02/14/2017, Tue, 16:00, Moscow time , Text: Andrey Koptelov

The implementation of process management in companies, as a rule, is accompanied by the identification of key business processes and their subsequent description, analysis and optimization. Business processes involve many performers from different departments, many documents are created, and most importantly, there is a complex logic of interaction between performers, which requires displaying the process in a format convenient for perception and analysis.

Description of the existing state of a business process in the “as is” status allows not only to record the state of affairs, but also to conduct a primary analysis of the business process. Whereas the description of a business process in the “as it should be” status makes it possible to formalize and, most importantly, regulate the new state of the business process for its subsequent implementation in the company’s practice.

Text format for describing a business process

There are many examples of business process regulations that reach hundreds of pages, however, the larger the document, the less likely it is to be read, and even less likely to be followed. That is why it is necessary to describe business processes in extremely short documents in structured text format, focusing on who is doing what and when.

At the initial stages of business process management
a text description allows for a primary analysis of business processes in the company,
and also fix their target state in the form of approved regulations

The secret to describing business processes in the form of structured text is to follow a clear structure: first, it is recorded who performs the operation and when, and then in a subsection, a level lower, the actions themselves are described, after which it is indicated to whom and in what case the result is transferred.

In this way, the entire business process is described step by step, indicating the list of documents that are transferred through the process, and the information systems that are used to perform a particular operation.

In practice, even very “large-scale” business processes can be easily described in such a structure, while the advantage of the textual approach is its simplicity and accessibility not only to business analysts, but also to any employee of the company. Using these simple rules for structuring text in a company, you can easily create a system of regulations that standardize key business processes.

The disadvantage of a text description is the ability to “hide” in it omissions and inaccuracies in the business process, which can only be detected by carefully reading the resulting document. However, despite the shortcomings, at the initial stages of business process management, a structured text description allows for an initial analysis of business processes in the company, as well as consolidating their target state in the form of approved regulations.

Tabular format for describing a business process

Regarding the option of describing processes in text format, the use of a tabular form adds “structure” to the created description of the business process.

A business process is described in the form of a table, where lines describe operations in the business process, and each line contains not only the number and name of the operation, but also incoming and outgoing documents, time standards for execution, the performer, the information systems used and the logic of further actions. In fact, when describing a business process in tabular form, process maps are created that describe in detail all the necessary actions indicating their environment.

Depending on the tasks assigned, the table description can display various elements of the business process environment; for example, if the company is working with operational risks, you can add an additional column in which you can indicate the existing operational risks with their link to the operations of the process.

Using a single table template and simple instructions for filling it out, it is quite easy to describe key business processes in a company by employees of business units, and the quality of the resulting description will certainly be higher than in text format, but the result will have insufficient visualization in relation to the process description in the form of a graphical model.

The only drawback of the tabular form is the complexity of displaying the logic of the business process, since for each operation in the table it is necessary to describe in what case which action is performed, for example, “if the document is approved, then operation 5 is performed, and if not agreed, then operation 6 is performed ", which is not always convenient for understanding the features of a business process and its analysis.

Graphical model of a business process

IN Lately Many companies describe business processes in graphical model format. This could be a diagram drawn on a flipchart, or it could be a model created in a special tool in accordance with the notation approved by the company.

For most companies that describe processes in graphical form, the business process modeling toolkit is MS Visio or MS PowerPoint. These tools are included in the standard office suite, which allows a wide range of people to create business process models.

In addition to existing tools, cloud-based free business process modeling tools have recently appeared, in which you can draw a model in a browser and save the result either on disk or in cloud storage.

Considering how free and easy it is to start using cloud-based business process modeling tools, they are quickly gaining fans among business analysts and IT specialists, as well as among company employees and managers.

Using a graphical model, a business process can be described in the most qualitative way, because it can reflect not only all the necessary environment of operations, but also visualize the very logic of the business process using logical operators and events.

True, in the case of using a graphical form of business process modeling, the number of employees in a company creating business process models can be seriously reduced, since some of them will be put off by the complexity of the tools and the additional labor costs for creating graphic models, relative to text and tabular descriptions.

In order to be among those who model business processes in the company. There were as many representatives of business units as possible, it was necessary to choose modeling tools with a convenient and simple interface, and also use the simplest notations to display processes.

Business process modeling system

Some companies with a large number of employees and high maturity in the field of business process management, move from the simplest tools for modeling business processes to systems of the Business Process Analysis class, which allow modeling business processes in a single repository, which allows not only to create a holistic, mutually consistent model for describing the organization’s activities, but also receive regulatory documents based on it using custom reporting.

As a rule, if the number of business process models drawn in a company begins to exceed several thousand, there is a need to ensure their integration with each other, as well as to be able to create regulatory documentation based on the created models; it is in this case that the use of Business Process Analysis tools is justified.

Working in Business Process Analysis tools requires strict discipline when modeling business processes, which is achieved through the normalization of reference books organizational structure, documents and information systems, as well as approval of the business process modeling notation and audit of the compliance of created models with the approved notation either at the toolkit level, or using approval procedures.

The use of Business Process Analysis tools also has certain risks associated precisely with the need for strict discipline when creating models and with the complexity of the toolkit interface. This leads to a decrease in the number of business process modeling among representatives of business units. As a result, quite often work in the Business Process Analysis toolkit becomes the prerogative of business analysts and IT specialists, which narrows the possible resources for modeling business processes in the company, and leads either to an expansion of the staff of business analysts or to the attraction of external consultants. At the same time, businesses often do not want to work with the resulting models and return to a text or tabular format for describing business processes obtained using reports from the Business Process Analysis toolkit.

From modeling to automation

It is no secret that despite the established regulations for business processes, company employees often work according to their own rules, because monitoring the correct implementation of the regulations is quite difficult, and the audits carried out require additional labor costs.

It is completely logical to shift control over the correct execution of business processes to automated system, which contains all the necessary logic for its execution. When using specialized systems of the Business Process Management Suite class, the business process model becomes executable, and the information system itself manages the business process in accordance with the rules described in the model, assigning performers of operations and routing applications in accordance with the logic of the business process.

In this case, the model becomes a necessary condition to automate a business process, however, this business process model requires much more detailed elaboration, because it must be “understandable” to the information system that automates the process.

Such a specific “consumer” of a business process model makes its development a difficult task, for which, as a rule, a system analyst or even an IT developer who knows the automation system well is involved. Business representatives or business analysts in this case can only present a prototype of such a model, after which the agreed prototype must be seriously modified taking into account the features of the BPMS system.

What to choose?

To determine the formats for describing business processes, you need to analyze the size of the organization, its maturity in the field of business process management, and also determine the consumers of the created description.

In a company of 50 to 500 people, to improve and regulate business processes, a text or tabular description of the processes is quite sufficient, and the description can be carried out by employees and managers who have undergone specialized training on the topic of business process management.

In a company of 500 to 5000 people, you can also limit yourself to a text or tabular description, using graphic notations to visualize particularly “intricate” business processes with a large number of participants. In companies of this scale, in order to systematize the description being created, it is necessary to maintain a register of business processes and regulations, as well as create templates for both regulations and graphical models.

IN large companies with a workforce of 5,000 or more people, with a developed process office and high maturity in business process management, you can think about using Business Process Analysis tools for modeling business processes, within which you can create a single repository of business process models, and then create based on it business process regulations and other regulatory documentation.

BPMS systems are most effective where speed and control of the execution logic of business processes is important, so they can most often be found in those processes where client applications, orders, complaints and contracts are processed, regardless of the size of the company.

BRM offer on Russian market today it is quite comprehensive - both domestic and major foreign developments are presented here, including subsystems of “heavy” complex products from large vendors. While Russian software is still more focused on describing processes, foreigners gravitate toward execution. Before choosing a product, you must immediately clarify what needs to be described, to what extent and how execution will be controlled. Next, the system is selected based on a very different set of criteria - from ergonomics, hardware and software requirements to technical support and cost.

As an enterprise grows, its management system becomes more complex. In organizations, a description of this system and ongoing business processes, if it exists, is presented in most cases in disparate and disparate formats and is out of date. As a result, employees do not understand what processes generally take place in the organization, and the degree of staff participation in these processes decreases. The gap between the actual actions of employees and the overall strategy of the company is growing. This leads to a slow response to changes in external conditions, which affects the efficiency of the business and, as a result, its profit. In the current economic situation, this is an unforgivable luxury.

Optimization of such costs is an obvious internal reserve for increasing the efficiency of the organization. And here modern technologies for describing the organization’s activities, the result of which is an information model, can come to the aid of companies. As a rule, the development of an organization's information model is carried out "from top to bottom", starting with the formation of the company's mission, corporate goals, and the development of a strategy that determines the necessary set of functions to achieve the goals. A complete information model becomes a management system for an enterprise.

“BPM offers a methodology and tools that link the built process models with operational activities companies provide mechanisms for control and monitoring of processes, notes Liana Meliksetyan, Director of Business Development, Software AG in Russia and the CIS (the company recently announced the acquisition of IDS Scheer AG). - The latter is especially valuable when building a quality management system or when improving business processes based on quantitative indicators significantly affects business performance.

Niche offer

Today on the Russian market you can find a certain amount of software products, which help simplify the process of describing the activities of an organization. Among the Russian developments here we can highlight Business Studio (Modern Management Technologies), Business Engineer (Bitek), Intalev: Corporate Navigator (Intalev), ORG-Master Pro (Business Engineering Group "). Among the most popular foreign software products, it is necessary to note ARIS Business Performance Edition (IDS Scheer AG), CA ERWin Process Modeler, formerly BPWin (CA), Hyperion Performance Scorecard (Oracle), IBM WebSphere Business Modeler (IBM), SAP Strategic Enterprise Management (SAP ).

“You should pay attention to the fact that Russian developments are primarily intended for describing/designing the company’s activities. They, as a rule, provide the ability to describe almost any subject area. Foreign manufacturers are more focused on execution. In most cases, their products are one or more modules in a line of software provided by the manufacturer,” comments Alexey Fedoseev, CEO group of companies "Intalev".

Business modeling systems in Russia

*Prices are as of May 2009.

Source: Abis Soft, CNews Analytics, 2009

How to choose a business modeling system

Before you start choosing a software product, you need to understand three main points: what needs to be described; to what extent; how execution will be monitored. When answering the first question, it is necessary to determine which areas of the control system are to be described and whether a comprehensive description of the entire system is necessary. The answer to the second question should give an idea of ​​whether the management system will be described for an individual business, a division, or for the entire organization as a whole. The third question will determine the restrictions that may be imposed on the software product so that its integration with the executive system can be carried out in the future.

Having answers to these questions, you can significantly narrow the range of possible software products. Next, you should choose a product based on criteria such as the possibility of multi-user work, methods of presenting results, interface and ergonomics, availability of documentation and technical support, hardware and software requirements, and cost.

Review of the capabilities of some business modeling systems*

* - The table below indicates only the presence/absence of a particular functionality. It must be taken into account that the declared functionality is implemented in different products with varying degrees of elaboration.

Roman Isaev

Expert in organizational development and process management

Partner of the Group of Companies "Modern Management Technologies"

Project Manager for Organizational and Corporate Development

Professional business coach and Business Studio specialist

The article is devoted to tasks and projects in the field of business modeling, business engineering and organizational and corporate development. It systematizes information that should help to better understand the meaning and characteristics of business modeling in organizations, and also shows the role of business modeling to obtain additional competitive advantages. Various examples, interviews, links to techniques and practical solutions are provided.

Business modeling is the process of developing and implementing various business models of an organization (strategy, business processes, organizational structure, quality, etc.) with the aim of formalizing and optimizing its activities. The definition of what a business model is immediately suggests itself.

Business model is a formalized description (for example, graphic) of a certain aspect or area of ​​activity of an organization.

There are 4 main ways to develop business models. We list them in descending order of the level of efficiency of constructing and using business models.

• In the notation (rules) of a specialized business modeling software product: a combination of graphics, tables and text. For more details, see Chapter 8;
• Graphic: tree, block diagram, routing and so on. ;
• Tabular;
• Text.

Many organizations are engaged in business modeling, but each is at different stages of development in this area. Someone has already developed and is actively using a comprehensive business model (a set of models, documents and systems that describe all the activities of the organization). Some people only have graphical models and regulations for several business processes.

The main types of business models that are developed in organizations:

• tree (hierarchical list) of business processes - see Fig. 1;
• graphic models of business processes;
• organizational structure model - see Fig. 2;
• models of goals and indicators (strategic maps BSC / KPI);
• document library models (document tree), information systems models (system architecture) - see Fig. 3;
• models of products and services - see Fig. 4;
• quality management models and much more.

All these models make it possible to develop professional business modeling software products (BPBM).

For more than 10 years, the author has been using most of the solutions known on the PPBM market in projects and his own developments: Business Studio, ARIS, AllFusion Process Modeler (BPWIN), Business Engineer, Microsoft Visio. Each of them has its own functional features, limitations and advantages. You can learn more about the methodology for comparing software products developed by the author in the book Chapter 8.

Rice. 1. Bank business process tree (top level)

Rice. 2. Model of the bank’s organizational structure (top level)

Rice. 3. Bank document library model (fragment)

Rice. 4. Model of bank products and services (top level)

A “gentleman’s set” of knowledge and tools for a business analyst

Let us list a set of basic knowledge and tools that, in the author’s opinion, a modern business analyst and business modeling specialist should possess. This list can also be useful for young professionals to analyze their strengths and opportunities for development.

1. Business modeling software products: Business Studio, ARIS, AllFusion Process Modeler (BPWIN), Business Engineer, Microsoft Visio;
2. Notations for business modeling and descriptions of business processes: IDEF0, IDEF3, Data Flow Diagram (DFD), extended Event Driven Process Chain (eEPC), Value Added chain Diagram (VAD), Cross Functional Flowchart, etc. In each software product, business modeling has its own set of notations, and they are described in detail in the User Guide for the software product;
3. Business engineering/management techniques and techniques:
   • Development and implementation of a balanced scorecard system BSC / KPI;
   • Description of business processes;
   • Analysis, optimization, improvement of the quality of business processes;
   • Management of business processes on a long-term basis;
   • Functional cost analysis (FCA) and simulation modeling;
   • Description and optimization of the organizational structure, number of personnel;
   • Construction of personnel motivation systems;
   • Construction and organization of the functioning of a quality management system (ISO 9000);
   • Project management (including PMBOK - Project management body of knowledge);
   • Building a comprehensive business model for the organization;
   • Benchmarking;
   • Lean, 6 Sigma;
   • TQM (total quality management);
   • Various industry methodologies and standards, developments of consulting companies. Complete list and detailed description All methods applied to the banking industry are presented in.
4. Standard solutions, examples, developments and materials. In order not to develop most of the materials from scratch and not make mistakes that other specialists have already made, you need a set of standard solutions, models, documents, etc. For example, electronic database data (directory) “Comprehensive standard business model of a commercial bank”.

Thus, the following diagram can be formed (see Fig. 5):

Methodology + Standard solutions + Software product = Result

Rice. 5. A “gentleman’s” set of knowledge and tools for a business analyst

Here, Techniques and Techniques show HOW to complete projects and tasks.

Standard solutions and materials demonstrate WHAT should be the output (result).

With the help of PPBM, the execution of all tasks and projects is automated. This reduces time several times and increases work efficiency. For example, the Business Studio system allows, at the click of one button, to automatically generate regulatory documentation based on developed business process models, providing significant savings in financial and labor resources.

Business modeling: features of practical application

The main feature of business modeling is that it should be based on business processes. It is the business process management system (BPS) that is the foundation on which a large number of other management systems and technologies are built.

Many organizations have actively implemented and continue to implement different approaches, methods and technologies of management, improvement and optimization.

Practice shows that in some cases these methods are successful at the initial stage of implementation, but then gradually lose their effectiveness and are forgotten.

The failure of attempts to improve the performance of an organization using these approaches/techniques is often due to unsystematic and fragmented actions that do not involve in-depth analysis and fundamental changes in the organization's performance.

The main way to overcome this problem is to introduce a process approach to management into an organization (i.e., building a business process management system) as a basis for implementing other techniques, management/improvement and optimization technologies.

Complex business modeling techniques that cannot be reduced to simple and understandable actions usually do not work in organizations. After all, ultimately, the implementation of these methods and the results of their application fall on the personnel and line managers of the organization, who do not always have specialized competencies in the field of modern management techniques and business engineering, and sometimes meet them with hostility.

In order for the methodology (technology) implemented in the organization and the project as a whole to be successful and bring the planned results, it is desirable that they be:

1. Inexpensive. This is especially true for medium and small organizations that cannot afford to implement expensive solutions;
2. Simple and understandable to ordinary employees of the organization;
3. Practically aimed, to have fairly “quick” and at the same time long-term results;
4. We took into account the specifics of management Russian companies;
5. Contained examples and standard solutions.

It is also appropriate here to cite 8 main principles of quality management, which apply to all business modeling tasks and make it possible to ensure their implementation.

1. Customer focus;
2. Executive Leadership;
3. Employee involvement;
4. Process approach;
5. Systematic approach to management;
6. Continuous improvement;
7. Fact-based decision making;
8. Mutually beneficial relationships with suppliers.

Indeed, failure to comply with even 1-2 principles can have an impact Negative influence for the development of the organization.

The Importance of Business Modeling

When starting to develop business models, organizations identify certain human and material resources to implement the project. Moreover, the improvements resulting from the work done must exceed these costs. How does a business model ultimately help the organization function? We can highlight several of the most noticeable and widely known positive effects that manifest themselves with a competent and systematic description of business processes.

1. Increasing transparency, manageability and controllability of the organization’s activities at all levels;
2. Reducing execution time and costs, increasing the quality and efficiency of business processes;
3. The ability to replicate the organization’s business (create additional client branches, offices, representative offices);
4. Comprehensive and sustainable development organizations, systems approach to decision making;
5. Reducing dependence on personnel, proper selection of employees, increasing the efficiency of personnel and managers;
6. Increasing customer loyalty and satisfaction, and, as a result, the organization’s reputation;
7. Financial results.

However, there are other aspects that are not so well known to a wide range of managers and business owners.

Business modeling and related technologies/solutions have a significant impact on the organization’s ratings, which are assigned by rating agencies, including international ones (Fitch, Moody’s, S&P, etc.).

As a result of an analysis of the methods for assigning ratings of various international and Russian agencies (including), as well as based on the results of interviews with representatives of agencies, the author was able to find out that many agencies, when calculating ratings of organizations, take into account a group of factors under the code name “Corporate governance / management” (non-financial assessments ). This parameter includes the following factors:

• Adequate and detailed strategy of the organization;
• Developed risk management system (including an operational risk management system);
• Level of regulation (formalization) of business processes;
• Quality of business processes (history of KPI indicators);
• Level of automation of business processes, state of information systems and technologies (IT);
• Organizational structure (formalization, efficiency, transparency, distribution of responsibilities and powers);
• The evolution and functioning of various management systems in the organization (quality management system, work system and customer relationships, personnel management system, etc.).

Detailed terms and ratings vary by agency.

The rating assignment algorithm is quite simple and understandable. The rating agency's auditors study and evaluate the organization's activities in accordance with the rules and criteria laid down in the methodology for assigning the rating. The input information is:

• Regulatory and reporting documents of the organization;
• Observation of the organization's activities and interviews.

Therefore, it is important not only to develop a large number of correct and up-to-date documents, but also to communicate them to employees, to ensure the effective execution of business processes and the functioning of management systems in practice.

Scores for all criteria are summed up according to certain rules and, based on the total score, the organization’s rating is determined. Each group of criteria can have a different weight, so a large sum of points for a group of criteria with a small weight will not have a very large contribution to the final grade.

The symbols of assigned ratings (rating scale) may vary depending on the rating agency and the type of rating itself (credit rating, reliability rating, management quality rating, financial stability and etc). For example: the highest level of reliability, satisfactory level of reliability, low level of reliability, etc.

1. Participation in tenders and accreditations;
2. Improving the image (authority) of the organization in the market, among partners and contractors;
3. Improving the image (authority) of the organization among authorities state power;
4. The expansion of the customer base;
5. Attracting investors;
6. As a consequence of all the above points, there is an improvement in financial performance.

Thus, for public companies interested in improving international or national ratings, when assessing the effectiveness of a project to build an integrated business model, it is advisable to take into account additional features to improve rating positions. Let us note that adequate elaboration of all the factors listed above that influence the rating of an organization certainly requires the use of professional business modeling software products (BPBM).

Additional opportunities in this direction are provided by the use of standard successful industry solutions. As current example You can cite the “Complex standard business model of a commercial bank”, developed in the Business Studio software product. Summarizing the best practices of process management in credit institutions, this model acts as a model on the basis of which financial sector companies can improve corporate governance according to all the parameters listed above.

Practice of business modeling in financial and credit organizations

The decision to create a business model for an organization can be made in different ways, depending on the management characteristics of certain companies. Sometimes this is the sole decision of a top manager; it is also possible that the company’s owners realize the need for business modeling. In the practice of working with banking organizations, the author had to deal with such examples.

“All bank activities at the press of one button on the computer”

The chairman of the board of bank “A” at one of the meetings ordered: “It is necessary that all the activities of the bank be formalized, so that by pressing a button on the computer, I can see the work of any employee and any business process of the bank: its goals, indicators, processes, technologies , results, etc.”

To solve this problem, an electronic business model of the bank was developed. A web browser window was placed on the desktop of the Chairman of the Board's computer. The links located in it allow you to track all activities: The manager can open any document, a business process diagram, find out those responsible for business processes and procedures, statistics on business process indicators and current values, a list of projects currently being implemented in the bank and their status , organizational structure of any department and much more.

The Chairman of the Board was very pleased with the work done. It should be noted that the work was completed in a short time: 1.5 years passed from the moment the task was set to the receipt of the final results. High speed The implementation of the project was achieved thanks to the use of standard solution— “Comprehensive standard business model of a commercial bank,” which is a system of interconnected models, documents and reference books that describe most areas of activity and management systems of a universal commercial bank.

By the way, by the time the project was completed, the Chairman of the Board had already become a shareholder of the bank. The resulting Integrated business model of the bank provided a systematic approach to bank management, which allows you to quickly make decisions and make any changes in the bank’s work, improves the efficiency and quality of both individual business processes and divisions, and the bank as a whole.

“Systematic approach to bank development”

The shareholders of Bank B set the task of developing a comprehensive and long-term development strategy for the bank based on modern technologies management. After conducting research and taking part in several business trainings, the bank’s organizational and corporate development specialists proposed the following solution to shareholders.

Since the bank’s corporate strategy has already been determined, you can start by developing a system for managing the bank’s business processes, since business processes are the essence of all the bank’s work, and the satisfaction of Clients and the bank’s profit depend on the results of business processes.

1. We will describe all key business processes, create process teams and train them, provide effective interaction all participants in business processes so that business processes are completed faster;
2. We will improve (optimize) processes where required, then organize business process management at permanent basis. As part of each business process, we organize strategic planning so that each business process has a strategy based on current market trends, customer requirements and bank strategy, as well as goals and indicators;
3. When business processes and their management become transparent and streamlined, we will move on to the next task - building a bank quality management system (according to ISO 9000 standards) based on a process management system. That is, the QMS will be an add-on for the process management system. This will allow the bank to obtain a certificate of compliance with ISO 9001 and improve its image both among clients and partners. Also, thanks to the QMS and ISO 9000 standards, we will significantly reduce the number of Customer claims against the bank and the costs of low-quality products and services, minimize operational risks, and supplement the bank’s activities with new requirements and management methods;
4. In parallel with this, we will begin automating business processes. We will update and translate it to high quality new level systems for electronic document management and operational management (DocFlow / WorkFlow), interaction with clients (CRM), etc. We will create a single project office that will oversee all projects for the organizational and corporate development of the bank, we will qualitatively improve the management of the bank’s personnel so that this activity represents a system .

As a result, we will receive an integrated bank management system - a modern effective tool management of the organization for shareholders and top managers of the bank.

Conclusion

IN modern conditions In a number of markets, a situation increasingly arises when the value price competition decreases, and low price goods or services are no longer a key way to attract and retain Customers.

For example, in the financial sector, more and more Clients are paying attention to the quality and technology of the products/services of a credit organization, the ease of interaction with the bank to resolve all issues and problems, and the organization’s ability to quickly satisfy new needs and requests of Clients. Such important parameters, as the reliability and stability of the bank, one of the indicators of which is its fairly high rating in domestic and/or international agencies.

Therefore, there is every reason to assume that the need for business modeling, the introduction of business engineering technologies and organizational development will only grow.

Business process modeling is one of the methods for improving the quality and efficiency of an organization. This method is based on a description of the process through various elements (actions, data, events, materials, etc.) inherent in the process. As a rule, business process modeling describes the logical relationship of all elements of a process from its beginning to completion within an organization. In more difficult situations modeling may include processes or systems external to the organization.

Business process modeling allows you to understand the work and analyze the organization. This is achieved due to the fact that models can be compiled for different aspects and levels of management. In large organizations, business process modeling is performed in more detail and in a more multifaceted manner than in small ones, which is associated with a large number of cross-functional connections.

Typically, various computer tools are used to model business processes and software. This makes it easier to manage models, track changes to them, and reduce analysis time.

Objectives of business process modeling

The ultimate goal of business process modeling is to achieve operational improvements. To achieve this, the analysis focuses on increasing the value of process outputs and reducing the cost and time of activities.

Business process modeling has several goals:

• Firstly, this is the purpose of describing processes. Through modeling, you can trace what happens in processes from beginning to completion. Modeling allows you to gain an “outside” view of processes and identify improvements that will improve their efficiency.
• secondly, standardization of processes. Business process modeling sets the rules for executing processes, i.e. the way they should be carried out. If the rules, guidelines or requirements established in the models are followed, the desired process performance can be achieved.
• thirdly, establishing relationships in processes. Business process modeling establishes a clear connection between processes and the requirements they must fulfill.

Stages of business process modeling

Modeling business processes, as a rule, includes the implementation of several successive stages. Because Since the ultimate goal of modeling is to improve processes, it covers both the “design” part of the work and the work on implementing process models.

The composition of the stages that business process modeling includes is as follows:

• identifying processes and building original model"as it is". In order to improve a process, you need to understand how it currently works. At this stage, the boundaries of the process are determined, its key elements are identified, and data on the operation of the process is collected. As a result, an initial “as is” model of the process is created. This model does not always adequately reflect the workings of the process, so the model at this stage can be called the “first draft” or the initial “as is” model.
• revision, analysis and refinement of the original model. At this stage, contradictions and duplication of actions in the process are identified, process limitations and process relationships are determined, and the need to change the process is established. As a result, the final version of the “as is” model is formed.
• development of a “how it should be” model. After analyzing the existing situation, it is necessary to determine the desired state of the process. This desired state is represented in the “as it should be” model. This model shows what the process should look like in the future, including any necessary improvements. During this stage of business process modeling, such models are developed.
• testing and applying the “as it should be” model. This stage of modeling is associated with the implementation of the developed model into the practice of the organization. The business process model is being tested and the necessary changes are made to it.
• improving the “as it should be” model. Business process modeling is not limited to just creating a “how it should be” model. Each process continues to change and improve as it operates, so process models must be regularly reviewed and improved. This modeling stage is associated with constant improvement processes and improving the business process model.

Types of business process modeling

Business process modeling can have different directions. It depends on what problems are supposed to be solved with its help. Taking into account absolutely all impacts on the process can significantly complicate the model and lead to redundancy in the description of the process. To avoid this, business process modeling is divided by type. The type of modeling is selected depending on the characteristics of the process being studied.

To improve the process, the following types of modeling are used:

• Functional modeling. This type of modeling involves describing processes in the form of interconnected, clearly structured functions. In this case, a strict temporal sequence of functions, as it exists in real processes, is not necessary.
• Object Modeling- implies a description of processes as a set of interacting objects – i.e. production units. An object is any item that is transformed during the execution of processes.
• Simulation modeling– this type of business process modeling implies modeling the behavior of processes in various external and internal conditions with an analysis of the dynamic characteristics of processes and with an analysis of resource allocation.

The division of modeling into types is carried out to simplify the work and focus attention on certain characteristics of the process. In this case, for the same process can be applied different kinds modeling. This allows you to work with one type of model independently of the others.

Principles of business process modeling

Business process modeling is based on a number of principles that make it possible to create adequate process models. Their observance makes it possible to describe many parameters of the state of processes in such a way that within one model the components are closely interconnected, while individual models remain sufficiently independent of each other.

The main principles of business process modeling are the following:

• Decomposition principle– each process can be represented by a set of hierarchically arranged elements. In accordance with this principle, the process must be detailed into its constituent elements.
• Principle of Focus– to develop a model, it is necessary to abstract from many process parameters and focus on key aspects. For each model these aspects may be different.
• Documentation principle– elements included in the process must be formalized and recorded in the model. Different designations must be used for different process elements. The fixation of elements in the model depends on the type of modeling and the selected methods.
• Principle of consistency– all elements included in the process model must have an unambiguous interpretation and not contradict each other.
• The principle of completeness and sufficiency– before including this or that element into the model, it is necessary to evaluate its impact on the process. If an element is not essential for the execution of the process, then its inclusion in the model is not advisable, because it can only complicate the business process model.

Business process modeling methods

Today, there are quite a large number of methods for modeling business processes. These methods apply to different types modeling and allow you to focus on different aspects. They contain both graphical and textual tools, through which you can clearly present the main components of the process and give precise definitions parameters and connections of elements.

Business process modeling is performed using the following methods:

• Flow Chart Diagram is a graphic method process representations in which operations, data, process equipment, etc. are represented by special symbols. The method is used to display the logical sequence of process actions. The main advantage of the method is its flexibility. The process can be represented in many ways.
• Data Flow Diagram. A Data Flow Diagram or DFD is used to show the flow of information (data) from one process activity to another. DFD describes the interconnection of operations through information and data. This method is the basis for structural analysis of processes, because allows you to decompose the process into logical levels. Each process can be broken down into subprocesses at a higher level of detail. The use of DFD allows you to reflect only the flow of information, but not the flow of materials. A data flow diagram shows how information enters and exits a process, what actions change the information, where information is stored in the process, etc.
• Role Activity Diagram. It is used to model a process in terms of individual roles, groups of roles, and the interaction of roles in the process. A role is an abstract element of a process that performs some organizational function. A role diagram shows the degree of “responsibility” for a process and its operations, as well as the interaction of roles.
• IDEF (Integrated Definition for Function Modeling) is a whole set of methods for describing various aspects of business processes (IDEF0, IDEF1, IDEF1X, IDEF2, IDEF3, IDEF4, IDEF5). These methods are based on the SADT (Structured Analysis and Design Technique) methodology. The IDEF0 and IDEF3 methods are most often used to model business processes.
• IDEF0 – allows you to create a process function model. The IDEF0 diagram displays the main process functions, inputs, outputs, controls and devices associated with the main functions. The process can be decomposed to a lower level.
• IDEF3 - this method allows you to create a “behavioral” model of the process. IDEF3 consists of two types of models. The first type represents a description of the work flow. The second is a description of the transition states of objects.
• Colored Petri nets– this method represents a process model in the form of a graph, where the vertices are the actions of the process, and the arcs are the events due to which the process transitions from one state to another. Petri nets are used to dynamically model the behavior of a process.
• Unified Modeling Language (UML) is an object-oriented method for modeling processes. It consists of 9 different diagrams, each of which allows you to model individual static or dynamic aspects of the process.

Most of these methods are implemented in software. It allows you to support business processes or analyze them. Examples of such software are various CASE process modeling tools.

In this article we will provide a brief overview of programs for describing and modeling business processes.
As we receive information, we will add to the article. brief descriptions programs.
If you know a convenient program for modeling business processes that is not on our list, please let us know in a comment or through the feedback form.

1. ARIS Express is a tool for modeling business processes, quite easy to install and use, so that it can be used by both novice users and university students. This product belongs to the ARIS (ARchitecture of Integrated Information Systems) family of modeling tools from IDS Scheer (currently part of Software AG), widely represented on the Russian market, localized several years ago and even provided with Russian language technical support. The ARIS (ARchitecture of Integrated Information Systems) family of products produced by IDS Scheer includes not only tools for modeling business processes and publishing models, but also integrated tools for developing a balanced scorecard system, assessing and optimizing the cost of business processes, their simulation modeling, tools that simplify the implementation of ERP systems, the design of distributed applications and IT infrastructure, as well as tools for monitoring the execution of business processes. Leading analytical companies Gartner Group and Forrester Research classify IDS Scheer as one of the leaders in the global market for business process modeling and analysis tools.

2. Bizagi Process Modeler - free software for creating process diagrams and documentation in BPMN standard notation.

3. Business Studio - a business modeling system from a domestic manufacturer, allowing companies to speed up and simplify the development of their management system and the implementation of a quality management system. Eat free version. Main tasks to be solved:

• Formalization of the strategy and control of its achievement
• Design and optimization of business processes
• Design of organizational structure and staffing table
• Formation and distribution of regulatory documentation among employees
• Implementation of a quality management system in accordance with ISO standards
• Formation Technical specifications and support for the implementation of information systems

4. AllFusion Process Modeler - Allows you to describe, analyze and model a data model - a builder of meta-data models. It occupies one of the leading positions in its market segment.
Includes three standard methodologies: IDEF0 (functional modeling), DFD (data flow modeling) and IDEF3 (work flow modeling).

5. - a comprehensive tool with a convenient user interface, designed to simulate and organize collaboration between both production and IT personnel.

• Quickly and seamlessly integrate modeling, workflow, and simulation capabilities.
• Simulation based on data from the warehouse, change reports and real-time performance tools.
• Monitoring workflows via the Internet using a standard browser.

6.ELMA - Russian development. The business process management system is based on a simple idea: you are building a model of your company’s business processes using visual diagrams (BPMN notation), upload these descriptions into computer system ELMA, and the program allows you to track the execution of processes in the real practice of the enterprise. There is a free version.
In addition to managing sequential tasks that are beneficial to automate, there is a project management module. Existing system control (including through the module KPI management) and reports creates optimal conditions for working in a team, including remotely (especially valuable for branches).
Electronic document management is connected to all modules of the system and provides storage and classification of documents. This saves a lot of time and reduces the concept of " irreplaceable worker"to a minimum.
Accounting for clients and access rights has been resolved in the CRM module: an integration function with call centers has appeared. For the average user, ELMA can be useful as an alternative to internal corporate mail and a task management tool.

7. Fox Manager Business Processes Free. A program for building and analyzing business processes, as well as generating reports on the enterprise process model. The program allows you to build a single integral process model of the enterprise. The notation used is close to Basic Flow Chart, which is well known to many for its ease of building business processes. The program automatically builds top-level processes, displaying the interactions of categories and business processes in the form of a visual diagram. The analytical functions of the program allow you to promptly notice and eliminate errors made during the construction of the constructed process model, namely, highlight processes for which no one is responsible, find links to non-existent documents, positions, suppliers or business processes.