1BM05 - Business Process Management (BPM)

Question 1

7PMG

Answer 1

𝐆𝟏 = use as few elements as possible
𝐆𝟐 = minize # routing paths
𝐆𝟑 = use 1 start & end event
𝐆𝟒 = model as structured as possible
𝐆𝟓 = avoid OR routing elementsds
𝐆𝟔 = use verb-object-activity labels
𝐆𝟕 = decompose a model with >50 elements

Question 2

5control flow errors

Answer 2

• missing exceptions (time-out, reminders)
• misbehaviour revisions (you want to use the original loop/task, not create new ones)
• missing reminders (internally or externally)
• sunny-day scenarios (failures, cancellations, out of stock)
• endings

Question 3

heuristics

Answer 3

See appendix test & name them all

Question 4

BPM levels

Answer 4

see table summary & name important elements

Question 5

Fitness formula

Answer 5

see summary

Question 6

Soundness formula

Answer 6

see summary

Question 7

what are the 4 elements of the devil’s quadrangle

Answer 7

𝐓𝐢𝐦𝐞
𝐐𝐮𝐚𝐥𝐢𝐭𝐲
𝐂𝐨𝐬𝐭
𝐅𝐥𝐞𝐱𝐢𝐛𝐢𝐥𝐢𝐭𝐲

Question 8

adjusted formula sheet

Answer 8

see summary

Question 9

what are the 3 soundness errors & demands

Answer 9

𝐞𝐫𝐫𝐨𝐫𝐬

• unbounded & never ending
• deadlock
• dangling tasks

𝐝𝐞𝐦𝐚𝐧𝐝𝐬

𝐨𝐩𝐭𝐢𝐨𝐧 𝐭𝐨 𝐜𝐨𝐦𝐩𝐥𝐞𝐭𝐞: for each case it is always still possible to reach the state, in which there is only a token on an end event
𝐩𝐫𝐨𝐩𝐞𝐫 𝐜𝐨𝐦𝐩𝐥𝐞𝐭𝐢𝐨𝐧: if an end event is marked, all other places are empty for a given case
𝐧𝐨 𝐝𝐞𝐚𝐝 𝐭𝐫𝐚𝐧𝐬𝐢𝐭𝐢𝐨𝐧𝐬 it should be possible to execute an arbitrary activity by following the appropriate route through the BPMN model

Question 10

process model metrics

Answer 10

see summary

Question 11

process architecture split rules

Answer 11

See summary (in appendix too)

Question 12

what are the 6 stages of the BPM cycle?

Answer 12

𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐢𝐝𝐞𝐧𝐭𝐢𝐟𝐢𝐜𝐚𝐭𝐢𝐨𝐧; business problem posed & relevant processes identified

𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐝𝐢𝐬𝐜𝐨𝐯𝐞𝐫𝐲; current state process modeling
𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐚𝐧𝐚𝐥𝐲𝐬𝐢𝐬; issues with current state identified
𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐫𝐞𝐝𝐞𝐬𝐢𝐠𝐧; process improvement
𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐢𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧; change from current state to desired state is performed
𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐦𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠 & 𝐜𝐨𝐧𝐭𝐫𝐨𝐥𝐥𝐢𝐧𝐠; collect date & take corrective action of new process

Question 13

draw the redesign oval

Answer 13

Y-axis; creative vs analytical
X-axis; transformational vs. transactional
Inside; inward vs. outward looking

Question 14

what are imperative & declaritive models?

Answer 14

𝗶𝗺𝗽𝗲𝗿𝗮𝘁𝗶𝘃𝗲; nothing allowed unless permitted

𝗱𝗲𝗰𝗹𝗮𝗿𝗶𝘁𝗶𝘃𝗲; everything allowed unless forbidden

Question 15

what are the 5 steps in turning conceptual process models into automatable ones?

Answer 15

𝐢𝐝𝐞𝐧𝐭𝐢𝐟𝐲 𝐭𝐡𝐞 𝐚𝐮𝐭𝐨𝐦𝐚𝐭𝐢𝐨𝐧 𝐛𝐨𝐮𝐧𝐝𝐚𝐫𝐢𝐞𝐬; automated tasks, user tasks & manual tasks
𝐫𝐞𝐯𝐢𝐞𝐰 𝐦𝐚𝐧𝐮𝐚𝐥 𝐭𝐚𝐬𝐤𝐬; how to handle manual tasks?
𝐜𝐨𝐦𝐩𝐥𝐞𝐭𝐞 𝐭𝐡𝐞 𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐦𝐨𝐝𝐞𝐥; control flow errors
𝐚𝐝𝐣𝐮𝐬𝐭 𝐭𝐚𝐬𝐤𝐬 𝐠𝐫𝐚𝐧𝐮𝐥𝐚𝐫𝐢𝐭𝐲; adjust granularity
𝐬𝐩𝐞𝐜𝐢𝐟𝐲 𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐩𝐫𝐨𝐩𝐞𝐫𝐭𝐢𝐞𝐬; make nice BPMN model (lanes, labels, text boxes

Question 16

what are the 5 BPMS core elements?

Answer 16

𝐏𝐫𝐨𝐜𝐞𝐬𝐬 𝐦𝐨𝐝𝐞𝐥𝐥𝐢𝐧𝐠 𝐭𝐨𝐨𝐥
𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐞𝐧𝐠𝐢𝐧𝐞
𝐖𝐨𝐫𝐤𝐥𝐢𝐬𝐭 𝐡𝐚𝐧𝐝𝐥𝐞𝐫
𝐀𝐝𝐦𝐢𝐧𝐢𝐬𝐭𝐫𝐚𝐭𝐢𝐨𝐧 & 𝐦𝐨𝐧𝐢𝐭𝐨𝐫𝐢𝐧𝐠 𝐭𝐨𝐨𝐥𝐬
𝐄𝐱𝐭𝐞𝐫𝐧𝐚𝐥 𝐬𝐞𝐫𝐯𝐢𝐜𝐞𝐬

Question 17

Change Management and Communication

Answer 17

This category of CSFs covers facilities for effective change management and communication within the
organization regarding BPM efforts

Question 18

Management Commitment and Involvement:

Answer 18

High-level management support and involvement to
BPM efforts has upmost importance in creating motivation for implementation, obtaining required
resources, and ensuring strategic alignment

Question 19

Governance:

Answer 19

his category deals with optimization and sustainability of BPM implementation in the
organization. Governance is concerned to create the right structures, metrics, roles, and
responsibilities to measure and manage organizational performance

Question 20

Process Management Organization

Answer 20

Process-based organization of BPM implementation is

important for effective planning and maintenance of BPM efforts

Question 21

Process Management Competencies

Answer 21

An organization’s background on BPM knowledge and skills

is an important indicator of its competency in BPM implementation.

Question 22

Program and Project Management

Answer 22

BPM initiatives should be managed using effective program and
project management practices This category includes identifying and addressing the risksm, involving
the right people in the project, developing a process
management plan

Question 23

Information Technology (Infrastructure)

Answer 23

IT infrastructure is a combination of common hardware,

software and network solutions together with policies and principles to maintain these solutions

Question 24

Stakeholder Involvement and Employee Ownership:

Answer 24

Stakeholder involvement is a critical factor in

all organization-wide undertakings. user participation, employee empowerment

Question 25

Process Measurement:

Answer 25

Being able to evaluate actual process performance through effective KPIs

Question 26

Organization Culture:

Answer 26

This category encompasses values and behaviors that contribute to the social
and psychological environment unique to an organization

Question 27

Domain (Process) Understanding:

Answer 27

For the success of BPM implementation, prevalence of domain

understanding is crucial in support of process management organization and competencies.

Question 28

Process Management Methods

Answer 28

Following a standard or commonly accepted methodology may

influence the success of BPM initiatives.

Question 29

Process Related Standards:

Answer 29

The use of standards in structuring and defining processes and their
outputs enable high-quality processes.