Chapter 1 Introduction

This book provides a modeling guide and reference for the features of BPMN Version 1.1.

In Part I, we describe a little of business drivers associated for process modeling, aligning that with the history of the Business Process Modeling Notation (BPMN™), standard and discussing expected future developments. We go on to talk about processes and modeling in general to set up and position some of the issues and challenges for BPMN modelers.

We then present the BPMN modeling approach using a progressive scenario that unfolds for the reader. As we elaborate on each new aspect of the scenario, we feature the functionality of BPMN that supports the desired behavior. Rather than attempting to explain fully each concept in detail, this part of the book sticks to the fundamental principles, referring the reader to the relevant Reference Section for more detail (i.e., Part II of this book).

The intention is to enable the reader to understand how to apply BPMN against a real world scenario. Moreover, the approach taken here introduces each set of functionality in a non-threatening way, allowing the reader to develop their understanding at their own pace. Throughout this part of the book, we introduce exercises for the reader to complete, helping them cement their comprehension and establish a fundamental level of skill. The answers to those exercises will be made available online (as part of the online training that complements this book).

Part II presents a detailed reference section that covers the precise semantics of the BPMN standard, explaining them and the process behavior that results.

For the casual modeler, Part I will provide enough to get up and going. Over time, we expect that you will dip into Part II (the detailed reference) section to familiarize yourself with the precise functionality of the Notation. 

Book Structure

The book is organized into 13 main chapters followed by Appendices, a Prologue, Glossary and Index:

Part I  

Chapter 1—“Introduction”

Chapter 2—“Process Modeling is Important” introduces process modeling in general, highlighting how it supports communication and understanding amongst people. It briefly covers how Process Models can aid communication and drive work through the enterprise.

Chapter 3—“Processes” provides a quick introduction to BPMN Process concepts, covering Orchestration, Choreography and Collaboration concepts.

Chapter 4—“Modeling Approaches & Architecture” introduces some of the potential approaches to modeling with BPMN.

Chapter 5—“A Scenario-Based Introduction to BPMN” provides an easy to follow introduction to BPMN modeling. It starts with a simple, easily recognized situation and then builds up on that base, slowly introducing and explaining BPMN functionality to support the evolving behavioral complexity.

Part II 

Chapter 6—BPMN Reference Section Introduction provides a short preface, explaining the tokens that we use to demonstrate the behavior associated with each BPMN element.

Chapter 7—Activities explores Tasks, Sub-Processes and Process Levels in general. It then goes on to discuss the special issues affecting Sub-Processes.

Chapter 8—Events provides detailed explanations of all the Start, Intermediate and End Events. It goes through each one in turn describing the behavior of each element.

Chapter 9—Gateways investigates the role of Gateways in BPMN modeling (points where control is required to split and merge paths), going through the precise behavior associated with each type.

Chapter 10—Swimlanes sets out the precise semantics and rules associated with Pools and Lanes.

Chapter 11—Artifacts discusses how to represent Data, Documents and other things not directly covered with the core process flow diagram objects.

Chapter 12—Connectors explores the meaning associated with Sequence Flow, Message Flow and Annotations.

Chapter 13—Advanced Concepts provides explanations of The Life-Cycle of an Activity, Compensation and Transactions, and Ad Hoc Processes.

Appendices provide a more detailed examination of:

• Process Execution Environments (BPM Suites and Workflow).
• Techniques for Process Architecture—a short discussion of some of the available approaches.
• A collection of BPMN best practices.

BPMN Directions—discusses the likely direction of the BPMN specification, exploring some of the functionality expected in BPMN 2.0 and subsequent revisions.

Afterword provided by Prof. Michael zur Muehlin discusses some of the uses of Process Models and, through the use of BPMN, how to avoid the mistakes of the past.

Glossary and Index

 

Chapter 1.

The Importance of Modeling

Abstract:

This chapter describes the role of Process Modeling in general—both as an aid to communication and also to drive the way in which work happens in the modern organization. It then goes on to discuss a little of the history of BPMN.

All organizations are on a journey—a never ending voyage where the focus is on improving how things are done (however that is measured) for the benefit of shareholders, stakeholders and/or profit. This notion is at the heart of Business Process Management (BPM); a way of thinking, a management philosophy centered on improving the operational processes of the organization.

The longer an organization has been traveling down this path, the more mature its processes; the more repeatable and scalable its operations and the better its overall business performance. Indeed, management literature is full of examples of firms that have been on this road for some time—Dell, General Electric, Toyota, Nokia, Cisco, Federal Express to name just a few.

Wherever one looks, it is easy to find any number of articles or books that direct firms to engage in operational innovation (with the objective of overwhelming the competition). And yet, all of these examples have one thing in common—an underlying emphasis on understanding the business processes of the firm in order to improve them. One could argue that this is a fundamental principle of management discipline.

Around the world, in virtually every firm and organization, people are struggling to communicate with each other on how to best organize work. They are exploring questions such as:

• Which steps are really necessary?

• Who should do them?

• Should they be kept in house or outsourced?

• How they should be done?

• What capabilities are needed?

• What results do we expect and how will they be monitored?

While the answers to these questions are always situation specific, without the backdrop of a commonly agreed description of the business process in question, such answers are often vague and wooly.

Process Models Aid Communication

Competitors bring out new products, customers demand faster turnaround times and lower prices, regulations change. Every time an organizational program kicks off to address these sorts of challenges, people find themselves building business process models to illustrate the flow of work and related activity (see Figure 2‑1)…..

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** Exercises and Answers are here