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Practical Business Process Modeling and Analysis

Practical Business Process Modeling and Analysis

By : Jim Sinur, Zbigniew Misiak, BJ Biernatowski
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Practical Business Process Modeling and Analysis

Practical Business Process Modeling and Analysis

By: Jim Sinur, Zbigniew Misiak, BJ Biernatowski

Overview of this book

Every business transformation begins with one question, “How can we do this better?” Whether it’s eliminating inefficiencies, optimizing business operations, or reimagining entire workflows with the help of AI, success depends on understanding and optimizing business processes. However, finding the right approach can be challenging with shifting market demands and evolving technologies. In this book, three seasoned experts in BPM, automation, and AI-driven process optimization guide you through frameworks, techniques, and tools that drive digital transformation by helping you explore business process modelling, before and after process execution. You'll visualize complex workflows, establish scalable process architectures that drive digital transformation, and integrate automation for efficiency. With insights into BPMN, business value analysis, and field-tested consulting guidance, you'll see how process-led design and data-driven decisions can lead to smarter, more agile operations. Through real-world examples, you’ll grasp how leading organizations have optimized their processes and how you can apply the same principles in your digital change program. By the end of this book, you’ll be able to identify, design, analyze, and transform business processes for measurable impact, as well as master the synergy of technology, process, and strategy to build systems that drive sustainable growth.
Table of Contents (14 chapters)
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10
Measuring the Business Value of Process Transformation
13
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Processes as a driver of value creation

The definitions of BPM and business processes that we have covered so far mention the extremely important concept of value creation. Business processes represent some work that needs to be done. However, we are not expecting simply for work to be done and then output to be ready. Our ambition is to generate outcomes that help the organization achieve its goals.

This shows a clear relationship between strategy and processes. Processes should make the strategic vision become a reality in the everyday work of an organization. The business processes should be designed and executed in a way that is consistent with the organization’s value proposition.

The results of the process should be valuable for the customers (either external or internal). If it is a customer-facing end-to-end process, by starting with a need of a customer and finishing with a result that satisfies this need, it is easier to see what the value creation looks like...

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