Business process modelling (or) process modelling, is the analytical representation or put simply an illustration of an organization’s business processes. Modeling processes is a critical component for effective buisness process management.Process modelling software gives an analytical representation of 'as-is' processes in an organization and contrasts it with 'to-be' processes for making them more efficient.
Named after American mechanical engineer and management consultant Henry Gantt, these charts have been actively used for more than a century as a way to visualize process flows. Gantt charts use a bar style that illustrates a project schedule, including the duration of tasks, any dependencies, key milestones and areas of task interdependence. They're most often used in situations with specific deadlines or time-sensitive processes.
Flowcharts visualize how a set of steps can progress in a variety of ways, using simple shapes and arrows to show each step in a process and how they interconnect. They are commonly used for graphic representations of process modeling and help map the progression of actions to reach a specific outcome. They're most useful when they show straightforward business processes that generally operate in a sequential manner.
With origins stretching back decades, functional flow block diagrams (FFBDs) have proven valuable for business process mapping. These diagrams use a sequential order of blocks to show the tasks needed for a desired outcome. Each "parent" block can be broken into subtasks or "children" for each task in the process, so the diagrams can be easily summarized.
UPN provides a simple box for each task to be completed. The box shows what happens, who is assigned to it, and when it happens in the sequence. It is extremely useful for IT to design and analyse processes, for management to comply to business norms, and - more importantly -for end business users to understand processes as intended.
Business process models and business process modelling are used in a variety of circumstances including business process re-engineering (BPR) and business process management (BPM) and it can play a part in process improvement approaches such as lean and six sigma. This article considers how process models can play a part in a ‘typical’ project where existing processes are impacted or new processes are introduced and does not explore lean or six sigma.
In a typical project of reasonable complexity, there is value in modelling the ‘To Be’ processes as these will be of value in the project for the reasons described at the start of the article.