In a business process, sub-processes have several use cases. Watch this short video guide to learn about the various types of BPMN Sub-Processes and how by utilising them you can benefit both you and your organization.
The first article of the series “Supporting core BPM principles with BPMN 2.0”, presented business processes as organizational assets that are central to creating value for customers.
Graphically, a Flow is represented with an arrow between elements in a Process, Collaboration, or Choreography. BPMN 2.0 defines different kinds of Flows, which are explained in this article.
Commonly, it is misunderstood that IT has a direct influence on business value. Instead, the business processes are those that have direct impact on creating business value (see the first BPM principle), where IT just supports or automates those business processes.
A quick introduction to BPMN Sub-Processes which includes hiding the complexity of a business process, and defining a contextual scope that can be used for data visibility, transactional scope, the handling of internal and external exceptions of events, or for compensation.
Swimlanes are one of the five basic categories of BPMN elements and act as a container for partitioning a set of activities from other activities. BPMN 2.0 defines two different types of Swimlanes: Pools and Lanes.
This is past 1 of 'Managing Business Processes with BPMN: SWOT Analysis' where we take a look at the strengths and weaknesses of Managing Business Processes with BPMN. Next week we'll take a look at the Opportunities and Threats.
Without Business Architecture business decisions will only rarely be optimum. This blog covers how Business Architecture helps your organization understand how all the elements of your business work together and run efficiently.
BPMN specification defines an Activity as “Work that a company or organization performs using business processes”. But what are the common mistakes and how do you avoid making them?
Business process modeling is a process of transforming actual business processes into models. The question, which occurs is, whether modeling is worth the spent time and money?