Process Modeling Style

By John Long

Process Modeling Style focuses on other aspects of process modeling beyond notation that are very important to practitioners. Many people who model processes focus on the specific notation used to create their drawings. While that is important, there are many other aspects to modeling, such as naming, creating identifiers, descriptions, interfaces, patterns, and creating useful process documentation. Experience author John Long focuses on those non-notational aspects of modeling, which practitioners will find invaluable.

• Gives solid advice for creating roles, work products, and processes
• Instucts on how to organize and structure the parts of a process
• Gives examples of documents you should use to define a set of processes

• Language: English
• Publisher: Elsevier Science
• Release date: Mar 11, 2014
• ISBN: 9780128010402

John Long

John Long is Strategic Professor in Palaeontology at Flinders University, and the author of many scientific publications as well as popular and scientific books. In 2020 he was awarded the Bettison and James Award for lifetime achievement for contributions to scientific research and science communication.

Book preview

Process Modeling Style

John Long

OMG Certified Expert in BPM (OCEB)

Table of Contents

Cover image

Title page

Copyright

Dedication and Thanks

Author’s Information

Abstract

Introduction

I.1 Why a Style Book on Process Modeling?

I.2 A Lot of People Just Are Not Process People

I.3 The Need for Style

I.4 The Need for Accuracy and Detail

I.5 Toward a Process Architecture

I.6 What This Book Is Not

I.7 In Summary

Chapter 1. Eight of the Biggest Process Modeling Problems

1.1 Not Focusing on the Diagrams

1.2 Only Focusing on the Workflow Diagrams

1.3 Ignoring the Process Architecture

1.4 Ignoring Process Interfaces

1.5 Inconsistent or Nonstandard Notation

1.6 Making Overly Complicated Workflows

1.7 Focusing on Jobs, Not Roles

1.8 Fuzzy Work Products

Chapter 2. Selecting a Notation

2.1 The Right Notation for You

2.2 Flowcharts

2.3 Business Process Modeling Notation

2.4 Line of Visibility Enterprise Modeling

2.5 Use Cases

2.6 UML

2.7 IDEF0

Chapter 3. Process Modeling Goals

3.1 Purpose

3.2 Scope

3.3 Depth

3.4 Degree of Automation

Chapter 4. Defining Processes and Process Elements

4.1 Process

4.2 Activity

4.3 Task

4.4 Procedure

4.5 Role

4.6 Work Product

Chapter 5. Process Structure

5.1 Workflow Decomposition

5.2 The Components of a Workflow Diagram

5.3 The Value of Swim Lanes

5.4 Horizontal Versus Vertical Workflows

5.5 Grouping Processes

5.6 Elemental Processes

5.7 Scenarios

5.8 Workflow Patterns

Chapter 6. How to Fix a Bad Workflow

6.1 Uncoil Snaky Workflows

6.2 Unravel Confusing Logic

6.3 Use Consistent Notation

6.4 Use Consistent Naming

Chapter 7. Naming Conventions

7.1 Use a Consistent Naming Style

7.2 All Names Should Be Unique

7.3 Use Verbs and Nouns in a Consistent Way

7.4 Naming Processes

7.5 Naming Activities and Tasks

7.6 Naming Work Products

7.7 Naming Roles

Chapter 8. Identifier Conventions

8.1 What is an Identifier (ID)?

8.2 Why Identifiers are Important

8.3 Work Product Identifiers

8.4 Role Identifiers

Chapter 9. Workflow Connections and Relationships

9.1 Workflow Connections

9.2 Connections to or from Other Workflows

9.3 Connections Within the Same Workflow

9.4 Connections to or from Start and Stop Nodes

9.5 Process Relationships

9.6 Work Products

9.7 Artifacts

9.8 Deliverables

9.9 Inputs, Outputs, and Controls

9.10 Container Work Products

Chapter 10. Roles

10.1 What Roles Are

10.2 What Roles Are Not

10.3 Role Relationships with Work Products

10.4 Role Involvement with Processes

Chapter 11. Useful Process Documents

11.1 Process Catalog

11.2 Role Catalog

11.3 Work Product Catalog

11.4 Process Interface Matrix

11.5 Work Product Participation Matrix

Chapter 12. Tools

12.1 Drawing Tools

12.2 Modeling Tools

12.3 Simulation Tools

12.4 Publishing Tools

12.5 Reviewing Tools

12.6 Execution Tools

Chapter 13. Conclusion: Which Style Elements Are Right for Your Team?

Appendix. Using Process Standards

A.1 ISO 9001

A.2 ISO 33000 and ISO IEC 15504

Copyright

Morgan Kaufmann is an imprint of Elsevier

225 Wyman Street, Waltham, MA, 02451, USA

Copyright © 2014 Published by Elsevier Inc. All rights reserved.

No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without permission in writing from the publisher. Details on how to seek permission, further information about the Publisher’s permissions policies and our arrangements with organizations such as the Copyright Clearance Center and the Copyright Licensing Agency, can be found at our website: www.elsevier.com/permissions.

This book and the individual contributions contained in it are protected under copyright by the Publisher (other than as may be noted herein).

Notices

Knowledge and best practice in this field are constantly changing. As new research and experience broaden our understanding, changes in research methods or professional practices, may become necessary.

Practitioners and researchers must always rely on their own experience and knowledge in evaluating and using any information or methods described herein. In using such information or methods they should be mindful of their own safety and the safety of others, including parties for whom they have a professional responsibility.

To the fullest extent of the law, neither the Publisher nor the authors, contributors, or editors, assume any liability for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions, or ideas contained in the material herein.

Library of Congress Cataloging-in-Publication Data

A catalog record for this book is available from the Library of Congress

British Library Cataloguing-in-Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-0-12-800959-8

For information on all MK publications visit our website at store.elsevier.com

Typeset by MPS Limited, Chennai, India www.adi-mps.com

Dedication and Thanks

This book is dedicated to the One who started all processes by proclaiming, Let there be light!

Thanks to the following individuals who helped review my book:

• Chris Finden-Browne

• William Powell

• Tim Rogers

• Phil Withers

Author’s Information

John Long is a process architect who has worked in the banking, energy, software, telecommunications, defense, and research industries. He has a Master of Science in Computer Science from the University of Tennessee. He has published two other professional books:

• ITIL® Version 3 at a Glance: Information Quick Reference

• ITIL® 2011 At a Glance

He has also self-published a number of other books. He has a terrific wife of 26 years, with whom he enjoys spending time now that all four of his children are out of the house. He can be reached at [e-mail].

Abstract

Process modeling often seems simple enough. How hard can it be to create a workflow diagram? After decades of creating and reviewing process models, it has become clear to the author that there are good practices and bad practices. These practices greatly influence how their models are interpreted and understood. Modelers need guidance for the style of their models. This style includes many different style elements that focus on structure, relationships, consistency, and identification. You may find that some of these style