Typical Mistakes in Business Process Modeling
Posted: Tue Jan 28, 2025 3:44 am
Description of business processes for the sake of description
As a result, the business reacts negatively. It turns out that internal business analysts work long and carefully, but there is no tangible effect. The business model itself is not a visible result for the enterprise. Top managers are disappointed in the process approach and believe that describing business processes is a waste of time.
How to avoid?
Even at the stage of organizing the work, it hotel email list is necessary to clearly establish for whom exactly the description being developed is intended and what result he expects. It is better if there are several users:
directly business units interested in ensuring that all processes are regulated and optimized;
departments responsible for the implementation of the quality management system, since high quality cannot be achieved without process management;
the information technology department, since the business process model makes it easier to formalize the requirements for the information systems being implemented.
Once you've identified your needs, you'll be freed from unnecessary hassle and able to achieve your business goals in a shorter amount of time.
The methodology for describing processes is not defined
An average project describing business processes at a large enterprise can result in the emergence of more than one thousand models. If we assume that they are all described differently (since different specialists are involved in this), then the result will most likely be useless and of no use to anyone.
How to avoid?
It is necessary to establish clear rules for describing business processes. In many enterprises, the document that reflects the methodology for describing business processes is called the "Modeling Agreement". If you start describing processes without such a document, there will be no effect.
Secure the following parameters in the agreement:
notations used for modeling;
depth of business processes;
the relationship between models;
lists of attributes to be filled;
list of documents obtained on the basis of models;
rules for naming objects, etc.
Once this document has been developed, it is important to monitor how it is implemented in the project. Thanks to it, the models created will be unified and easy to use.
Overly detailed descriptions of processes
The mistake of many business analysts is that they over-detail business processes, excessively describing the actions of personnel. As a result, there are more models, and the entire process is more labor-intensive. But there is no benefit from this, since excessive detailing does not provide any useful information for further optimization of business processes, and requires a lot of resources.
How to avoid?
Experience has shown that with each new level of detailing, the volume of models increases by an order of magnitude. Therefore, one should approach detailing very carefully, assess how much and to what extent it is necessary. If only optimization and assignment of responsibility between departments is required, it is worth limiting oneself to describing business processes to the departmental level.
If their description is developed to automate and regulate business processes at the level of individual employees, then it is necessary to describe them up to this level. A more detailed description must certainly be substantiated by customers.
Business processes are described without understanding the information systems and documents used
Analysis of business processes described in this way is impossible, and therefore the developed models become useless.
How to avoid?
Before you begin describing business processes, determine which elements require special attention. These include, first of all:
As a result, the business reacts negatively. It turns out that internal business analysts work long and carefully, but there is no tangible effect. The business model itself is not a visible result for the enterprise. Top managers are disappointed in the process approach and believe that describing business processes is a waste of time.
How to avoid?
Even at the stage of organizing the work, it hotel email list is necessary to clearly establish for whom exactly the description being developed is intended and what result he expects. It is better if there are several users:
directly business units interested in ensuring that all processes are regulated and optimized;
departments responsible for the implementation of the quality management system, since high quality cannot be achieved without process management;
the information technology department, since the business process model makes it easier to formalize the requirements for the information systems being implemented.
Once you've identified your needs, you'll be freed from unnecessary hassle and able to achieve your business goals in a shorter amount of time.
The methodology for describing processes is not defined
An average project describing business processes at a large enterprise can result in the emergence of more than one thousand models. If we assume that they are all described differently (since different specialists are involved in this), then the result will most likely be useless and of no use to anyone.
How to avoid?
It is necessary to establish clear rules for describing business processes. In many enterprises, the document that reflects the methodology for describing business processes is called the "Modeling Agreement". If you start describing processes without such a document, there will be no effect.
Secure the following parameters in the agreement:
notations used for modeling;
depth of business processes;
the relationship between models;
lists of attributes to be filled;
list of documents obtained on the basis of models;
rules for naming objects, etc.
Once this document has been developed, it is important to monitor how it is implemented in the project. Thanks to it, the models created will be unified and easy to use.
Overly detailed descriptions of processes
The mistake of many business analysts is that they over-detail business processes, excessively describing the actions of personnel. As a result, there are more models, and the entire process is more labor-intensive. But there is no benefit from this, since excessive detailing does not provide any useful information for further optimization of business processes, and requires a lot of resources.
How to avoid?
Experience has shown that with each new level of detailing, the volume of models increases by an order of magnitude. Therefore, one should approach detailing very carefully, assess how much and to what extent it is necessary. If only optimization and assignment of responsibility between departments is required, it is worth limiting oneself to describing business processes to the departmental level.
If their description is developed to automate and regulate business processes at the level of individual employees, then it is necessary to describe them up to this level. A more detailed description must certainly be substantiated by customers.
Business processes are described without understanding the information systems and documents used
Analysis of business processes described in this way is impossible, and therefore the developed models become useless.
How to avoid?
Before you begin describing business processes, determine which elements require special attention. These include, first of all: