Business Process Modelling And Enterprise Architecture

Week 4

The above diagram illustrates upon the process that is being followed by a Hardware retailer so that ordered goods can be delivered to the customers. The diagram depicts the process model with a single pool and three lanes to present the people that are associated with the good shipping process by a Hardware retailer.

The below table demonstrates the features that are existing or not within the above designed process model. The features presented below are considered as the components of a proper BPMN model. The existing features are marked with status as “Available” in the diagram and the features that are not present in the model are marked with status as “Not Available”.

Features	Status
Private Processes Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	Available
Start and End Events	Available
Activities and Sequence Flows	Available
Exclusive Gateways	Available
Intermediate Events	Not Available
Public Processes, Pools and Lanes	Available
Message Flows	Not Available
Collaboration Processes	Not Available
Sub-processes	Not Available
Parallel Gateways	Available
Process Steps as Tasks	Not Available
Human versus System Pools	Not Available

The above diagram illustrates the interaction between a Pizza Vendor and Customer that occurs when customer orders for pizza. In the process, Customer and Pizza vendor has been provided with dedicated pools as they are the main participants of the process.

The above diagram presents the process of order fulfillment whenever a request for order is received and then checking occurs to see if the article being ordered is available or not. If the ordered article is available then it is delivered to the customer and a financial statement is generated that has been depicted in the above diagram with the help of sub-process.

The above diagram presents the process of stock maintenance where a conditional start event is associated with triggering the process. It has been depicted that whenever the stock level is reduced to certain level then article have to be procured.

In the above diagram, the focus is on illustrating the sub-process “procurement” from the previous diagram. The process of procurement of an article that is followed of the stock level goes below minimum level has been depicted in the above diagram. 

The diagram presented above illustrates upon the process of incident management within a software company. The process is triggered when a customer requests for help from account manager due to problem occurred in the product being purchased.

The diagram presented above depicts a detailed collaboration between account manager, support agents as well as software developer when a customer request for issue with purchased product is triggered. The communication between the different participants has been illustrated in the above diagram.

The incident management process being followed by the software company is depicted in the above diagram as choreography. The participants has been clearly associated with their required operations in the incident management process.

In the above diagram, the illustrations has been carried to reflect the business process modelling having human as well as system driven control flows within one diagram. The diagram demonstrates that Business IT alignment can be supported with the help of BPMN process modelling.

In the above diagram, the illustration is carried out to show the information that an account managers needs to know when a customer requests support regarding a purchased product.

The above diagram represents the only part that will be executed in the process engine within the whole collaboration.

Week 5

The below table demonstrates the features that are existing or not within the above designed process model. The features presented below are considered as the components of a proper BPMN model. The existing features are marked with status as “Available” in the diagram and the features that are not present in the model are marked with status as “Not Available”.

Features	Status
Private Processes	Available
Start and End Events	Available
Activities and Sequence Flows	Available
Exclusive Gateways	Available
Intermediate Events	Available
Public Processes, Pools and Lanes	Available
Message Flows	Available
Collaboration Processes	Available
Sub-processes	Available
Parallel Gateways	Available
Process Steps as Tasks	Available
Human versus System Pools	Available

The above diagram represents a simple process of ordering in which there is also an expanded sub-process “Approve Order”. The activities existing in the sub process is a part of the parent process “Order Process” which is presented as a single process.

The above diagram depicts the example of “Approve Order” as a collapsed sub-process in which the activities within the “Approve Order” has not been shown in the diagram.

The below table demonstrates the features that are existing or not within the above designed process model. The features presented below are considered as the components of a proper BPMN model. The existing features are marked with status as “Available” in the diagram and the features that are not present in the model are marked with status as “Not Available”.

Features	Status
Private Processes	Available
Start and End Events	Available
Activities and Sequence Flows	Available
Exclusive Gateways	Available
Intermediate Events	Available
Public Processes, Pools and Lanes	Available
Message Flows	Available
Collaboration Processes	Available
Sub-processes	Available
Parallel Gateways	Available
Process Steps as Tasks	Available
Human versus System Pools	Available

A business procedure chain of command in an EA setting gives an outline perspective of the kinds of process the association ought to theoretically support. Displaying the improved procedure inside EA comprehends what requirements to change in different parts of the undertaking engineering in light of the adjustment in the process plan. Another piece of the EA investigation is the thought of options. Choices can be contrasted both with deference with how well they support the new business objective and as for how much undertaking change every elective will require.

The business procedure administration has been connected to the contextual analysis through the improvement of business process displaying documentation. The BPMN show is extremely affiliated in downplaying the exercises that are really done the contextual investigation test. This enables the member to perceive conceivable regions that are should have been changed.

The Business Process Management and Enterprise Architecture can be perceived frequently inside the data innovation and business. The undertaking engineering completes diverse parts which relies on the associations. As far as doing business process administration, the vision with respect to the undertaking engineering must be wide so the design of the association can be considered. The project design help the business procedure administration in recognizing the variables that are past limits of the task therefore improving the business procedure administration.

The situation is comprising of the components, for example, following. Changing the method portfolio targets and limitations. Perceiving methodology portfolio effect and begin adjustment projects. Monitoring structural consistence of changes to the procedure portfolio. Any real changes to the BPM display must be done inside the BPM demonstrating apparatuses, as a rule with regards to another (full life cycle) change project. On the off chance that connections do not exist, the EA expert and the BPM procedure portfolio director can team up to recognize the significant arrangement of operational procedures physically, and in this manner build up the significant connections for some time later. Note this does not imply that all such operational procedures are fundamentally displayed in any type of detail. All it implies is that we require placeholder antiques in the BPM portfolio that can connection to the EA focus for visibility and later direction of started arrangement conveyance projects.

Week 6 and 7

Any genuine changes to the BPM show must be done inside the BPM demonstrating devices, for the most part with regards to another (full life cycle) change venture. Besides that connections do not exist, the EA specialist and the BPM procedure portfolio administrator can team up to recognize the applicable arrangement of operational procedures physically, and in this manner build up the pertinent connections for some time later. Note this does not imply that all such operational procedures are essentially displayed in any type of detail. All it implies is that we require placeholder curios in the BPM portfolio that can connection to the EA focus for visibility and later direction of started projects for solution delivery.

In this situation, a BPM project cannot agree to characterize EA targets. Regardless of whether the correct main driver is absence of time, unsustainable cost, absence of capacities accessible, or something unique, in all cases an exemption ask for should be prepared. In spite of the fact that the project without anyone else cannot follow the EA focuses on, this may be where it is so vital to the endeavor to agree to the objectives that extra guide from outside the undertaking can be given or the task parameters can be changed another way. The best way to evaluate this circumstance fittingly is to process the change ask for with important partners. The special case should be surveyed by and talked about with the EA work. It is desirable over recognize and process a special case ask for as right on time as conceivable in the life cycle of an undertaking. The prior a choice is made, the less exorbitant any important changes will be. Note that it frequently can be hard to choose, when consistence with the EA targets cannot be met. Regardless of whether this is an instance of an exemption or the instance of focuses on that should be balanced in view of project knowledge. The best way to decide the correct strategy is to work together with the EA work.

The following table presents the process segments regarding the modelling of a Hotel Stay scenario:

Number	Process	Description
1	Check-in Process	This procedure is comprising of human movement named check in visitor.
2	Room Charge Process	This is the way toward distinguishing the rooms involved by the guests and charge a specific against that room.
3	Point of Sale Charge Process	It has three portions making POS charge, settling charge and estimating charge and also post.
4	Night Audit Process	Hardly any triggers are utilized for controlling the Night review process. The duty of the night inspector is to approve the record of Property Management System and including this with purpose of offer.
5	Guest checkout process	The guest leaves the room and pays the obligation.

The business entities that has been identified from the case study are presented as below:

1. Folio:It fills in as an information record framework to track every movement of any remain.
2. Charge:This is utilized for getting the data with respect to charges.

The status of the individual substances adjusts at the season of preparing turning point change.

The attributes related with the entities are illustrated as below:

1. Customer profile
2. Room assignment
3. Arrival date
4. Departure date
5. Staying information
6. Charge of stay and many more

The Folio element is the in view of which the remaining related computations are made. The Folio holds all the data of a visitor and remaining. This information decides how much cost the visitor needs to pay.

The measure of the BPM is little however interconnected.

CBPE was carried out in context to the MAS Venue Services case study through different phases as described below:

Planning – The principal undertaking is to distinguish the business forms that could be named having potential for cooperation. Once the current business forms are considered, the scientist can design business forms included into the fundamental streamline of existing business forms. The usefulness of the designed procedures must be additionally seen keeping in mind the end goal to accomplish a smooth stream of business.

Execution – The CBPE show empowers MAS Venue Services to contract staff from the other security monitor supplier to settle the required number of the staff for the particular scene when MAS cannot supply staff. Presently, MAS needs to organize the scenes and give a predetermined number of staff to the less imperative activity. The decrease of the staff is because of making them create less benefit, while expanding the hazard.

Observation – The Collaborative Business Process Engineering (CBPE) is connected to design three extra procedures for MAS to enhance the result of its every day exercises, creating more income and diminishing the hazard, thus there would be no impediment for the quantity of staff, buy of less expensive activity supplies and promotion of its items and administrations.

Reflection – The talk with the Chief Executive Officer (CEO) and furthermore the Operations Manager uncovered that the CBPE based designed procedures enhance the current procedures of the MAS Venue Services. Performing administrations and selecting staff designed procedures are viewed as imperative for the fate of the business. MAS Venue Services, being a built up organization, understands the significance of holding existing clients and selecting all the time.

The change was required for decreasing operational cost, influencing conclusion in turnaround to time and diminishing rates of error.

The way toward rolling out improvements in the credit protection process change has been given beneath:

IBM Credit financed the PCs, programming and administrations sold by IBM Corporation. Handling a back application used to take between six days and two weeks as the application wound its way from the credit division to the evaluating office to a manager who worked out a formal statement letter. At the point when IBM Credit understood that preparing an application really took just around a hour and a half and whatever is left of the typical handling time was gone through with the application sitting on a heap on an authority’s work area holding up to be taken a gander at, they chose to reengineer the whole procedure.

The four experts who beforehand handled the application were supplanted by a generalist called the arrangement structurer who prepared the application from begin to end utilizing formats on another PC framework which gave every one of the information and devices every master normally utilized. For irregular cases, the arrangement structurer can in any case approach the authorities to give extra ability. The expert and the arrangement structurer then collaborate to build up a bundle as required. This happens just once in a while, be that as it may. The aftereffects of the reengineering program were turnaround time was decreased from 7-days to 4-hours. With no expansion in staff numbers, IBM Credit accomplished a hundred overlay change in efficiency it handles 100 times the quantity of credit applications handles before reengineering was embraced.

References

Goedertier, S., Vanthienen, J. and Caron, F., 2015. Declarative business process modelling: principles and modelling languages. Enterprise Information Systems, 9(2), pp.161-185.

Doumeingts, G. and Browne, J. eds., 2016. Modelling techniques for business process re-engineering and benchmarking. Springer.

Aitken, A., Coombs, C. and Doherty, N., 2015. Towards benefit orientated business process modelling: a canonical action research study.

Sinz, E., 2018. A Short Comparison of Business Process Modelling Methods under the Perspective of Structure and Behaviour. Enterprise Modelling and Information Systems Architectures, 13, pp.63-68.

Jeston, J., 2014. Business process management. Routledge.

Caron, F. and Vanthienen, J., 2016. Exploring business process modelling paradigms and design-time to run-time transitions. Enterprise Information Systems, 10(7), pp.790-813.

Jannaber, S., Riehle, D.M., Delfmann, P., Thomas, O. and Becker, J., 2017, May. Designing a Framework for the Development of Domain-Specific Process Modelling Languages. In International Conference on Design Science Research in Information Systems (pp. 39-54). Springer, Cham.

Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg.

Kossak, F., Illibauer, C., Geist, V., Natschläger, C., Ziebermayr, T., Freudenthaler, B., Kopetzky, T. and Schewe, K.D., 2016. Hagenberg business process modelling method. Springer International Publishing.

de Oca, I.M.M., Snoeck, M., Reijers, H.A. and Rodríguez-Morffi, A., 2015. A systematic literature review of studies on business process modeling quality. Information and Software Technology, 58, pp.187-205.

vom Brocke, J., Zelt, S. and Schmiedel, T., 2016. On the role of context in business process management. International Journal of Information Management, 36(3), pp.486-495.

Dijkman, R., Vanderfeesten, I. and Reijers, H.A., 2016. Business process architectures: overview, comparison and framework. Enterprise Information Systems, 10(2), pp.129-158.

Schiele, F., Laux, F. and Connolly, T., 2015. Applying a layered model for knowledge transfer to Business Process Modelling (BPM). Hochschule Reutlingen.

Rospocher, M., Ghidini, C. and Serafini, L., 2014, September. An ontology for the Business Process Modelling Notation. In FOIS (pp. 133-146).

Sarno, R. and Sinaga, F.P., 2015, October. Business process anomaly detection using ontology-based process modelling and multi-level class association rule learning. In Computer, Control, Informatics and its Applications (IC3INA), 2015 International Conference on (pp. 12-17). IEEE.

Reggio, G., Leotta, M., Clerissi, D. and Ricca, F., 2017, April. Service-oriented domain and business process modelling. In Proceedings of the Symposium on Applied Computing (pp. 751-758). ACM.