Business Process Modelling Notation
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Business Process Modelling Notation (BPMN)
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In BPMN, our recent activity aimed to improve process flow compared to our initial
attempt. Introspection and improvement allowed us to shape our business processes' future.
This exercise showed that the new process, as completed again, is better and more refined.
Our initial BPMN exercise revealed process bottlenecks and inefficiencies, which was
surprising. Idle time, where process activities waited for each other, caused delays and
reduced efficiency. It showed that our initial process, while capturing our operations, needed
optimization. Targeting Idle Time Bottlenecks: Idle time in a process can hinder efficiency
and cause frustration among team members and stakeholders. In our old process, tasks had to
wait for each other to finish. This sequential nature of tasks often caused bottlenecks, slowing
work.
We wanted to reduce idle time to improve BPMN. We used several methods to
streamline and improve workflow. First, we clarified roles and responsibilities. Roles were
assigned swim lanes in the BPMN diagram, making task responsibility clear. The goal was to
start tasks without waiting for other team members. Clear role assignment made idle time
reduction possible. Second, understanding idle time required good communication. The
BPMN diagram showed communication lines and feedback loops. This visual stressed real-
time updates and collaboration. We improved communication channels to ensure tasks flowed
smoothly, reducing downtime waiting for information or approvals.
Third, sub-processes are used to simplify complex tasks. Complex activities often
caused process bottlenecks. Sub-processes let us assign tasks to teams or individuals for
parallel execution. Thus, these complex tasks took less time, reducing idle time. Finally, we
performed a critical path analysis to anticipate and resolve bottlenecks. We could prioritize
tasks that had the greatest impact on process duration by identifying the critical path, the
longest sequence of activities in the process. Putting our attention on these crucial tasks
ensured their timely completion.
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Based on Original Diagram Changes
Reflecting these changes in our original team diagram was necessary to fully benefit
from our optimized BPMN process. Several modifications and enhancements aligned the
diagram with our newfound efficiency and reduced idle time. Most importantly, the revised
BPMN diagram showed swim lane roles and responsibilities. Each participant or team had a
role, so task ownership was clear. This clarified that tasks could be started immediately
without waiting for the right person.
Another key element of the revised BPMN diagram was improved communication.
Real-time updates and collaboration were stressed through communication lines and feedback
loops. This visual showed how communication reduces idle time and boosts efficiency. The
diagram showed how sub-processes broke down complex tasks into smaller steps. Sub-
processes allowed parallel execution, making these activities shorter. Reducing complex tasks
to sub-processes reminded us of their efficiency benefits.
Finally, the BPMN diagram highlighted critical path tasks. This focused on the tasks
that most affected process duration. The BPMN diagram stressed the importance and
efficiency of these critical tasks.
Our BPMN process optimization showed the power of introspection and
improvement. The new process, completed the second time, was better and more efficient
than our first attempt. More efficient and agile workflows resulted from reduced idle time,
improved job role coordination, and proactive bottleneck identification. Business process
modeling requires continuous improvement, as this experience showed. It showed that
BPMN can adapt to the changing needs of organizations optimizing their processes.
Addressing idle time and inefficiencies improved our BPMN diagram and created a more
efficient and effective workflow that met our business goals.
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The new process is shown here using BPMN notation with swim lanes to show roles
and responsibilities:
By making these changes and monitoring the process, we can improve workflow,
reduce idle time, and streamline task execution. Improvements will boost process
performance and results.
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References
Garaccione, G., Coppola, R., Ardito, L., & Torchiano, M. (2023, June). Gamification of
Business Process Modeling Notation education: an experience report. In Proceedings
of the 27th International Conference on Evaluation and Assessment in Software
Engineering (pp. 460-464).
https://dl.acm.org/doi/abs/10.1145/3593434.3593956
Lopes, T., & Guerreiro, S. (2023). Assessing business process models: a literature review on
techniques for BPMN testing and formal verification. Business Process Management
Journal, 29(8), 133-162.
https://www.emerald.com/insight/content/doi/10.1108/BPMJ-11-2022-0557/full/html
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