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Файл:Analysis and optimization of business processes. Course of lectures
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THE MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION
FEDERAL STATE AUTONOMOUS EDUCATIONAL
INSTITUTION HIGHER EDUCATION
"NORTH-CAUCASUS FEDERAL UNIVERSITY"
М. Г. Романенко
АНАЛИЗ И ОПТИМИЗАЦИЯ
БИЗНЕС-ПРОЦЕССОВ
КУРС ЛЕКЦИЙ
на английском языке
M. G. Romanenko
ANALYSIS AND OPTIMIZATION
OF BUSINESS PROCESSES
COURSE OF LECTURES
Direction of training
09.04.02 – Information systems and technologies
The master's program "Data management"
Graduate qualification Master
Stavropol
2016
UDC 004.47:339.128(075.8)
BBK 65.250-21-9 я73
R 69
Published by the decision
Educational-methodical Council
The North Caucasus Federal
University
Ardeev A. H., the candidate of pedagogical Sciences,
Kandaurova N. V., doctor of technical Sciences, Professor
Romanenko M. G.
R 69 Analysis and optimization of business processes:
course of lectures. – Stavropol: Publishing house
of NCFU, 2016. – 154 p.
Textbook (course of lectures) on the subject "Analysis and
optimization of business processes" is developed in accordance with
the program of discipline for students of direction of training of master
09.04.02 – Information systems and technologies.
Lectures the proposed tutorial include the plan of the lectures,
the necessary theoretical information and questions for discussion.
Reviewers:
associate Professor;
UDC 004.47:339.128(075.8)
BBK 65.250-21-9 я73
© FGAOU VO "North-Caucasian
Federal University", 2016
2
Contents
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Introduction
PART I. FOUNDATION
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9
19
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TOPIC 1. MOTIVATION AND DEFINITIONS
1.1. Management of business process
1.2. Business Process Lifecycle
1.3. Design and Analysis
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22
24
25
27
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TOPIC 2. BUSINESS PROCESS
MODELLING FOUNDATION
2.1. Conceptual Model and Terminology
2.2. Abstraction Concepts
2.2.1. Horizontal Abstraction
2.2.2. Vertical Abstraction
2.3. From Business Functions to Business Processes
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42
44
44
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49
52
53
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55
55
55
56
TOPIC 3. ACTIVITY MODELS
AND ACTIVITY INSTANCES
3.1. Process Models and Process Instances
3.2. Modelling Process Data
3.2.1. Modelling Data
3.2.2. Workflow Data Patterns
3.3. Modelling Organization
3.3.1. Direct Allocation
3.3.2. Role-Based Allocation
3.3.3. Deferred Allocation
3.3.4. Authorization
3.3.5. Separation of Duties
3.3.6. Case Handling
3.3.7. History-Based Allocation
3.3.8. Organizational Allocation
3. 4. Modelling Operation
3
62
63
65
71
73
TOPIC 4. BUSINESS PROCESS FLEXIBILITY
4.1. Explicit Process Representations
4.2. Organizational Modelling66
4.3. Standardized Software Interfaces
4.4. Architecture of Process Execution Environments
PART II. BPMN METHOD AND STYLE
79
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TOPIC 5. ABOUT BPMN
5.1. BPMN Tools
5.2. BPMN stands for Business Process Model
and Notation
5.3. The Paradox of BPMN
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TOPIC 6. METHOD AND STYLE
6.1. The Long Road to BPMN 2.0
6.2. Business Process Modeling Is More Than BPMN!
6.3. How Does A Model Mean?
6.4. BPMN’s Hidden Conceptual Framework
6.5. What Is an Activity?
6.6. What Is a Process?
6.7. Process Logic
6.8. Orchestration
6.9. The Questions BPMN Asks
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101
102
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103
105
108
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TOPIC 7. BPMN LEVELS AND PROCESS
MODELING CONFORMANCE SUBCLASSES
7.1. A Simple Order Process
7.2. Exceptions and End States
7.3. Swimlanes and Activity Types
7.4. Subprocesses
7.5. Process Levels and the Hierarchical Style
7.6. Parallel Split and Join
7.7. Collaboration and Black-Box Pools
4
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7.8. Start Events and the Process Instance
7.9. The Top-Level Diagram
7.10. Palette
7.11. Activity
7.12. Task
7.13. Manual vs. User Task
7.14. Script vs. Service Task
7.15. Business Rule Task
7.16. Subprocess
7.17. A subprocess start event must have a None trigger
7.18. Parallel Box and Ad-Hoc Subprocess
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129
TOPIC 8. VISUALIZE END-TO-END PROCESS
8.1. Enable top-down modeling
8.2. Clarify governance boundaries
8.3. Scope event handling
8.4. Call Activity
8.5. Gateway
8.6. Exclusive Gateway
8.7. Parallel Gateway
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TOPIC 9. START EVENT
9.1. Message Start Event
9.2. Timer Start Event
9.3. Multiple and Multiple-Parallel Start Event
9.4. Alternative Start Events
9.5. End Event
9.6. None End Event
9.7. Message End Event
9.8. Terminate End Event
9.9. Multiple End Event
9.10. Sequence Flow
9.11. Message Flow
9.12. Pool
9.13. Lane
5
142
144
146
147
148
9.14. Data Object and Data Store
9.15. Documentation, Text Annotation, and Group
9.16. Goals of the Method
9.17. Hierarchical Top-Down Modeling
9.18. End State
152
The list of references
153
Opinion on the course of lectures
6
Introduction
Currently, the effective management of the company cannot be
imagined without the use of advanced information technologies. The
use of the process approach to the management of the company has
allowed to identify the business processes of its activities, and to
identify persons responsible for their implementation. Using software
products available on the market of information systems and
technology, process modeling and analyzing business processes of the
enterprise becomes as easy as possible. The analysis of the
organization's activities is necessary to highlight the existing business
processes, identify problem areas and make recommendations for their
elimination. The use of different methods and analysis tools available in
modern software, such as Bizagi Process Modeler and ARIS allows you
to quickly and accurately optimize the business processes of an
enterprise, which in turn will significantly improve the efficiency of the
company as a whole.
To ensure quality functioning of the enterprise periodically to
analyze and optimize existing business processes, as over time they,
somehow, are undergoing various changes.
The purpose of learning the discipline "Analysis and
optimization of business processes" the formation of professional
competence of future masters in the field of training 09.04.02
Information systems and technology and training data Management
and knowledge acquisition, practical skills for analysing and
optimizing business processes.
Objectives of the discipline:
to study the characteristics of the organization: to highlight
the existing business processes;
to analyze existing business processes to identify problem
areas;
to optimize business processes, taking into account the
elimination of problem areas.
In the process of mastering discipline student are formed the
following professional competence: ability to carry out author's
7
supervision of the processes of design, implementation and
maintenance of information systems and technologies (PC – 4); ability
to organize the collaboration with the teams of customer and
developer, managerial decision making under conditions of different
opinions (PC – 5); the ability to find a compromise between the
different requirements (cost, quality, deadlines), with long-range and
short-range planning, finding optimal solutions (PC – 6); ability to
collect, analyze scientific and technical information, domestic and
foreign experience on the subject of the research (PC – 7); ability to
conduct research and development of methods of analysis,
synthesis, optimization and forecasting of quality of functioning of
information systems and technologies (PC – 9); the ability to analyze
the results of experiments, make the choice of optimal solutions,
developing and writing surveys, reports and scientific publications
(PK – 12); to develop methods for solving non-standard tasks and
new methods to solve traditional problems (PC – 15); to carry out
preparation and training of personnel (PC – 17).
As a result of mastering discipline student must know: the
theory of business processes; principles of structuring organizations;
methodology of structural analysis; tooling systems used to describe
business processes; basic principles for analysis and optimization of
business processes. Be able to identify types of business processes
and their features; to apply methodological tools in the
development of quantitative design and optimization of business
processes; to make decisions that enable you to create requirements
to the business processes of the enterprise, consistent with
corporate strategy, priority directions of development and efficiency
criteria.
Have basic methods, ways and means of analysis and
optimization of business processes; tools to design and optimize
business processes, notations describing business processes;
modern information technologies and system analysis in the design
and optimization of business-processes; methods of evaluation and
monitoring of the efficiency of the business processes of the
enterprise.
8
Part I. Foundation
TOPIC 1. MOTIVATION AND DEFINITIONS
Plan of the lecture
1.1. Management of business process
1.2. Business Process Lifecycle
1.3. Design and Analysis
1.1. Management of business process
Business process management is based on the observation that
each product that a company provides to the market is the outcome
of a number of activities performed. Business processes are the key
instrument to organizing these activities and to improving the
understanding of their interrelationships.
Information technology in general and information systems in
particular deserve an important role in business process
management, because more and more activities that a company
performs are supported by information systems. Business process
activities can be performed by the company’s employees manually
or by the help of information systems. There are also business
process activities that can be enacted automatically by information
systems, without any human involvement.
A company can reach its business goals in an efficient and
effective manner only if people and other enterprise resources, such
as information systems, play together well. Business processes are
an important concept to facilitating this effective collaboration.
In many companies there is a gap between organizational
business aspects and the information technology that is in place.
Narrowing this gap between organization and technology is
important, because in today’s dynamic markets, companies are
constantly forced to provide better and more specific products to
their customers. Products that are successful today might not be
successful tomorrow. If a competitor provides a cheaper, better
9
designed, or more conveniently usable product, the market share of
the first product will most likely diminish.
Internet-based communication facilities spread news of new
products at lightning speed, so traditional product cycles are not
suitable for coping with today’s dynamic markets. The abilities to
create a new product and to bring it to the market rapidly, and to
adapt an existing product at low cost have become competitive
advantages of successful companies.
While at an organizational level, business processes are
essential to understanding how companies operate, business
processes also play an important role in the design and realization
of flexible information systems. These information systems provide
the technical basis for the rapid creation of new functionality that
realizes new products and for adapting existing functionality to cater
to new market requirements.
Business process management is influenced by concepts and
technologies from different areas of business administration and
computer science. Based on early work in organization and
management, business process management has its roots in the
process orientation trend of the 1990s, where a new way of
organizing companies on the basis of business processes was
proposed.
In their seminal book Reengineering the Corporation, Michael
Hammer and James Champy advocate the radical redesign of the
business processes of a company. They define a business process as
a collection of activities that take one or more kinds of input and
create an output that is of value to the customer.
While it has been argued that a radical redesign of business
processes is, in many cases, not the best choice and that
evolutionary improvements are more promising, the business
process definition by Hammer and Champy is a good starting point
for our investigations.
This definition puts emphasis on the input/output behaviour of
a business process by stating its precondition (inputs) and its
postcondition (output). The process itself is described in an abstract
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