In business process management, the question that needs to be answered is “which business process needs to be improved”? Depending on the maturity of the organization in this area, the business processes already represented will be enumerated if they exist or will be carried out from the start of the business processes management cycle. Therefore, we will begin by identifying processes that are relevant to the field of investigation, delimiting the purpose of these processes and identifying the relationships between processes, for example where a process is part of another process. This phase will end with the execution of the organization processes architecture. Generally speaking, the process architecture stage will represent the whole process, the relationships and the links between them.

The Right Way to Handle The Process

The importance of process architecture is to represent them so that they end in a consistent way with positive results and deliver maximum value to the organization in its work, rendering services to customers. Value measurement is an important step in process architecture. According to Tom de Marco, “you cannot control what you cannot measure”, the next step is defining process performance indicators to assess whether processes are optimal or encounter delays, bottlenecks, etc. in the execution process. Examples of classical indicators for evaluation are cost, time and quality, especially the error rate. When you will visit will then understand on your own.

What the Stage Offers Now

The stage preceding process identification and definition of performance indicators is the detailed analysis of business processes within the scope of the investigation. The completion of this step is the representation of the “as is” situation of the process models. Process modeling creates an abstraction of these flows, which in some situations is very complex, so that different categories of users (people in the organization, managers, clients, etc.) express their understanding of the operation of the enterprise and seek to improve these processes describe and define it. The most commonly used tool for process representation is the business process diagram. At this stage, the text combination and diagrams are used for a good explanation and representation to stakeholders.

The Method

A business modeling method is defined by a business modeling language, which is the set of syntactic and semantic rules for building a set of diagrams and related objects. The world of business process modeling languages ​​is characterized by the fact that there is no dominant language or officially accepted standard in this field. At the same time, the basic principles of process modeling languages ​​are quite similar. Even more, a large number of concepts (in other words, met model elements) are common to most process modeling languages, although differently denoted in each language:

  • Tasks or tasks – Elementary stages of a process, usually represented by a rectangle in process diagrams
  • Transitions (flows) from one activity to another, represented by lines
  • Facilities to describe alternatives in a process (branching)
  • Facilities to describe activity competition (fork, join)
  • The resources needed to carry out the activities (actors) presented either in the same chart or as a reference to a separate organizational chart
  • Possibilities to refine an activity through a sub-process (a process hierarchy).

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