Business Analyst Foundations: Business Process Modeling

Question 1

Why do we need business process modeling

Answer 1

These constant changes require the organization to be aware of how they perform their activities and how these activities fit into the bigger picture of achieving their expected outcomes and goals.

Question 2

What can BPM represent?

Answer 2

These models enable us to represent

• the current state, the way things are done today,
• potentially define the future state,
• the way we want things to be, and
• recognizing the gaps between the two in a consistent format that can be easily compared and understood by many.

The value Business process modeling represents to the organization is to visually demonstrate the flow of activities between various stakeholders and the interaction that enables outcomes to be achieved.

Question 3

What terminology does BPM use for “stakeholders”

Answer 3

Actors

An actor can be a person, department, system, or an external entity to the organization.

Question 4

The benefits of process modeling

Answer 4

1. Firstly, it’s a great way to ensure that you understand how the organization runs and performs its business activities right now, and how they touch and relate to the outside world.
2. Secondly, it helps identify areas of the business that are not well-understood and helps in clarifying responsibilities across the whole process.
3. Thirdly, it helps identity and breaks down complex business processes and provides the ability to analyze and identify process inefficiencies.
4. And, lastly, these models become artifacts to help you with your training documentation, in understanding and enabling the end-user of what the old and the new way looks like.

Question 5

Prototyping

Answer 5

Throughout the world, organizations use models and modeling as a cost-effective way to share and demonstrate the concepts and designs to large audiences to receive feedback on what is to come.

Question 6

4 Most commonly used business modeling tools

Answer 6

1. Context diagram
2. Functional flow diagram
3. Cross-functional flow diagram
4. Process flowcharting

Question 7

Context diagram/model

Answer 7

The context diagram provides the high-level framework and interaction of an organization.

• The context diagram depicts the organization that is being analyzed as shown as a circle, the external entities that connect to the area or system being analyzed represented by boxes, and lastly the relationship of interactions between the organization and the external entities.

— These are shown as the arrows.

HOW USED

The context diagram is commonly used in understanding and documenting the interrelationship between those outside of the organization, namely the external entities, and the touchpoints into your organization. As can be seen by the diagram,our focus here are the interrelationships and activities that are either initiated or needed by the organization.

Question 8

Functional flow diagram

Answer 8

The functional flow diagram is a simple model showing the functional areas or stakeholders internally to our organization and how they interact in a logical overall flow of work.

• The functional flow diagram always starts with a stakeholder, usually the customer or another entity external to the organization, initiating a transaction.

— Stakeholders and internal functional areas are captured in the ovals. Then the appropriate relationships and workflows are drawn between these stakeholder groups.

Question 9

Cross functional flow diagram

Answer 9

We start creating cross-functional flow diagrams as a way to capture and sequentially display the activities that are performed.

• The stakeholders are also referred to as actors in the process.

— Remembering an actor can be a person, system, or functional area.

-Cross-functional flow diagrams are also referred to as activity diagrams and swim lane diagrams.

—These diagrams organize activity sequences that displays the process in the context of the actors responsible for performing the work.

—This added structure makes it very easy to read and quickly identifies the individual actor’s work as well as cross-functional interactions needed.

These diagrams are very effective in visually sharing a process is performed from start to finish and what each and every stakeholder or actor needs to perform to enable completion of the activity

Question 10

Process flowcharting

Answer 10

These traditional process flow models show the sequential flow of activities, decision points and other interactions.

• Process flow models are used as a way to capture the step-by-step procedures and activities performed by an individual actor.
• These process describe who and what has to be involved in fully responding to an event or how people in the enterprise collaborate to achieve a goal.
• These process workflow models are the lower-level detail not represented in the cross-functional swim lane models.

Question 11

Internationally recognized modeling standard organizations

Answer 11

1. UML - United Modeling Language
2. BPMN - Business Process Modeling Notation

Question 12

2 things needed to ensure effective capture, analysis and presentation of your efforts

Answer 12

1. Consistency
2. Simplicity

Question 13

What is a process map (AKA flowchart diagram)

Answer 13

Process maps document the flow of activities performed by a single actor at the lowest level of detail. Like the cross-functional flow diagram,these can be documented as existing also referred to as current state or as is or future state, to-be process maps.

Question 14

What acronym describes a 4-part approach to current-state process maps?

Answer 14

KRAC

• Keep
• Remove
• Add
• Change

Question 15

What is an impact assessment?

Answer 15

When you overlay both the current and future state process maps together, the difference that you can find becomes a set of requirements.

• It is these requirements that the business needs in order to get to their desired future state.
• By identifying what has changed, you can begin to analyze the impacts to the existing functional areas.

Question 16

In what educational functions can an impact assessment operate?

Answer 16

One of the greatest benefits in documenting flowchart process maps at this level is that they become the single source of truth and what needs to be done and in what sequence an actor needs to perform them.

• Process maps support the creation of test scripts and ensure the process delivers a consistent outcome.
• As testing is performed, errors and updates may impact on your processes. This feedback loop is vital for ongoing continuous improvement activities.
• When used in conjunction with cross-functional flow diagrams, the flowchart process maps can be used to create instructional guides and other training materials like online knowledge center content, quick reference guides and training manuals.
• The analysis that goes into flowcharts can also help identify the amount of training required and the number of resources needed for tasks in the existing or new environment.

Question 17

Does the flowchart diagram document the lowest level of a process? If so, what benefit does that provide?

Answer 17

The beauty of the detail in your flowchart process map is that a single activity performed by an individual or system can be captured in its entirety form start to end.

• A further benefit is its ability to isolate each activity. An activity can be assessed, refined, quality controlled, automated and updated without having to update the cross-functional flow diagram.
• Remember the process map has documented the lowest level of detail, which means each step-by-step process will in turn become a step-by-step instruction for the end user.

Question 18

Features of a flowchart

Answer 18

• The flowchart diagram, or process map, is the start-to-finish processof a single activity and a single actor.
• Each step is mapped out in the required sequence.
  
  • One of the main features in a flowchart process map is the ability to isolate each activity. This means that the activity can be taught, assessed, refined, and updated without having to update the cross-functional flow diagram that they refer back to.
• Flowchart process maps should always trace back to their parent cross-functional flow diagram.
  
  • You’ll never dream of putting a stack of detail into the cross-functional flow diagram.
• Arrows can flow any direction (up, down, left, right)
• Trigger/starting point normally starts in the top-left corner
• Every flowchart process map will have a starting point and an endpoint.
• Remember to always use verb/noun combinations as your descriptors, such as “Get customer information,” in process boxes and questions for decision diamonds.
• Imagery: Flowchart symbols as stepping stones across a roaring river

Question 19

What is a predefined process or subprocesses?

Answer 19

Level: Cross-functional flow diagram

Symbol: Rectange with vertical lines on horizontal sides

A flowchart diagram imbedded within a cross-functional flow diagram. If you were to click it, it would expand and become a flowchart diagram.

Question 20

Why aren’t there any swimlanes in a flowchart diagram?

Answer 20

We’re only following one actor

Question 21

What are the most commonly used flowchart symbols in a flowchart diagram?

Answer 21

1. Process Box
2. Decision diamond
3. Arrow/connector

Question 22

Steps for creating a flowchart diagram

Answer 22

1. Firstly, you need to use the round cornered rectangle as the symbol used as the start, and end points, also known, as a terminator.
   
   1. In this box, you note the trigger for the process. To do this, ask yourself: how do they know that they have to X? Refer back to your cross-functional flow diagram, which will show you the step just before.
2. Second step, which is the actual, multiple steps, in one, is to map out each part of the process.
   
   1. To do this, you use the process box symbol,until the activities workflow is complete.
   2. The trick is never having more than one step, in each box.
      
      1. This is your chance, to break down the process, into the finest detail.
   3. Another trick to remember, is that your flowchart diagram, or process map, doesn’t need to flow from left to right.
      
      1. It can flow in a switchback formation, or, up and down the page, as long as it is logical, and the reader can interpret the flow of the events.
3. Third step, as you map out each activity, is to note where a decision is required.
   
   1. This will alter the flow of events, and, it is where you need to use your decision diamond.
   2. The diamond symbolizes that the pathways are not broken, and the normal flow of work can continue.
4. The fourth, and final step, is to never assume anything.
   1. Always run workshops. Talk to the people who are responsible for the work that you are trying to capture.
   2. Keep your sessions on track, focusing on the normal process first, and, then, considering the alternate flows.
      
      1. This will save you a lot of time, and effort.
   3. I would also encourage you to ask one of your stakeholders, to step you through the process, and, follow it, on your flowchart, if they deviate from the sequence you have captured.
      
      1. This will give you a greater insight, into how different people interpret executing the process, and, keeping you all from falling into the murky waters of inaccurate process, and flowchart mapping.

Question 23

Common flowchart diagram problems and recommendations

Answer 23

How to draw the line between cross-functional flow diagrams and process maps

• One has multiple actors, the other a single actor

Not enough groundwork is done before the flowchart diagram is drawn

• Without understanding the context behind the workflow that you want to map, you will struggle.
• This all comes back to educating your project team and stakeholders on the standards, guidelines, and principles to ensure discipline consistency.
  
  • If you’ve been tasked with providing process maps, ensure that you are all on the same page and that expectations are aligned.

I like to include a legend of the symbols used at the bottom of each model so there is no confusion.

• Take a moment to walk through the types of business process models from the context, functional flow, cross-functional flow, and detailed flowchart process maps.

Understand what your end deliverable needs to be and the process you need to follow in order to get you there.

• This way you’ll have the support of your project team and stakeholders and you will achieve what you set out to achieve at the start of the project.

Engage your stakeholders every step of the way.

• Taking them on the journey with you will help you manage their expectations and create buying.
• Giving stakeholders their own sense of ownership of the processes you are mapping will encourage them to be forthcoming with information and support because they want to see the results.

Validate your flowcharts by circling back with the stakeholders and ensure that you have captured your information correctly and involve the necessary stakeholders.