A dotted arrow in the bpmn model represents the

Appendix 7D Business Process Modeling

Learning Objective

After studying this section, you should be able to 7D.1 understand how to represent business processes with business process diagrams.

Introduction

At the heart of just about any information system developed for organizations, there is a business process. A business process is a standard method for accomplishing a partic‐ ular task necessary for an organization to function. A business process can come from any business function, from accounting to supply chain management to after-sales ser‐ vice. It can cross business functions as well. A business process can be simple or com‐ plex, but the more complex it is, the harder it is to automate. Complexity also makes a process more difficult to understand for those who are not familiar with it. Communica‐ tion tools are needed to describe business processes to those who need to know about them, such as systems analysts, but who have no firsthand knowledge of the process‐ es. There are many ways to represent business processes, from data flow diagrams to activity diagrams. The Object Management Group (OMG), the same group that is re‐ sponsible for standards for object-oriented programming, has established a specific modeling approach for business processes. It is called Business Process Modeling No‐ tation (BPMN). This appendix provides a very brief introduction to BPMN. First, we will introduce you to the basic notation in BPMN, and second, we will provide a couple of examples. If you are interested in mastering BPMN, there are many materials available (see the reference list).

page1image4013654688

Basic Notation

Business Process Modeling Notation is much more complicated than data flow diagrams notation; it is made up of many more symbols, and each symbol has numerous variations. (The interested reader is referred to the BPMN standards and numerous other documents to learn about all of the various as‐ pects of the complete BPMN standard. See the reference list at the end of the appendix.) However, there are four basic concepts in BPMN, each of which has its own basic symbol. These basic concepts are events, activities, gateways, and flows. Their symbols are as follows:

page2image3992347584

All business processes begin and end with an event . The symbol for an event is a circle. For a start‐ ing event, the walls of the circle are thin. For the ending event, the walls are thicker. A starting event can be colored green, and an ending event can be colored red. An activity is some action that must take place for the process to be completed. An activity can be completed by people or by a computerized system. The symbol for an activity is a rectangle with rounded edges. A gateway , symbolized by a diamond, is a decision point. The final primary concept is flow , represented by an arrow. Flow shows sequence, the order in which activities occur. A simple example, without content, of a process represented by BPMN, is as follows:

Event

In business process modeling, a trigger that initiates the start of a process.

Activity

In business process modeling, an action that must take place for a process to be completed.

Gateway

In business process modeling, a decision point.

Flow

In business process modeling, it shows the sequence of action in a process.

In this simple example, you see that the business process starts with some event, shown with an event symbol on the left. BPMN diagrams are always read from left to right. The event is followed by the first activity. An arrow symbolizing flow connects the event to the activity. The first activity is followed by a gateway. This is a decision point, indicated by two choices: “Yes” and “No.” Some condition is associ‐ ated with the gateway, and that condition can either be met (Yes) or not (No). Whether the condition is met or not determines where the flow goes next in the diagram. Both conditions lead to an additional activity. If the flow goes through the top of the diagram, there is one more activity that takes place be‐ fore the process ends at its ending event. If the flow goes through the bottom part of the diagram, the

page3image4015109072 page3image4015109344 page3image4015109616 page3image4015109888 page3image4015110224

process concludes after just one activity is completed. Note how the walls of the circle that represents the final event are much thicker than those of the circle representing the beginning event.

Typically gateways are exclusive, which is to say that flow must follow only one path out of the gateway and only one downstream activity can take place. However, a gateway may be inclusive, which means that more than one downstream activity can occur. If a gateway is inclusive, the downstream activities that follow it must also be followed by a merge gateway, where all the flows come back together. Such a situation would look like this:

In this example, both or either of the activities that follow the gateway could occur. The merge gateway follows the activities, reuniting the two possible flows into a single flow. Note that the symbol for an in‐ clusive gateway adds a circle inside the diamond. If it is necessary to indicate an exclusive gateway, you can add an “X” to the inside of the diamond.

In fact, there are three different types of gateways in BPMN. The gateway with an X inside is called an exclusive OR gateway (XOR), meaning that only one of the paths that exit the gateway can be followed. The gateway with a ‘plus’ sign inside is an AND gateway. This means that all of the paths that follow the gateway can be followed in parallel. The third type of gateway is the OR gateway, symbolized by

page4image4013803856

an O inside the diamond. An OR gateway means that at least one path out of the gateway must be fol‐ lowed, but many or even all of the paths that leave the gateway can be engaged.

Figure 7-44 shows a process that includes an XOR gateway. After activity N is finished, there is an exclusive choice of which action to undertake. Based on the notation, if the value found at the gateway is ‘a,’ then activity A is performed. If the value at the gateway is ‘b,’ then activity B is performed. If the value is ‘c,’ then activity C is performed. But only one of these paths can be followed. Once activity A or B or C is performed, all of the paths merge together at the second gateway, and activity D can be performed.

page5image4014146032

Figure 7-44 An XOR gateway.

Figure 7-45 illustrates a process that includes an AND gateway and an XOR gateway. We again read the BPMN diagram from left to right. After activity N is complete, we come to an AND gateway. This means that both of the paths that follow the gateway must be followed. The top path leads to an XOR gateway. As we have seen, the XOR gateway means only one path that leads from it can be followed. If the value found at the XOR gateway is ‘a,’ activity A is performed. If the value at the gateway is ‘b,’ then activity B is performed. Activity C is performed in parallel with either activity A or B. After either A or B is performed, the paths merge to the closing XOR gateway. The path that leaves the XOR gateway and the path that leaves activity C then both merge at the next AND gateway. Now activity D can be per‐ formed, completing the process.

page5image4014219712

Figure 7-45 A process featuring an AND gateway and an XOR gateway.

Although it is beyond the scope of this appendix to introduce all of the specialized varieties of the four basic concepts in BPMN, it is useful to present a few varieties of some of the concepts. For example, here are the symbols for a couple of types of events. They both feature the basic circle as a symbol for an event, but each one has something inside. The first has an envelope inside, and the envelope stands for a message. An event shown like this, at the beginning of a process, means that the process starts with a message. A message is a basic flow of information, such as the receipt of an order or of a cus‐ tomer inquiry. The other event symbol has a clock inside.

If a process starts with this type of event, it means the process starts at a particular time. In both cases, the starting event is triggered by an action outside the process itself, either a message or a particular time.

Figure 7-46 A simple BPMN example.

Another example of variations in a basic concept appears below, for flow. You have seen the basic symbol for flow, the arrow. The next symbol for flow includes a slashing line near its beginning. This in‐ dicates a default flow, and you will usually see this symbol after a gateway. It shows that flow through a gateway typically follows one path out of those available. The third flow symbol is a little different. The arrow line is dotted, and it begins with a circle. This symbol is used to signify the flow of a message rather than the flow of sequence from one activity to the next.

We have presented just a few of the many variations in BPMN available for the basic concepts. There are many more, and all of them are designed to address very specific circumstances. Having all of these variations available makes BPMN very precise and therefore very powerful. However, all of the

page7image4015666832 page7image4015667120 page7image4015667408

variations also make BPMN relatively complex and harder to learn than diagramming notations that employ less variety.

We present a simple example of a BPMN diagram in Figure 7-46 . It is a process for ordering a pizza. The first activity involves browsing the menu for your favorite pizza source, whether it is a restaurant or a delivery service. Once you know what you want, you call to order the pizza. Then the delivery person comes to your apartment, and you take delivery of the pizza. Next, there is an XOR gateway, so you can do only one of the two things that follow. You want to know if the pizza that was delivered is the same as the one that you ordered. If it is, you pay for the pizza. If not, then you return it to the delivery person. After one or the other of these activities has been performed, both paths end at the XOR merge gateway. And then the overall process ends.

Before we leave this section on notation, we need to address one other concept: swimlanes. A process diagram can be depicted with or without a swimlane , which is a way to visually encapsulate a process. Swimlanes can be depicted either vertically or horizontally. Whether a swimlane is used or not, the diagram shows only one process with one actor. If more than one actor is part of the process, then the process diagram is shown in a pool . A pool is made up of at least two swimlanes, each of which focuses on the actions of one participant. The participant need not be a single person; it can be a team or a department that participates in a part of the process. Pools can also be depicted vertically or hori‐ zontally. When a pool is used in a business process diagram, it is called a collaboration diagram.

Swimlane

In business process modeling, a way to visually encapsulate a process.

Pool

In business process modeling, a way to encapsulate a process that has two or more participants.

page8image4014678880 page8image4014679152

page9image4015738144

Business Process Example

An example of a business process diagram that features both swimlanes and a pool is shown in Figure 7-47 . The process depicted is recruiting. There are three participants: the job applicant (shown in a swimlane), a manager, and a Human Resources (HR) department. The manager and HR department are in the same company and so are both shown in a pool. All communication between the company (pool) and the applicant (swimlane) is done through messaging. Note the lines indicating communication be‐ tween the applicant and the organization are dotted lines and feature envelopes at midline. The en‐ velopes symbolize messages, or information.

Figure 7-47 Depicting a recruiting process with BPMN

To read the diagram, start at the top left, with the event symbol in the manager’s lane in the company pool. Then continue to read from left to right. Follow the arrows, which indicate flow up, down, and across. The manager needs to recruit someone for a job, so she creates an advertisement for the job. Flow control then passes to the HR department, where the ad is reviewed and then posted. At this point, a job applicant sees the ad and completes and returns an application. The application is received by HR, where it is evaluated and passed on to the manager. The manager evaluates the application and then must decide whether or not to interview the applicant. This decision is indicated by the gateway symbol. There are two possible outcomes: yes, interview the applicant, or no, don’t interview the appli‐ cant. If the decision is “no,” then the manager notifies HR. HR notifies the applicant, and the applicant must decide what to do next. The process ends for both the company and the applicant. If the decision is “yes,” then the applicant takes part in an interview. The results are evaluated by the manager. At this point, whether the manager decides to hire the applicant or not, she notifies HR of her decision, and

page11image4016162688

HR then notifies the applicant. The applicant must decide on his next step, and the process ends for all involved.

Obviously, the recruiting process has been simplified for this example. Many more activities are typical‐ ly involved in recruiting, such as conducting credit and background checks of the applicant. Much of the detail was removed to make the example easier to understand and depict.

Summary

In this appendix, we introduced you to Business Process Modeling Notation (BPMN). BPMN is a stan‐ dardized way of depicting business processes. It is overseen by the Object Management Group (OMG), the same group that oversees notation for object-orientation. We introduced you to the four basic con‐ cepts of BPMN—event, activity, gateway, and flow—and the symbols for each of them. We also intro‐ duced you to swimlanes and pools. BPMN is a very precise and complex modeling notation, but that makes it very powerful. Because BPMN is not technical in nature, it can be used effectively for commu‐ nications between systems analysts and systems users.

Key Terms

7D.1 Activity 7D.2 Event 7D.3 Flow 7D.4 Gateway 7D.5 Pool 7D.6 Swimlane

Match each of the key terms above with the definition that best fits it.

A way to visually encapsulate a process. A trigger that initiates the start of a process. A way to encapsulate a process that has two or more participants. A decision point. Shows the sequence of action in a process. An action that must take place for a process to be completed.

Review Questions

7D.7 What is a business process? Why is business process diagramming important? 7D.8 What is BPMN? Who is responsible for it? 7D.9 List and define the four main concepts that are part of BPMN. 7D.10 What is the difference between a swimlane and a pool? When do you use each one? 7D.11 BPMN includes many different variations on its key concepts. You were introduced to three different variations of the symbol for flow. Explain each one of them.

Problems and Exercises

7D.12 BPMN includes many different varieties of its key concepts. Go to www.bpmn.org (and some of the other BPMN sites listed in the reference list) and look up all of the many variations that are possible for each concept. Prepare a report on six possible variations for each of the four major concepts.

7D.13 The appendix features two BPMN examples that showed symbols but lacked content. Think of actual processes that can be described with the “empty” process diagrams in the chap‐ ter. These processes will have to be pretty simple, given how small and simple the diagrams are. 7D.14 Use BPMN to depict Hoosier Burger’s food-ordering system from Figure 7-5 as a busi‐ ness process model. 7D.15 Use BPMN to depict Hoosier Burger’s inventory control system from Figure 7-15 as a business process model. 7D.16 Draw a BPMN diagram that models the employee’s reimbursement process described below. Employees of West Nile Valley University have to follow a specific procedure to get reimbursed for travel they undertake on behalf of the university. First, they have to gather and prepare all of the receipts the university requires for reimbursement. At the same time, they complete the offi‐ cial reimbursement form. They then submit both the receipts and the form to their departmental secretary. If something on the form is incorrect, the secretary returns the form to the employee for correction. If the form is correct, then the employee is asked to review the reimbursement amounts, which are determined by an analysis of the reimbursement request. If the amount shown is not correct, the employee must indicate that this is the case. If the amount shown is correct, then the employee’s responsibilities for reimbursement are complete. 7D.17 Draw a BPMN diagram that models the reimbursement process described below. Use one swimlane for each of the three actors in the process. The travel reimbursement process for employees of West Nile Valley University involves three different actors: the employee, the employee’s departmental secretary, and the treasurer’s office. First, the employee has to gather and prepare all of the receipts the university

requires for reimbursement. At the same time, she completes the official reimbursement form. She then submits both the receipts and the form to the departmental secretary. If something on the form is incorrect, the secretary returns the form to the employee for correction. If the form is correct, the secretary prepares a form required by the university. That form is then submitted to the treasurer’s office. The treasurer’s office then enters the amount to be reimbursed into the uni‐ versity’s system. The employee is then asked to review the reimbursement amounts. If the amount shown is not correct, the employee must indicate that this is the case. If the amount shown is correct, then the treasurer’s office sends the reimbursement to the employee’s bank, completing the process.

Field Exercises

7D.18 Find a company in your area that uses BPMN. Interview analysts and users about this business process modeling approach. What do they think of it? How useful is it? Ask for some examples of diagrams they have created. 7D.19 Think of several business processes you take part in regularly as a customer. For exam‐ ple, think about withdrawing cash from an ATM. Think about ordering a movie and downloading a movie online. Consider purchasing something with a credit card from a big-box store. Use BPMN to depict each of the processes you can think of.

References

Freund, J., and B. Rucker. 2104. Real-Life BPMN: Using BPMN 2.0 to Analyze, Improve, and Automate Processes in Your Company. Create Space Independent Publishing Platform.

http://www.bpmn.org/ http://en.wikipedia.org/wiki/Business_Process_Modeling_ Notation http://www.omg.org/spec/BPMN/1.2/ http://www.omg.org/spec/BPMN/2.0/ http://www.omg.org/spec/BPMN/2.0/examples/PDF/ http://www.sparxsystems.com/platforms/business_process_modeling.html.

page17image4026940352

Petrie Electronics

Chapter 7 : Structuring System Process Requirements Jim and Sanjay chatted in Jim’s office while they waited for Sally to arrive.

“Good work on researching those alternatives,” Jim said.

“Thanks,” replied Sanjay. “There are a lot of alternatives out there. I think we found the best three, con‐ sidering what we are able to pay.”

Just then Sally walked in. “Sorry I’m late. Things are getting really busy in Marketing right now. I’ve been putting out fires all morning.”

Sally sat down at the table across from Jim.

“I understand,” Jim said. “But to stay on schedule, we need to start focusing on the specifics of what we want our system to do. Remember when you wanted more details on what the system would do? Well, now we start to spend some serious energy on getting that done.”

“Awesome,” replied Sally, as she pulled a Red Bull out of her oversized bag and popped it open. “I’ve got a list here of four core functions the system must perform,” said Sanjay, pulling copies of a list

from a folder on the table (PE Table 7-1 ). “Let’s look at these.” PE Table 7-1 Four Core Functions of Petrie’s Customer Loyalty System

After reviewing the list Sanjay had given them, Jim said, “Nice job, Sanjay. But we need to put this in graphical format, so that everyone can see what the inputs and outputs are for each function and how they are related to each other. We also need to see how the new system fits in with our existing data sources. We need ...”

“Some data flow diagrams,” Sanjay interrupted.

“Exactly,” said Jim.

“They are already done,” replied Sanjay, handing diagrams to both Jim and Sally. “I’ve already created a first draft of the context diagram (PE Figure 7-1 ) and a level-1 diagram (PE Figure 7-2 ). You can see how I’ve defined the boundaries of our system, and I’ve included our existing product and mar‐ keting databases.”

“What can I say?” Jim said. “Again, a nice job on your part. These diagrams are both good places for us to start. Let’s get copies of all of this to the team.”

“I’ll be right back,” Sally said, standing up. “I need to get some coffee.”

Case Questions

7.58 Are the DFDs in PE Figures 7-1 and 7-2 balanced? Show that they are or are not. If they are not balanced, how can they be fixed?

PE Figure 7-1 Context diagram

page20image4016633664 page20image4016633952

PE Figure 7-2 Level-1 DFD

7.59 Decompose each of the core processes in PE Figure 7-2 and draw a new DFD for each core process. 7.60 Has the team overlooked any core processes in the system that should be in PE Table 7- 1 and PE Figure 7-2 ? What would they be? Add them to PE Table 7-1 and PE Figure 7-2 .

7.61 Redesign PE Figures 7-1 and 7-2 so that they are easier to understand, more effi‐ cient, and more comprehensive. 7.62 Why is it important for the team to create DFDs if they are not going to write the actual sys‐ tem code themselves?