The terms ‘diagram’ and ‘model’ are often used interchangeably, yet there is actually an important difference between them. It can be useful to reflect on these differences when undertaking process analysis, management or improvement - and it can be particularly important when utilizing the BPMN approach to modelling.
BPMN provides a number of ways to show automation and the use of IT. This includes the ability to denote different types of task (such as ‘manual tasks’ that are entirely manual, ‘user tasks’ where IT is used as well as ‘service tasks’ that are automated and call on some type of service).
In a BPMN process diagram, an activity is represented with a rounded-corner rectangle and named according to the kind of work, which has to be done.
BPMN Process diagrams are most common, and are depicted as a graph of flow elements – Activities, Events, Gateways, and Sequence Flows that define finite execution semantics.
One option for improving a process is to introduce elements of automation. Yet automation is rarely a ‘silver bullet’, and in order to be effective it’ll be necessary to truly understand the process. In this article, Adrian Reed examines how BPMN can be used to drive process automation.
BPMN is a rich and detailed standard which enables us to visualize process models using a standard notation. Yet BPMN’s richness can cause challenges when working with a broad range of stakeholders. In this article, Adrian Reed discusses this challenge, and suggests that if we keep our stakeholders front-and-center of our minds, we can keep them on board and create models that they will find useful and valuable.
Read this BPMN blog to better understand the roles of the 'Functional' and 'Process' approaches in business process modelling are.
This is the concluding part of our 'Managing Business Processes with BPMN: SWOT Analysis'. Here we take a look at the Opportunities and Threats of Managing Business Processes with BPMN.
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.
We understand the term “asset” as any item of economic value owned by an individual or organization, especially that which could be converted into money. In this blog we take a look at how in BPMN Business Processes can be considered Organizational Assets too.