Who is the Customer?
Oftenly process models are based on the ideas of management or the conventions of a BPM department.
This may lead to nice and artificial structures in the opinion of management and specialists, but the users do not understand much about it.
When modeling and describing business processes you need to know who are the customers/users of the process models and descriptions, and what are their needs.
What kind of problems may occur?
Missing or unclear conventions leads to different kinds of process descriptions.
A restricted number of fixed process levels makes it difficult to model complex processes.
Modeling a single process on several levels of detail
is mostly not understood by the users
leads to doubling events, objects, roles, interfaces, and so on
Using many different kind of diagrams
...
Of course there will be process analysts/architects who want to show others that they are a specialist. Perhaps they want to show the many possibilities of the tooling, they learned. Or want to defend their specialism by not sharing the knowledge.
User requirements:
Users need process description only showing what happens in their workplace.
The requirements for that are simple:
how to find myProcess and tasks
one simple flow of myProcess where I have a role, and contribute to the result
which input(s) I need to fulfill my task(s) and where these are coming from
where to find the work instructions and other material
...
Simple solution:
A simple solution contains people (roles), process (structure and flow), product (results, deliverables).
a hierarchy of departments with positions and roles
a hierarchy of risks, kpi's, goals
a hierarchy of process structure from company level, business areas, to elementary processes at execution level in the workplace, with VACDs in between
a process flow of each elementary process (use BPMN modeling technique)
with goal, scope and involved people
each process flow contains actions (process steps)
interfaces to other, related processes
with roles assigned (RASCI)
requirements assigned
risks and kpi's assigned, also assigned to requirements or goals
deliverables assigned as business objects (input / output)
links to work instructions and other background material
...
An ELEMENTARY PROCESS
has one trigger and one (main) result, added value
contains maximum 7 to 10 process steps
is easy to understood by people in the workplace
is managed and maintained by people working in the process
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