Modeling And Management Of Unstructured Business
Master ThesisBPMN Plus:A Modelling Language forUnstructured BusinessProcessesZaharah Allah BukhshAugust 19, 2015
Master ThesisBPMN Plus:A Modelling Language forUnstructured Business ProcessesZaharah Allah BukhshS1305131zaharahbukhsh@gmail.comMaster of Science in Computer Science,Faculty of Electrical Engineering, Mathematics and Computer Science,University of Twente,Enschede, The Netherlands.19th August, 2015Graduation Committee:Dr. Ir. Marten J. van Sinderen, University of TwenteDr. N. (Klaas) Sikkel, University of TwenteDr. Ir. Dick A.C. Quartel, BiZZdesign
iiiAcknowledgementThis thesis concludes the end of my two year process of obtaining a Master degree at theUniversity of Twente. Last two years have been full of challenges and new experiences. Ihave learnt new knowledge, adopted a different way of working, and become accustomedto different weather. This research report is the result of seven months dedication andefforts that I have spent in BiZZdesign, Enschede.This thesis wouldn’t be possible without the support, guidance and time from a lot ofpeople. It is my pleasure to mention some of them here. I would like to express mydeepest gratitude to my thesis supervisors Dr. Marten van Sindheren and Dr. KlassSikkel from University of Twente, and Dr. Dick Quartel from BiZZdesign, for theirguidance, helpful feedback, and support. Their useful input, critical questions andadvice pointed me towards the right direction and helped me to acquire a better andclearer view on business process modelling languages.I would like to pay my thanks to my teachers from The Islamia University of Bahawalpur,Bahawalnagar Campus, Pakistan for their encouragement to pursue Master in a European university. Moreover, their support and trust in me bring a lot of confidence andkept me motivated during my studies.I owe a special thanks to my friends, especially Anastasia Maria Krisnawati and ShuCheng for their time, feedback and backing me up after each setback. Without them,last seven months wouldn’t have been so fun and memorable.I would like to thank my parents for their unconditional love, endless efforts and loadsof prayers. I am thankful to my brother and sister for being an emotional support forme. I owe a special thanks to my sister Faiza for being a constant support in my studiesand being an inspiration in my life. Moreover, I want to thank my brother-in-law forhis continuous “encouragement”.Last but not least, I would like to thank the reader of this thesis for their interest in myresearch. I hope, my thesis results in an insightful journey for you as it was for me.Zaharah Allah Bukhsh
ivExecutive SummaryIn this competitive business era, efficient resource utilization is the priority for a businessfor their long term survival. This is achieved by an efficient management of businessprocesses using various techniques and methods. The process support paradigm consistsof a set of methods and techniques for the management of business processes. On thespectrum of process structuredness, a business process can be broadly categorised asstructured and unstructured. Structured business processes are sets of ordered activitiesthat are repetitive and predictable while the activities of unstructured business processesare context dependent, which make them hard to predict.Management of structured business processes is the topic of research for both academiaand industry, where academia focuses on the development of methods and techniqueswhile industry focuses on the development of tools. However, with the shift from routineto knowledge work, the focus on management of unstructured business processes isincreasing. Moreover, unstructured processes are goal-oriented and require flexibilityduring their execution. Therefore, this research is aimed to investigate the techniquesto model and manage unstructured processes without limiting their run-time flexibility.To achieve the goal of the research, process support paradigms, i.e. business process management and case management, are assessed on the basis of their support to manageunstructured business processes. These process support paradigms are analysed withthe help of software tools, Bizagi and Cognoscenti, by implementing an unstructuredbusiness process and evaluating it using process management aspects such as processmodelling, data modelling, user roles, and business rules specifications. Furthermore,the capabilities of Business Process Model and Notation (BPMN) and Case Management Model and Notation (CMMN) is analysed by modelling an unstructured businessprocess. This has enabled us to identify limitations of BPMN and CMMN. For example,BPMN does not provide the run-time flexibility for process execution, while the CMMNis unable to depict the structured process. This analysis led us to define requirementsfor the modelling of unstructured business processes.BPMN Plus is an extension of BPMN standard that is proposed in this research onthe basis of the requirements set for the modelling of unstructured business processes.BPMN Plus provides a set of concepts and constructs that are aimed to model unstructured processes without limiting their run-time flexibility. The use of BPMN Plus isdemonstrated with the help of an example of a knowledge-intensive admission process.BPMN Plus and the unstructured business process modelling requirements are validatedusing semi-structured qualitative interviews with the three experienced practitioners ofbusiness processes management. They were asked about the usefulness, correctness,ease of understanding, and applicability of BPMN Plus. Interviewees found the BPMNPlus a useful extension to BPMN, which provide many easy to use modelling conceptsand constructs. As future research, the evaluation of BPMN Plus with real-world casestudies and experiments is recommended.
ContentsAcknowledgementiiiExecutive SummaryivContentsvList of FiguresviiiList of TablesxAbbreviationsxi1 Introduction1.1 Motivation . . . . . .1.2 Research Goals . . . .1.3 Research Questions . .1.4 Research Methodology1.5 Document Structure .1234682 Theoretical Framework2.1 Key Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2.1.1 Business Process . . . . . . . . . . . . . . . . . . . . . . . . .2.1.2 Business Process Spectrum . . . . . . . . . . . . . . . . . . .2.1.3 Unstructured Business Processes and Different Terminologies2.2 Management of Unstructured Business Processes . . . . . . . . . . .2.2.1 Business Process Management (BPM) . . . . . . . . . . . . .2.2.2 Case Management (CM) . . . . . . . . . . . . . . . . . . . . .2.3 Modelling of Unstructured Business Processes . . . . . . . . . . . . .2.3.1 Business Process Model and Notation (BPMN) . . . . . . . .2.3.2 Case Management Model and Notation (CMMN) . . . . . .2.4 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .101010121415151821212223.24252526262929.3 An Experiment to Compare BPM and CM3.1 Experiment . . . . . . . . . . . . . . . . . . . . . . .3.1.1 Context . . . . . . . . . . . . . . . . . . . . .3.1.2 Hypothesis . . . . . . . . . . . . . . . . . . .3.2 Experiment Setup . . . . . . . . . . . . . . . . . . .3.3 Experiment Execution . . . . . . . . . . . . . . . . .3.3.1 Insurance Claim Process with Bizagi (BPM)v.
Contents3.43.5vi3.3.2 Insurance Claim process with Cognoscenti (CM) . . . . . . . . . . 31Results of Experiment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354 Exploring BPMN and CMMN for Unstructured Business Processes4.1 Business Process Modelling . . . . . . . . . . . . . . . . . . . . . . . . .4.2 Modelling Unstructured Business Process with BPMN . . . . . . . . . .4.2.1 Modelling an Unstructured Process Using BPMN Basic . . . . .4.2.2 Modelling an Unstructured Process Using BPMN Extended . .4.3 Modelling an Unstructured Process with CMMN . . . . . . . . . . . . .4.4 Comparison of BPMN and CMMN . . . . . . . . . . . . . . . . . . . . .4.5 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Representational Requirements of Unstructured Business Processes5.1 Characteristics of Unstructured Business Processes . . . . . . . . . . . .5.2 Requirements of Unstructured Business Processes . . . . . . . . . . . . .5.2.1 Application Scenario . . . . . . . . . . . . . . . . . . . . . . . . .5.2.2 Process Specification . . . . . . . . . . . . . . . . . . . . . . . . .5.2.3 Activities Specification . . . . . . . . . . . . . . . . . . . . . . . .5.2.4 Data Specification . . . . . . . . . . . . . . . . . . . . . . . . . .5.2.5 Business Rules Specification . . . . . . . . . . . . . . . . . . . . .5.2.6 Goal Specification . . . . . . . . . . . . . . . . . . . . . . . . . .5.2.7 Knowledge Workers’ Specification . . . . . . . . . . . . . . . . .5.3 BPMN and Conformance to Requirements . . . . . . . . . . . . . . . . .5.4 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Extending BPMN for Unstructured Business Processes6.1 BPMN Plus . . . . . . . . . . . . . . . . . . . . . . . . . .6.1.1 BPMN Core . . . . . . . . . . . . . . . . . . . . .6.1.2 Process . . . . . . . . . . . . . . . . . . . . . . . .6.1.3 Activity . . . . . . . . . . . . . . . . . . . . . . . .6.1.4 Data . . . . . . . . . . . . . . . . . . . . . . . . . .6.1.5 Performer . . . . . . . . . . . . . . . . . . . . . . .6.1.6 Event . . . . . . . . . . . . . . . . . . . . . . . . .6.1.7 Gateway . . . . . . . . . . . . . . . . . . . . . . . .6.1.8 Goal . . . . . . . . . . . . . . . . . . . . . . . . . .6.2 BPMN Plus Notations . . . . . . . . . . . . . . . . . . . .6.2.1 Lane . . . . . . . . . . . . . . . . . . . . . . . . . .6.2.2 Activity . . . . . . . . . . . . . . . . . . . . . . . .6.2.3 Event . . . . . . . . . . . . . . . . . . . . . . . . .6.2.4 Goal . . . . . . . . . . . . . . . . . . . . . . . . . .6.2.5 Business Rule . . . . . . . . . . . . . . . . . . . . .6.2.6 Gateway . . . . . . . . . . . . . . . . . . . . . . . .6.2.7 Sequential Flow . . . . . . . . . . . . . . . . . . . .6.2.8 Data . . . . . . . . . . . . . . . . . . . . . . . . . .6.2.9 Performer . . . . . . . . . . . . . . . . . . . . . . .6.3 BPMN Plus Demonstration . . . . . . . . . . . . . . . . 27375767879808080818484858586868787
Contents6.4vii6.3.1 BPMN Plus Application Example . . . .6.3.2 Comparison of BPMN Plus with BPMN .6.3.3 Comparison of BPMN Plus with CMMN6.3.4 Modelling Benefits of BPMN Plus . . . .Summary . . . . . . . . . . . . . . . . . . . . . .7 Validation of BPMN Plus7.1 Assessment Criteria and Validation Method .7.2 Validation Outcomes . . . . . . . . . . . . . .7.2.1 Market Trend . . . . . . . . . . . . . .7.2.2 Limitations of BPMN . . . . . . . . .7.2.3 Usefulness . . . . . . . . . . . . . . . .7.2.4 Ease of Understanding . . . . . . . . .7.2.5 Correctness . . . . . . . . . . . . . . .7.2.6 Applicability . . . . . . . . . . . . . .7.3 Recommendations for Improvement of BPMN7.4 Personal Reflection and Summary . . . . . .8 Conclusions and Recommendations8.1 Answers to Research Questions . . . .8.2 Contributions . . . . . . . . . . . . . .8.2.1 Theoretical Contributions . . .8.2.2 Practical Contributions . . . .8.3 Limitations . . . . . . . . . . . . . . .8.4 Recommendations for Future Research. . . . . . . . . . . . . . . . .Plus. . .8890939596.97979999100101103104105105106.109. 109. 111. 111. 112. 113. 114A Business Process Implementation115B Interviews Transcripts121Bibliography130
List of Figures1.11.2Engineering and Design Cycle . . . . . . . . . . . . . . . . . . . . . . . . .Thesis Outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2.12.22.32.42.5Business Process Spectrum . . . . . . . . . .Business Process Management Lifecycle . . .Architecture of Business Process ManagementCore Principles of Case Management . . . . .Architecture of Case Management . . . . . .4.14.24.34.44.5Process Model of Insurance Claim Process Using BPMNProcess Model of Insurance Claim Process Using BPMNCase Model of Insurance Claim Process Using CMMN .Definition and Execution of BPMN Model . . . . . . . .Definition and Execution of CMMN Model . . . . . . .5.1Requirements (framework) for Unstructured Business Processes . . . . . . .156.166.176.186.196.206.216.22BPMN Core Adopted from BPMN SpecficationProcess Class Diagram . . . . . . . . . . . . . .Activity Class Diagram . . . . . . . . . . . . .Task Class Diagram . . . . . . . . . . . . . . .Data Class Diagram . . . . . . . . . . . . . . .Process and Data Class Diagram . . . . . . . .Performer Class Diagram . . . . . . . . . . . .Event Class Diagram . . . . . . . . . . . . . . .Gateway Class Diagram . . . . . . . . . . . . .Goal Class Diagram . . . . . . . . . . . . . . .Lane Shape . . . . . . . . . . . . . . . . . . . .Activity Shape . . . . . . . . . . . . . . . . . .Sub-Process Shape . . . . . . . . . . . . . . . .Collaborative Activity Shape . . . . . . . . . .Call Activity Shape . . . . . . . . . . . . . . . .Decision Activity Shape . . . . . . . . . . . . .Human Activity Shape . . . . . . . . . . . . . .Optional Activity Shape . . . . . . . . . . . . .Required Activity Shape . . . . . . . . . . . . .Re-execute Activity Shape . . . . . . . . . . . .Undo Activity Shape . . . . . . . . . . . . . . .Standard and User Event Shape . . . . . . . .viii. . .[1]. . .2.0. . . . . . . . . . . . . . . . . . . . . .[2]. . . . . . . . . . . . . . . . . . . . . .1216181920Basic . .Extended. . . . . . . . . . . . . . . 383838484
List of 3Timer Event Shape . . . . .Goal Shape . . . . . . . . .Business Rule Shape . . . .Gateways Shape . . . . . .Sequence Flow Shape . . . .Data Shape . . . . . . . . .Performer and Role Shape .Process Model of AdmissionProcess Model of AdmissionProcess Model of AdmissionProcess Model of Admissionix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Process using BPMN Plus . . .Process Using BPMN Basic . . .Process Using BPMN ExtendedProcess Using CMMN . . . . . .A.1 Process Model . . . . . . . . . . . . . . . . . .A.2 Data Model . . . . . . . . . . . . . . . . . . . .A.3 User Form (Register Insurance Claim Request)A.4 Business Rules . . . . . . . . . . . . . . . . . .A.5 User Roles . . . . . . . . . . . . . . . . . . . . .A.6 Work Portal View(from Customer Profile) . .A.7 Case Model . . . . . . . . . . . . . . . . . . . .A.8 User Profiles . . . . . . . . . . . . . . . . . . .A.9 Task Assignment . . . . . . . . . . . . . . . . .A.10 Document Management . . . . . . . . . . . . .A.11 Case Overview . . . . . . . . . . . . . . . . . 9120120
List of Tables3.1Difference between BPM and CM . . . . . . . . . . . . . . . . . . . . . . . 334.1Comparison of BPMN and CMMN Modelling Constructs . . . . . . . . . 495.1BPMN and Conformance to Requirements . . . . . . . . . . . . . . . . . . 697.17.2Assessment Criteria and Validation Questions . . . . . . . . . . . . . . . . 99Summary of Interview Session . . . . . . . . . . . . . . . . . . . . . . . . . 108x
AbbreviationsCMCase ManagementBPMBusiness Process ManagementDMNDecision Model and NotationsOMGObject Management GroupGSMGuard Stage MilestoneCMSCase Management SuiteCFCControl Flow ComplexityMCCMcCabe’s Cyclomatic ComplexityBPMNBusiness Process Model and NotationCMMNCase Management Model and NotationAIIMAssosiation fpr Information and Image ManagementBPMSBusiness Process Management Suiteet. al.et alii (and others/collaborators)e.g.exampli gratia (for example)i.e.id est (that is)cf.confer (consult)xi
Chapter 1IntroductionEvolution of business and customer requirements are key drivers of business informationtechnology. Business information systems are able to provide the efficiency as well asassist the business in adopting the optimum solutions, draw attention to the delays andbottlenecks, and predict future efforts. A business has a number of business processes,which need to be continuously monitored and optimized. Process support paradigm isan umbrella of techniques and methodologies that facilitates the management of businessprocesses. The examples of such methodologies are business process management, casemanagement, lean management, and six sigma. Many tools provide the support to thesemethodologies where the business process is planned, modelled and executed.Traditionally, business processes are classified into external processes, management processes, and support processes. This classification is based on the ‘type of task’ performedby these processes. However, there is another classification of business processes that isbased on ‘way’ the processes are planned and performed. Such processes include structured and unstructured business processes. Since, business processes are not similarin nature; they require different treatments and one methodology could be better intreating one type of process as compared to other methodology.Therefore, the focus of this study is to analyse the process support paradigms and processmodelling languages to investigate their capability to deal with unstructured businessprocesses.The structure of this chapter is as follows: the motivation to conduct this research studyis provided in Section 1.1. Research goals, research questions and research methodology1
Chapter 1. Introduction2are presented in Section 1.2, 1.3, and 1.4 respectively. Finally, Section 1.5 provides thestructure of this thesis.1.1MotivationStructured business processes have ruled the business process world for centuries. However, according to a recent survey by Association for Information and Image Management (AIIM) [3], 51% of companies indicate that more than half of their process areunpredictable and unstructured in nature. Such processes are dealt in an ad-hoc manner by manually capturing the process related data and stakeholders’ communicationthrough e-mails, phone calls, sticky notes, and other informal means. These processestake many unexpected paths based on available data and contextual information. Thus,such processes are difficult to define and model.In management of business processes, there has been a successful shift from manualpr
for the modelling of unstructured business processes. BPMN Plus is an extension of BPMN standard that is proposed in this research on the basis of the requirements set for the modelling of unstructured business processes.
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To support the dynamic nature of business processes, a number of new modeling constructs were added in the BPMN v2.0 release (OMG, 2011). More-over, OMG recently proposed a new modeling lan-guage called Case Management Model and Nota-tion (CMMN) for modeling processes where the
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