Editing Business process modeling (section)

==== Design of the process chains ====
If business processes are documented using a specific IT-system and [[#Representation type and notation|representation]], e.g. graphically, this is generally referred to as modeling. The result of the documentation is the ''business process model''.

[[File:TOBE-modell and ASIS-modell in PDCA.png|thumb|''To be'' model and ''as is'' model superimposed on the PDCA]]
;''As is'' modeling and ''to be'' modeling

The question of whether the business process model should be created through ''as is modeling'' or ''to be modeling'' is significantly influenced by the defined ''application'' and the ''strategy for the long-term success of business process modeling''. The previous procedure with analysis of business activities, [[#Definition of business processes|defineition of business processes]] and [[#Further structuring of business processes|further structuring of business processes]] is advisable in any case.

;''As-is'' modeling

Ansgar Schwegmann and Michael Laske explain: "Determining the current status is the basis for identifying weaknesses and localizing potential for improvement. For example, weak points such as organizational breaks or insufficient IT penetration can be identified."<ref name="SCHWEGMANN-LASKE">Ansgar Schwegmann and Michael Laske: ''Istmodellierung und Istanalyse'' 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 5.1 Intention of the ''as is'' modeling) ← automatic translation from German</sup>

The following disadvantages speak against ''as is'' modeling:
* The creativity of those involved in the project to develop optimal target processes is stifled, as old structures and processes may be adopted without reflection in downstream target modeling and
* The creation of detailed ''as is'' models represents a considerable effort, also influenced by the effort required to reach a consensus between the project participants at interfaces and responsibility transitions
These arguments weigh particularly heavily if Business process re-engineering (BPR) is planned anyway.

Ansgar Schwegmann and Michael Laske also list a number of advantages of ''as is'' modeling:<ref name="SCHWEGMANN-LASKE" /> <sup>(Chapter 5.1 Intention of as-is modeling) ← automatic translation from German</sup>
* Modeling the current situation is the basis for identifying weaknesses and potential for improvement
* Knowledge of the current state is a prerequisite for developing migration strategies to the target state
* Modeling the current state provides an overview of the existing situation, which can be particularly valuable for newly involved and external project participants
* The ''as is'' modeling can be a starting point for training and introducing project participants to the tools and methods
* The ''as is'' model can serve as a checklist for later target modeling so that no relevant issues are overlooked
* The ''as is'' models can be used as starting models for target modeling if the target state is very similar to the current situation, at least in some areas
Other advantages can also be found, such as
* The ''as is'' model is suitable for supporting certification of the management system
* The ''as is'' model can serve as a basis for organizational documentation (written rules, specifications and regulations of the organization, ...)
* The requirements for workflow management can be checked on the basis of the ''as is'' model (definition of processes, repetition rate, ...)
* Key figures can be collected on the basis of the ''as is'' model in order to be compared with the key figures achieved after a reorganization and to measure the success of the measures.

;''To be'' modeling

Mario Speck and Norbert Schnetgöke define the objective of ''to be'' modeling as follows: "The target processes are based on the strategic goals of the company. This means that all sub-processes and individual activities of a company must be analyzed with regard to their target contribution. Sub-processes or activities that cannot be identified as value-adding and do not serve at least one non-monetary corporate objective must therefore be eliminated from the business processes."<ref name="SPECK-SCHNETT" /> <sup>(Chapter 6.2.3 Capturing and documenting ''to be'' models
)</sup>

They also list five basic principles that have proven their worth in the creation of ''to be'' models:
* Parallel processing of sub-processes and individual activities is preferable to sequential processing – it contains the greater potential for optimization.
* The development of a sub-process should be carried out as consistently as possible by one person or group – this allows the best model quality to be achieved.
* Self-monitoring should be made possible for individual sub-processes and individual activities during processing – this reduces quality assurance costs.
* If not otherwise possible, at least one internal customer/user should be defined for each process – this strengthens customer awareness and improves the assessability of process performance.
* Learning effects that arise during the introduction of the target processes should be taken into account – this strengthens the employees' awareness of value creation.

The business process model created by ''as is modeling'' or ''to be modeling'' consists of: