Editing Business process modeling (section)

==== Identify business processes ====
Following the identification phase, a company's business processes are distinguished from one another through an analysis of their respective business activities (refer also to business process analysis). A business process constitutes a set of interconnected, organized actions (activities) geared towards delivering a specific service or product (to fulfill a specific goal) for a particular customer or customer group.

According to the European Association of Business Process Management (EABPM), establishing a common understanding of the current process and its alignment with the objectives serves as an initial step in process design or reengineering."<ref name="EABPM" /> <sup>(Chapter 4 Process analysis) ← automatic translation from German</sup>

The effort involved in analysing the as-is processes is repeatedly criticised in the literature, especially by proponents of business process re-engineering (BPR), and it is suggested that the definition of the target state should begin immediately.

''Hermann J. Schmelzer and Wolfgang Sesselmann'', on the other hand, discuss and evaluate the criticism levelled at the radical approach of business process re-engineering (BPR) in the literature and "recommend carrying out as-is analyses. A reorganisation must know the current weak points in order to be able to eliminate them. The results of the analyses also provide arguments as to why a process re-engineering is necessary. It is also important to know the initial situation for the transition from the current to the target state. However, the analysis effort should be kept within narrow limits. The results of the analyses should also not influence the redesign too strongly."<ref name="SCHMELZER"/> <sup>(Chapter 6.2.2 Critical assessment of the BPR) ← automatic translation from German</sup>

[[File:Core_process_(quality_management).gif|thumb|Typical breakdown of a '''process map''' into management, core and support processes]]