How to Build Great Process, Rule, and Event Models

Business Process Modeling Notation (BPMN) is an increasingly successful Object Management Group (OMG) standard and whether you are in government, manufacturing, or business, you need to understand how to accurately depict your company’s processes in BPMN. The BPMN Specification, however, can be abstract, lengthy, and complicated. As a result, learning to use BPMN can be daunting and force professionals to steer clear of it without an efficient and easy way of getting acquainted with the material.

BPMInstitute.org has been at the forefront of education and thought leadership in this area and as a benefit to our members; we are providing a free sample of one of the most recent books on BPMN: The Microguide to Process Modeling in BPMN 2.0.

In my last article, I provided tips for successful large scale change.  Most of those suggestions were to help prepare people for change, some beginning in the months or years leading up to the implementation.  When large changes occur, preparation beforehand is only half the battle.  The perception of success or failure depends on how well people faced with integrating these changes into their daily life are supported after the change has occurred.

This time, we’ll focus how you can integrate change into people’s routines in the weeks and months immediately following any shake-up.  There are several areas you can focus on to ensure that the change is permanent and positive for all concerned.

This article offers advice on how to use a BPMS to support process transformation across three specific business areas.  When an organisation uses a BPMS to enable empowerment, focus on quality and compliance, and remove unnecessary human touches, it will gain great rewards.

The technology available to exploit these opportunities will vary across vendor solutions, but it is valid to assume at least basic support exists in the majority of solutions on the market.

Co-authored by: Jerry Stevens, Process Strategist, Process Strategy Group

Most organizations are improving processes in some shape or form..  Many companies employ some type of improvement method, whether it is Lean, Six Sigma, TQM, BPM or some iteration of an improvement technique. They realize that the most effective way to improve how an organization provides products and services to their customers is through the review and improvement of customer facing processes.

“People hate change!”  This is a pretty well-accepted statement for those of us who work in the technology industry. Most of us involved in driving change in large organizations have the battle scars from those that were less than successful.