2. Session Agenda
• Understanding BPMN 2.0
• Valuing BPMN Concepts and High Level Map
• Exploring Microsoft Visio 2003 Professional Edition
• Utilizing BPMN Methods and Style
• Comprehending Pools, Subprocesses, and
Hierarchical Modeling
• Valuing Collaboration and a "Complete" Top-Level
Diagram
• Leveraging Events Overview and Using Timer Events
• Sending, Receiving, and Using Message Events
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3. Session Agenda (cont’d)
• Using Error, Event
Subprocesses, and the
Other Level 2 Events
• Working with Branching
and Merging
• Utilizing Iteration
• Following the Rules and
Next Steps
• Validating BPMN Diagram
• Navigating BPMN
Certification
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5. What is BPMN all about?
• A graphical notation to facilitate the
understanding of the performance collaborations
and business transactions inside and between
the organizations.
• Objective:
To ensure businesses and human resources
understand themselves
Enable organizations to adjust to new internal
and B2B business circumstances quickly
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6. What is BPMN all about? (cont’d)
March 2015BPMN 2.0 6Image: giffy.com
7. Start with BPM First
• Definition
Business Process Management is Management and
improvement of an organization end-to-end enterprise
business processes.
• Some point of views
A process of managing your business processes.
A management discipline.
A technology or set of technologies.
A rapid application development framework.
• Objectives
Clarity on strategic direction
Alignment of the organizational resources
Increased discipline in daily operations
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8. Open Management Group
• OMG is an international, open membership, not-for-profit
computer industry standards consortium (www.omg.org).
• Task Forces develop modeling and integration standards
for a wide range of technologies.
• OMG's Model Driven Architecture (MDA) supports
complete application lifecycle from design, development
and deployment, maintenance and evolution.
• Modeling standards
Unified Modeling Language (UML)
BPMN
Systems Modeling Language (OMG SysML)
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9. Open Management Group (cont’d)
• Objective
Enable powerful visual design for software structure and
behavior, processes in software and business.
• Middleware standards and profiles based on Common Object
Request Broker Architecture (CORBA) and support a wide
variety of industries.
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10. Process Improvements
• Target inefficient or ineffective
processes in delivering what customers
require.
• Efficient is when the resources
consumed at the minimum possible
levels.
• Effective is able to deliver products or
services according to specifications.
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12. Benefits of BPM
• Using process-enabled achievement of strategic
objectives.
• Accelerating time to market.
• Delivering improvements in cost, productivity, timeliness
and quality.
• Improving customer service levels and increasing
customer satisfaction.
• Transferring knowledge to ensure that customer teams
achieve the necessary competence and autonomy to
maintain and develop future capabilities.
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13. Benefits of BPM
• Simplifying business processes to drive effectiveness,
efficiencies and agility.
• Managing risks and meeting compliance regulations.
• Providing greater visibility into your organizational
performance.
• Introducing new process designs faster.
• Reducing costs.
• Generating new revenue streams.
• Improving existing revenue streams.
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15. BPM vs BPI
BPI
• Initiatives typically imply projects.
• A set of one-time unique improvements in redesigning or
fixing a process.
• Common methodologies: Six Sigma, Lean, Total Quality
Management (TQM) and Business Process Reengineering
(BPR).
BPM
• Ongoing commitment to meeting organization's performance
goals by managing its processes.
• A continuous, feedback loop to ensure organization's
business processes aligned to strategy and expectations.
• May employ common BPI methodologies but it does not
imply organization is committed to BPM practice.
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16. Steps in Implementing BPM
• Aligning Processes with Business Strategy
• Discovering and Modeling Processes
• Measuring Processes
• Analyzing and Benchmarking Processes
• Harvesting Policies and Rules
• Improving Processes
• Managing the Changing of a Culture
• Governance and Decision Making
• Deploying Technology
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17. BPM Approach
• Traditional:
Capturing processes from organization perspective,
not from customer’s
Start to finish without a focus on outputs which are
more important to the customer.
Lack of understanding of the customer's expectation
New:
Start from end to beginning.
Identify customer
Identify outputs of interest to the customer
Identify customer's expectation (time, cost and
quality)
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18. BPM Approach In Details
• Peel away top-level complexity by creating hierarchical
levels on the sub-processes.
• Be mindful each sub-process must have a customer, an
output and a customer expectation (time, cost and
quality).
• Determine and measure the performance metrics.
• Examples of the metrics:
o Cycle time
o Defect rate
o Stock-out
o Variance to promise date
o Variance to promise budget.
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20. BPMN Users
• High level for business users
Should be able to easily read and understand a
BPMN business process diagram.
• Lower level for process implementers
Adorn a business process diagram with further detail
in order to represent the process in a physical
implementation.
BPMN is targeted at users, vendors and service providers
that need to communicate business processes in a
standard manner.
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50. Simple BPMN Flow
• Naming Tasks: the [verb] + [object] pattern i.e. "acquire groceries," not "first take care of
shopping for groceries."
• Naming Events: something already happened regardless of the process (catching events)
or process result (throwing events).
The [object] and make the [verb] passive in voice.
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51. Simple BPMN Flow
• Naming Tasks: the [verb] + [object] pattern i.e. "acquire groceries," not "first take care of
shopping for groceries."
• Naming Events: something already happened regardless of the process (catching events)
or process result (throwing events).
The [object] and make the [verb] passive in voice.
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64. More Shapes to Support
• 36 Task shapes and 108 variations on the
Task shape not shown.
• 64 types of Collapsed Sub-Process and 64
types of Expanded Sub-Process shapes.
• In total, Visio support about 360
graphically different BPMN shapes.
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65. Sharing Diagram with Visio Services
• Visio Services is part of Microsoft SharePoint and
Microsoft SharePoint Online in Office 365 Enterprise
• What needed:
Visio document stored in SharePoint and a browser
No Visio client is required
Same diagram in browser like in Visio client
including themes and cool effects
• Introduces Visio file format (.VSDX) as native file in Visio
2013.
• Still support VDW (Visio Drawing for Web as Visio 2010
Professional/Premium file format and SharePoint Server
2010 with SS).
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66. Collaborations on Diagram
• Comments to the diagram and see others comments.
• Comment using Visio client and browser at the same
time.
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76. Interrupting Intermediate Event (cont’d)
• The token moves to task 1, which starts accordingly.
• If event 1 occurs while task 1 is being processed, task 1
is immediately canceled, and the token moves through
the exception flow to task 3.
• On the other hand, if event 1 does not occur, task 1 will
be processed, and the token moves through the regular
sequence flow to task 2.
• If event 1 occurs only after task 1 completes, it will be
ignored.
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78. Non-Interrupting Intermediate Event (cont’d)
• The token moves to task 1, which starts accordingly.
• If event 1 occurs while task 1 is being processed, the
token is cloned. Task 1 continues to be processed while
the second token moves to task 3, which is now also
processed. This procedure may even take place
repeatedly, that is, the event can occur many times.
Each occurrence results in another cloned token.
• If event 1 does not occur, task 1 will be completed, and
the token moves through the regular sequence flow to
task 2.
• If event 1 occurs only after task 1 completes, it ceases to
matter.
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79. Signal
• It is addressed to a not specific recipient.
• Anyone received it might wants to react.
March 2015BPMN 2.0 79Image: camunda.org
89. Why and How To Do It?
• Using 76 built-in rules supplied by Microsoft Visio.
• BPMN rule set shares some connectivity rules used for
flowcharts includes BPMN 2.0–specific rules.
• Go to Process tab, in Diagram Validation group, click
Check Diagram button.
• If no error then “Diagram validation is complete. No
issues were found in the current document.”
• If error then as shown below:
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91. What It Is All About
• Name
Object Management Group (OMG) Certified Expert in
BPM 2 (shortly known as OCEB 2).
• Consists of five examinations
Fundamental level
Expert level (Business and the other Technically-
Oriented)
• 25 experts from top BPM companies and well-known
independent consultants design OCEB topical coverage
and wrote the exam questions.
• All tests shall be taken at PearsonVUE Testing Centre
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93. OCEB 2 Fundamental Exam
It covers:
• Business Goals, Objectives
• Business Process Concepts and Fundamentals
• Business Process Management Concepts and
Fundamentals
• Business Motivation Modeling
• Business Process Modeling Concepts
• Business Process Modeling Skills
• Process Quality, Governance, and Metrics Frameworks
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94. OCEB 2 Business Intermediate
It covers:
• Intermediate Business Motivational Modeling
• Business Process Modeling with BPMN
• Decision Management and Modeling with DMN:
• Business Rules Approach and Shared Business-Wide
Vocabulary
• Business Process Management Knowledge and Skills
• Process Quality and Governance Frameworks
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95. OCEB 2 Business Intermediate (cont’d)
Details
• Duration:
105 minutes for English-speaking countries.
135 minutes for all others.
• Exam Fee:
US$200 for English-speaking countries.
US$210 for all others.
• Questions: 90.
• Min. Passing Score: 59 correct responses.
• Prerequisites: OCEB 2 Fundamental.
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96. OCEB 2 Technical Intermediate
It covers:
• Business Process Management Awareness
• Business Process Modeling with BPMN
• Workflow Patterns
• Business Rules
• IT Infrastructure and Business Process
• Monitoring and Managing Processes
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97. OCEB 2 Technical Intermediate (cont’d)
Details
• Duration:
90 minutes for English-speaking countries and all
others.
• Exam Fee:
US$200 for English-speaking countries and all
others.
• Questions: 90.
• Min. Passing Score: 63 correct responses.
• Prerequisites: OCEB 2 Fundamental.
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98. OCEB 2 Business Advanced
It covers:
• Aligning BPM with Enterprise goals and resources
• Advanced Business Process Modeling with BPMN
• Management of BPM programs
• Advanced Change Management
• Compliance and Assurance
• Advanced Topics in Process Improvement
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99. OCEB 2 Business Advanced (cont’d)
Details
• Duration:
90 minutes for English-speaking countries.
120 minutes for all others.
• Exam Fee:
US$200 for English-speaking countries.
US$210 for all others.
• Questions: 90.
• Min. Passing Score: 59 correct responses.
• Prerequisites: OCEB Business Intermediate.
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100. OCEB 2 Technical Advanced
It covers:
• Business Process Management Awareness
• Advanced Business Process Modeling with BPMN
• Understanding Metamodeling Concepts
• Enterprise Architecture
• Business Rules
• Implementation and Integration
• Vendor Selection and Marketplace Topics
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101. OCEB 2 Technical Advanced (cont’d)
Details
• Duration:
90 minutes for English-speaking countries and all
others.
• Exam Fee:
US$200 for English-speaking countries and all
others.
• Questions: 90.
• Min. Passing Score: 70 correct responses.
• Prerequisites: OCEB Technical Intermediate.
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