Editing Business process modeling (section)

== Overview ==
[[File:Fife-Disciplines-Of-The-BPM.png|thumb|The five disciplines of business process management and their relationships]]
According to the Association of Business Process Management Professionals (ABPMP), business process modeling is one of the five key disciplines within [[business process management|Business Process Management]] (BPM).<ref name="EABPM">Association of Business Process Management Professionals ABPMP (publisher): ''Guide to the Business Process Management common body of knowledge - BPM CBOK®'' in the translated and edited German edition of → European Association of Business Process Management EABPM (publisher): ''Business Process Management Common Body of Knowledge - BPM CBOK®'', 2nd version, Verlag Dr. Götz Schmidt, Gießen 2009, ISBN 978-3-921313-80-0</ref> <sup>(Chapter 1.4 CBOK® structure) ← automatic translation from German</sup> The five disciplines are: 
* Process modeling : Creating visual or structured representations of business processes to better understand how they work.
* Process analysis : understanding the as-is processes and their alignment with the company's objectives – analysis of business activities.
* Process design : redesign – business process reengineering – or redesign of business processes – business process optimization.
* Process performance measurement : can focus on the factors of time, cost, capacity, and quality or on the overarching view of [[Kaizen#The seven Muda|waste]].
* Process transformation : planned, structured development, technical realization, and transfer to ongoing operations.
However, these disciplines cannot be considered in isolation: Business process modeling always requires a ''business process analysis'' for modeling the as-is processes (see section [[#Analysis of business activities|Analysis of business activities]]) or specifications from ''process design'' for modeling the to-be processes (see sections [[#Business process re-engineering (BPR)|Business process reengineering]] and [[#Business process optimization|Business process optimization]]).

The focus of business process modeling is on the [[#Representation type and notation|representation]] of the flow of [[Action (philosophy)|actions (activities)]], according to Hermann J. Schmelzer and Wolfgang Sesselmann consisting "of the cross-functional identification of value-adding activities that generate specific services expected by the customer and whose results have strategic significance for the company. They can extend beyond company boundaries and involve activities of customers, suppliers, or even competitors."<ref name="SCHMELZER">Hermann J. Schmelzer and Wolfgang Sesselmann: ''Geschäftsprozessmanagement in der Praxis'', 9th edition, Hanser, Munich 2020, ISBN 978-3-446-44625-0</ref> <sup>(Chapter 2.1 Differences between processes and business processes) ← automatic translation from German</sup>

But also other [[Quality (philosophy)|qualities]] (facts) such as [[data]] and [[business object]]s (as inputs/outputs, [[formal organization]]s and [[Actor (UML)|roles]] (responsible/accountable/consulted/informed persons, see [[Responsibility assignment matrix|RACI]]), [[resource]]s and [[application software|IT-systems]] as well as [[guideline]]s/instructions ([[Means of labor|work equipment]]), [[requirement]]s, [[Performance indicator|key figure]]s etc. can be modeled.

Incorporating more of these characteristics into business process modeling enhances the accuracy of abstraction but also increases model complexity. "To reduce complexity and improve the comprehensibility and transparency of the models, the use of a view concept is recommended."<ref name="GADATSCH">Andreas Gadatsch: ''Management von Geschäftsprozessen / Methoden und Werkzeuge für die IT-Praxis: Eine Einführung für Studenten und Praktiker'', 2nd revised and expanded edition, Vieweg, Braunschweig/Wiesbaden 2002, ISBN 978-3-528-15759-3</ref><sup>(Chapter 2.4 Views of process modeling) ← automatic translation from German</sup> There is also a brief comparison of the view concepts of five relevant German-speaking schools of [[business informatics]]: 1) August W. Scheer, 2) Hubert Österle, 3) Otto K. Ferstl and Elmar J. Sinz, 4) Hermann Gehring and 5) Andreas Gadatsch.

The term ''view''s ([[August-Wilhelm Scheer|August W. Scheer]], Otto K. Ferstl and Elmar J. Sinz, Hermann Gehring and Andreas Gadatsch) is not used uniformly in all schools of business informatics – alternative terms are ''design dimensions'' (Hubert Österle) or ''perspectives'' (Zachman).

M. Rosemann, A. Schwegmann, and P. Delfmann also see disadvantages in the ''concept of views'': "It is conceivable to create information models for each perspective separately and thus partially redundantly. However, redundancies always mean increased maintenance effort and jeopardize the consistency of the models."<ref name="ROSEMANN">Michael Rosemann, Ansgar Schwegmann and Patrick Delfmann: ''Vorbereitung der Prozessmodellierung'' in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): ''Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung'', 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN 978-3-540-00107-2</ref> <sup>(Chapter 3.2.1 Relevant perspectives on process models) ← automatic translation from German</sup>

According to Andreas Gadatsch, ''business process modeling is understood as a part of business process management alongside process definition and process management''.<ref name="GADATSCH" /> <sup>(Chapter 1.1 Process management) ← automatic translation from German</sup>

Business process modeling is also a central aspect of holistic company mapping – which also deals with the mapping of the [[Mission statement|corporate mission statement]], corporate policy/[[corporate governance]], organizational structure, process organization, [[enterprise architecture|application architecture]], regulations and interest groups as well as the [[Market (economics)|market]].

[[File:Core_process_(quality_management).gif|thumb|Typical breakdown of a '''process map''' into management, core and support processes]]
According to the European Association of Business Process Management EABPM, there are three different types of end-to-end business processes:
* Leadership processes;
* Execution processes and
* Support processes.<ref name="EABPM"/> <sup>(Chapter 2.4 Process types) ← automatic translation from German</sup>

These three process types can be identified in every company and are used in practice almost without exception as the top level for structuring business process models.<ref>Knowledge database: [https://der-prozessmanager.de/aktuell/wissensdatenbank/prozesslandkarte ''In 6 einfachen Schritten zur Prozesslandkarte''], DER PROZESSMANAGER GmbH (last accessed: January 25, 2024)</ref> Instead the term ''leadership processes'' the term ''[[management process]]es'' is typically used. Instead of the term ''execution processes'' the term ''[[Business processes|core process]]es'' has become widely accepted.<ref name="SCHMELZER"/> <sup>(Chapter 6.2.1 Objectives and concept) ← automatic translation from German,</sup><ref name="BECKER-KAHN">Jörg Becker and Dieter Kahn: ''Der Prozess im Fokus'' in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): ''Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung'', 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN 3-540-00107-7</ref> <sup>(Chapter 1.3 The concept of process) ← automatic translation from German,</sup><ref name="BECKER-MEISE">Jörg Becker and Volker Meise: ''Strategie und Organisationsrahmen'' in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): ''Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung'', 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN 3-540-00107-7</ref> <sup>(Chapter 4.12.2 Differentiation between core and support objectives) ← automatic translation from German,</sup><ref name="SPECK-SCHNETT">Mario Speck and Norbert Schnetgöke: ''Sollmodellierung und Prozessoptimierung'' in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): ''Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung'', 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN 3-540-00107-7</ref> <sup>(Chapter 6.2.2 Identification and rough draft) ← automatic translation from German</sup>

If the ''core processes'' are then organized/decomposed at the next level in [[supply chain management]] (SCM), [[customer relationship management]] (CRM), and [[product lifecycle management]] (PLM), standard models of large organizations and industry associations such as the ''[[Supply chain operations reference|SCOR model]]'' can also be integrated into business process modeling.