The lessons in this module introduce various aspects of business process modelling.

The lessons and topics in this module will get you familiar with the language and essential concepts of business process modelling.

We answer the questions, “What is a business process?” and “What is business process modelling?”.

We then provide an outline of a simple ‘process for process modelling’, which we will be following for the rest of the course.

The final lesson in this module, ‘Processes and business analysis’, comprises a short video that associates aspects of business analysis with process modelling.

Armed with a comprehensive understanding of process modelling basics, we now develop an understanding of,

• The benefits of process modelling
• A '3 level' process architecture relevant to the BCS exam for Modelling Business Processes
• Two ways in which enterprises can organise and structure their processes.

This session looks at various forms of business process models and explains how to create a hierarchical structure of business processes.

A traditional 'functionally oriented' view of an organisation is contrasted with a more customer focused, cross functional view.

We consider how,

• Organisations can create a value proposition that matches the needs of their customers
• Business processes deliver the value proposition in the form of products and services

The session covers four types of model that organisations can use to demonstrate processes at the strategic ('enterprise') level. This is the top of the 3 level architecture on which the course and BCS exam is based. The models at this level are:

1. The (Rummler) Harmon 'organisation model', shows processes in the context of the environment in which they operate.
2. Porter's value chain, demonstrates the types of processes that operate across an organisation to create and deliver products and services that deliver the value proposition to the customers
3. SIPOC, a model that frames individual processes between inputs and outputs is also introduced

A comprehensive case study helps course members to create a value proposition and an organisation model for a fictional fictional business.

Having now taken a strategic view at the top of the 3 level process architecture, this module homes in on the individual processes that have been identified.

Focussing on the

• Business events that can trigger a process to start
• Outcome(s) of a run of a process

helps organisations to clearly identify the start and end points of their processes. These events and outcomes can be associated with the inputs and outputs as identified in the SIPOC model.

This is the middle level of the hierarchy of processes in the architecture.

You will learn how to model the structure and flow of an individual process in terms of its lowest level activities, the 'tasks'.

We look particularly at modelling the current implementation of an organisation’s processes; this is the so called, ‘As-Is’ model.

The modelling technique used in the course is UML Activity Diagramming, as mentioned in the BCS syllabus for their Certificate in Modelling Business Processes. This standard is contrasted with another popular modelling standard, 'Business Process Modelling and Notation', (BPMN).

Course members learn the importance of standards in developing enterprise level processes and their supporting IT systems.

Case study exercises provide the opportunity to create an As-Is model using the activity diagram standard.

Having identified the component tasks of a process and their relationships within that process, this session describes ways of modelling and documenting their structure and detail in terms of their steps.

This is the lowest level of the 3 tier process hierarchy referred to in the BCS syllabus for Modelling Business Processes.

We also look at some ways of documenting business rules.

As usual, case study exercises provide the opportunity to practice the techniques.

With the understanding of the structure and detail of the current business processes, a process team can now analyse them, looking for weaknesses and opportunities for improvement.

The module has five parts:

1. Measure the performance of the current processes/tasks and compare this with performance targets
2. Use the measures to identify problems in current processes and their supporting systems
3. Identify and agree on options for improvements to the processes, their supporting systems and operating environments
4. Create an improved process, operating environment, practices and tools based on the preferred options
5. Identify requirements for creating an IT system to support the improved business

The individual parts of the module are supported by case study exercises.

The final module proposes approaches to transitioning from the modelling phase to the implementation of the newly designed improved process.

You will be introduced to some strategies for implementation and will examine how the new processes provide a context for discovering requirements for IT support.

There is a practice exam in the multi-choice style of the exam as described in the BCS  syllabus 6.1 for modelling business processes.

The practice exam has 40 questions with annotated answers.