request will be
processed for a new subscription
Jan’s Subscription is Entered At the beginning of the day, each Processor logs
in and selects the “New Sub” queue to process records. The system automatically selects the first record in Queue to be handled
When one Subscription (Sub) is completed, the system displays the next record to be processed 2 of 5 Processors indicated the font on the New Subs
screen of the system is too small to read and strains their eyes. {Possible enhancement requirement to the system}
All 5 Processors felt the speed of the system was too slow in the afternoon (between 1 and 4pm each day){Possible constraint of the system to be investigated}
Jan’s Subscription is Processed
The Processor hits the <F7> key to validate or update the Customer’s Address This matches against USPS standards and automatically formats
the address, and adds the ZIP+4 to maximize mailing discounts If an address cannot be found, the Processor emails the Customer
for an updated address and the Record is returned to the “Pending Subs” Queue.
The department email address [email protected] is used as the return email address.
The system automatically assigns the Subscription Begin date as 30 days from the current date Owen believes that it would provide better turnaround and
Customer Retention to send it in 10 days{Potential discussion to facilitate with Marketing and Sales}
Jan’s Subscription is Processed
At the end of the day, each Processor Prints out the list of Subs processed (New Subs Report) The list shows the Customer Name and Subscription
begin date The printed list is placed in the “New Subs” basket at
the end of the aisle None of the Processors know what the list is used for.
Owen sends it interoffice to the Mail Room first thing each morning{What is the goal of this interaction?}
Handling Address Problems
Every Friday, Sally opens the “Pending Queue” and checks against the department inbox to see if any customers have responded to requests for address corrections If no matches are found, the record is returned to the “Pending
Queue” for review the following week If no matches are found for 4 weeks, the request for a New Sub is
deleted from the system Sally believes the company should call the Customer since their phone
number is required, but Owen indicated that Sr. Management did not want to incur the expense of phone calls or implement a new process to handle incoming calls if customers call back
Sally indicated that she wished there was a faster way to match up email responses to the system by having the New Sub ID in the subject line instead of just matching by the name on e-mail addresses
Initial Business Domain Model
Before beginning the process modeling exercises, it is beneficial to create an initial Business Domain Model to identify Who and What are involved in the process
As interviews proceed, add Who’s and What’s to the domain. Also serves as a helpful tool for technical team members
needing to understand relationships of business objects and entities
Initial Business Domain Model
Free-Trial SubscriberActor
Subscriptions System
Web Interface receives request
Places request in “New Subs” Queue
Validate Address
Set Free-Trial Subscription to start
in 30 days
Daily New Subs Reports New Subs Reports for Mail Room
(Submit request online)
New Subs Processors (5)Actor
Print report at end of each Day
(Owen) Collate all New Subs reports
Do what makes sense!
Some user communities will work well with Class Diagrams, UML Diagrams, etc. Others would work better with pictures such as this.
Note the emphasis on Actors, Systems, possible Use Cases (activities and goals) and outputs
I want “Parrots R Us” magazine free for 2 months.
New Subs Processor Business Process
Focus placed on “Activities” of a Person with little regard to systems
Process New Subscriptionsin New Subs Queue
Validate Mailing Addressesfor New Subscriptions
E-mail Subscribers with invalidMailing Addresses
Process Pending Queueand E-mail Inbox forAddress Corrections
Print New Subs Report
Friday Onlyby Sally
Note: each of these activities has additional detailed steps that are best explained in text procedures
This is a fairly basic and immature format, but will help communicate issues in the early stages of requirements discovery and dependencies between processes
New Subs Business Process (w/system)
Focus placed on “Interactions” of a Person with a System
Begins defining a Business “Object” using a Class Diagram for the “Free-Trial Request”
New Subs ProcessorSubscription SystemNew Subscriber
Potential Subscriber SubmitsFree-Trial Request Online
Free-Trial Request savedinto Subscriptions System
Automatic "Thank You"e-mailed to Subscriber
Subscription SystemIdentifies Duplicates
“Renewal Offer"e-mailed to Subscriber
Not
a
Dup
licat
e
Dup
l icat
e
Request Savedto “New Subs” Queue
New SubsProcessor ValidatesMailing Address (F7)
-Name-Address-e-mail address-phone number
Top Package::Free-Trial Request
Subscriber’s Addressupdated to USPS format
Subscription BeginDate Set
Valid Address
E-mail Subscriberto request new
address
Print DailyNew Subs Report
“Swimlanes” can help define boundaries in the flow of activities between departments, individuals, systems, etc.
This format is a little more mature and begins to detail out the input and output items, dependencies and ownership of processes
Can We Re-Engineer?
Automate the Processing If address is good, auto-process and free up
Processors for other duties If address is bad, add to Pending Queue (same
as now) for manual resolution Call the Customer (now that there is time) and
process address corrections over the phone Higher customer service Free up New Subs team to help with Renewals Can this increase growth? Cut costs?
What could the new Process Be?New Subs ProcessorSubscription SystemNew Subscriber
Submit Free-TrialRequest (Online)
Save Free-Trial Request
E-Mail Automatic"Thank You"to Subscriber
Identify Duplicate Requests
E-Mail “Renewal Offer" to Subscriber
No
t a
Du
plic
ate
Du
plic
ate
Validate Address
-Name-Address-e-mail address-phone number
Top Package::Free-Trial Request
Save Request toPending Queue
(for manual resolution)
Set SubscriptionBegin Date
(revised to 10 days)
Request new address(Call/E-mail)
Print DailyNew Subs Report
*Note change to Action-driven “Use Case” languageand Updates to System/Process
Inva
lid A
ddr
ess
ValidAddress
-Name-Address-e-mail address-phone number-NewSubID
Top Package::Invalid Address
X
Delete Requestsw/o Response
Why not automate?
Listening to requirements and vision statements during your Process Analysis allow you to invent Use Cases that may improve the overall system
The diagram becomes more mature as additional Entities gain detail
Each process can map off to individual task level or to Use Case steps and additional requirements
Use a Format that makes Sense
The following diagrams are for the “Parrots” Marketing Business Process Compare how a format that works in one setting
may not work in another Be willing to experiment and try new formats that
communicate details more appropriately
Marketing Business Process (swim lane format)
Mo
ntly
at
Mo
nth
-En
dW
ee
kly
by
We
dn
esd
ay
We
ekl
y b
y T
ue
sda
yW
ee
kly
on
Th
urs
da
y
NancyJoel
Run Prospects Reportfrom New Subscriptions
Give Prospects Reportto Joel
Joel inputs weekly ProspectsReport to Excel
Mail-Merge Names,Addresses to Discount
Letters from copy of spreadsheet
Compile weekly spreadsheetsto monthly spreadsheet and
send to ChoicePoint
Fold and Stuff Discount Letters
Deliver Envelopes to MailRoom for Postage and Mailing
Enter Marketing Codes inSubs System for Packaging
Compare data in Report returnedby ChoicePoint to available offers
When necessary, it is possible to use criss-cross swim lanes to delineate different types of ownership or event flow, but in some cases, this may add confusion rather than clarify the situation
In this example, it is difficult to grasp input and output items without a “system” involved
Marketing Business Process (alternate view)
Processes external to “Parrots R Us”
New Subsprocesses new
Free-TrialRequests
Nancy runs“ProspectsReport” onThursday
Output:Prospects
Report
Nancy gives“Prospects
Report” to Joel
Joel enters data from“Prospects Report” intoweekly Spreadsheet by
Tuesday
Output:Weekly Prospects
Spreadsheet
Nancy uses copy ofSpreadsheet to mail-merge with Discount
Letter template
Output:Discount Letters for
potential Subscribers
Nancy folds andstuffs letters in
envelopes
Output:Envelopes with
Letters
Nancy sendsEnvelopes to Mailing
Room for postageand mailing
Joel combinesweekly Spreadsheets
for monthly reportsent to ChoicePoint
Output:Montly ChoicePoint
Report
ChoicePoint compilesMonthly Spreadsheetwith additional data for
“Parrots” Marketing
Output:Monthly ChoicePoint
Data Spreadsheet
Joel comparesChoicePoint data to
list of currentofferings
Joel decides which codes touse and enters in
Subscriptions System forPackaging to use in next
magazine mailer
ChoicePoint comparessubscriber data to
database
Consider a more linear approach and visually-distinct process model that can be easily understood by your audience
From this format, identify opportunities to improve or automate in the same way you would others
BPM Best Practices Ensure a high-level Champion or Steering Group is formed to
provide executive sponsorship and definition of goals in a large process-modeling exercise.
Start small, demonstrate success and build on the success. Start with a narrow scope before trying to choreograph an entire enterprise business process model.
Ensure business persons’ expectations are set appropriately at the outset; otherwise they will assume that this project is “just like all of the other projects that came before” and produced few tangible results. Make sure you deliver on those expectations!
To be successful, BPM must be a way of thinking of the enterprise and building a process into the overall business architecture rather just a way of documenting steps in a process that appears to be independent of the business.
BPM Best Practices (continued)
Build Re-Usable Process Components when possible Business Objects/Entities
Customer (Name, Address, E-Mail address, Phone Number) Customer Report (Name, Date Added, Last Sale Date, Credit
Rating) Loan (Loan Name, Loan Type, Interest Rate)
Interfaces and Systems System Notation, Name, Description Interface Name, Description, Purpose, Input/Output formats, etc.
Processes and Activities Retrieve Customer Data Update Address
Organizational Structure descriptions Department/Division Name, Description, etc. (e.g.
Recap and Close
Start Simple Do what you know. Learn to do more! Educate as you implement (yourself, your
business partners, others in the enterprise) Look for the details in the big picture Share your knowledge Experiment with formats Your primary goal is to COMMUNICATE
Resources www.bptrends.com www.bpmi.org
www.iiba.com www.mentortek.com/bpm/
Final Words – Seek out coaching, advice, and practice opportunities Actively engage in the science, art, and sport of Business Process
Modeling: The more you seek out coaching, advice, and practice opportunities, the more your technique and ability will improve.
For more information, to share thoughts, ask questions, or discuss training opportunities, feel free to email me at [email protected] or [email protected]
Special ThanksI would like to thank the following individuals for their help in review and preparation of this material:
Brian Steckelberg
– from whom I outright copied several diagrams and slides, THANK YOU!
Sinikka Waugh, Pam Mohr, Jodi Rhone, John Durman
– for reviewing and providing input on this presentation, THANK YOU!