introduction to business process...

Institut Mines-TélécomInstitut Mines-Télécom

Introduction to

Business Process Management

Matthieu LAURAS

BINUS University, Jakarta

June 2017

Contact: [email protected]


Agenda

2

The Modelling Concept

Enterprise & Business Processes Modelling


Optimizing Processes through BPM


Modelling Illustrations

Modeling is a critical skill of human-being. It is

the basis of our intelligence:

• Making your own opinion about a stranger

─ depending on the context

• Designing the plan of a building / city

─ depending on the objective

• Anticipating the trajectory of a ball

─ based on physical rules

• Driving or parking a car

─ modeling to guide actions

• Explaining an idea with a sketch

─ based on implicit conventions

3


Fundamental concepts

4

Concept 1 : « Building » modelling consists in

producing something concrete (picture, text,

formula, etc.)

Concept 2 : « Abstraction » modelling consists in

building a simplified image of something

concrete.

Concept 3 : « Sharing » modelling consists in

sharing a view of a system in ordet to exploit it.


Modelling: How does it work?

5

3 : Projection plan

(= modelling language)

2 : Modelling point of view

1 : Boundaries of

the subject

4 : Projection (= modelling)

of the subject on the plan

(=language)

5 : Granularity level of the model

But… Other points of view may

be useful for an optimal

coverage of the subject

Connexions? Relevance?

of the model views…


Objectives of Modelling

6

There should always be a clear and well-defined

objective to any modeling activity:

Modeling to manage = SIMULATION

Modeling to understand = COMMUNICATION

Modeling to design = CONCEPTION

Modeling for…? = …?…


Agenda

7






Enterprise Modelling

Two main visions:

8

Decision

System

Physical

System

Information

System

InformationFunctions

Processes

Data Appli. WorkflowsInformation

System

Humain


Enterprise Modelling: The ISO 19439 standard

9

Organization / Enterprise

Functional

Organisational Resources

InformationalData

Hierarchical

diagram

Competencies,

Capabilities and

processes

Machines,

people,

buildings


Business Process

10

Highest behavioral level to represent an

organization

Representing the functional view of ISO 19439

A set of activities organized and structured to

satisfy one or several objectives

A process may schematically use "inputs" to

produce "outputs" according to "objectives" and

by using "resources"


Business Process Standard

11

ISO 9001:2015 indicates that 4 categories of

business process exist:

• Decisional processes (management): design and

monitoring of the strategy (politics)

• Operational processes (realization): providing

product(s) or service(s) (lifecycle)

• Support processes: improving and providing other

processes with the required means (resources)

• Continuous improvement processes: structuring and

ensuring the improvement of the added value and

customer satisfaction


Agenda

12






What BPM means?

13


• The whole step

Business Process Modelling

• The main tool

Business Performance Management

• The main objective


Why BPM is so important?

14

An enterprise must evolve not to die...

It is required to improve the enterprise...

Understanding/managing an enterprise is a very

complex activity...

BPM


Level 1

15

Level 2

Decisional

Operational

Support

Level 3

Inputs

Outputs

Resources

Instructions

Activity A

Acto

r Se

rvic

e B

Activity D

Activity BInformation

Document

Activity C Message

OK

!OK

Activity E

Activity F ...

Se

rvic

e 1

BPM : Modeling the organization as a business process cartography to

improve it

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Level 1 cartography... What else?

Decisional

Operational

Support

Two main comments:

• Coverage: All activities and functions of the organization must be included into the

business process cartography

• Relevance: All criteria used for classifying processes (as decisional, operational and

support) must be justifiable

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7


Two main comments:

• Granularity: There should be as much level 2 processes as required to absorb the

complexity of the organization

• Floor criterion: The last layer of level 2 should be one step upper the atomic

capabilities of resources

Inputs

Outputs

Resources

Instructions

Institut Mines-TélécomInstitut Mines-Télécom 1

8


Su

pp

lier

Dire

ctio

nP

rod

uce

r

Payment

Launch the

production

ProduceProduction

order

OrderSend

invoice

Send

sending

notice+ Close

order

Custo

mer

Dire

ctio

nP

rod

uce

r

Send

order

Wait for

notice of

recepion

Waiting for

receptionInformation

about order

Facture

Evaluate

reception

Evaluation

product

OK

!OK

Send

payment

Start

procedure ...

Start-Event

Intermediate-Event

End-EventMessage flow

Gateway

Sequence flowActivity

PoolLane


Why should you use BPM?

19

Modeling an organization as a business process

cartography to improve it.

• Certification of the organization

─ ISO, CMMI, etc. based on process cartography (existing,

understanding, applying, optimizing, etc.)

• Improvement of the processes of the organization

─ Simulation, V&V, KPI, to improve the whole behavior

• Specification of an IS

─ Extraction of requirements


Agenda

20






The BPM Lifecycle

21

(Vernadat, 1996)


The Performance Issue

22

ProcessInputs Outputs

Instructions

Resources

Relevance

Effectiveness

Efficiency


Conclusions on BPM

02/09/201323


Introduction to


Matthieu LAURAS

BINUS University, Jakarta

June 2017

Contact: [email protected]

introduction to business process...

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