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Analysing processes mapped with BPMN

How a process, mapped using BPMN, can be analysed for improvement opportunities
by

Bridget Derc

on 11 April 2011

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Transcript of Analysing processes mapped with BPMN

Analysing a process that has been mapped using BPMN Business Process Model and Notation: a rich and robust standard for modelling processes The notation draws your eyes to potential improvement opportunities In some circumstances the process cannot continue. There is a condition which if True, means that it must be stopped.
An exception handling task is carried out instead.
The result is a "signal" that makes others in the organistion aware of the exception so that they can make their arrangements e.g. to inform the customer The work is handed over to another person but there is a pause until that person is ready. Why does the exception flow take place?

What is the condition and how often does it occur?
What is the impact on the customer?
Is there a way to aniticpate the condition to avoid triggering a false start?
Can anything be done to change the condition so that the process can continue? There are five more intermediate events What are all these intermediate events?

Are they simple waits for the next person to continue the process?
If not, what is the nature of the event?
How long does each pause last?
What is the average duration of each pause and how variable is it?
How does the delay impact on the customer?
Are there demand peaks? What effect to they have on other cycles of the process?
How much time is taken for each activity compared with the total time? Would it be worthwhile shortening the pauses? How could this be done? Questions that come to mind simply from looking at the notation After task 5 it is sometimes necessary to repeat tasks 3-5 Why are tasks 3-5 sometimes repeated and how often does this happen?

What impact does this have on the flow on other cycles of this process?
What is the cost of having to re-do this work?
Can anything be done to avoid repeating these tasks? The process may end here Why do some cycles of the process end at task 5 and others proceed to task 11 or 12?

What is the difference in these three outcomes?
What is the additional customer value created in tasks 6-11 and 12 and what is the organisational cost? Sometimes an error may be detected during Task 11 and it is returned to previous person so that Task 10 can be repeated What type of error is detected in task 11?

How often does it occur - within a single process cycle, and on average across all cycles?
Where does the error stem from?
Can something be done to reduce or eliminate its occurence?
What is the impact of the error on the customer and on productivity? There are three roles carried out by different people. What are the different skills needed to carry out the three different roles?

Are the skills of the people who carry out these roles well matched to what is required? Are they over or under-qualified?
What special skills are needed and how easy is it to find these skills? Are any in short supply or costly to employ?
Are the resources well occupied given the overall demand? What other processes do they work on?
Are there any conflicting priorities or objectives for these people? by Bridget Derc, March 2011
bridget.derc@yahoo.com
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