Make sure you choose a process in your business operation that has a clear starting point and output. For example, you might model the process of receiving an online order and checking whether or not the customer has the money to pay for it and if the item is in stock.
External events. These include the initiation of a transaction or a transmitted alert from another business system. For example, a problem in automated system that requires human attention is an external event. Content arrival. For content management systems, the starting point might be the arrival of a new document or other form of content. Human intervention. This includes customer complaints and other human intervention within or outside of the business. For the previous example, the starting point is the receipt of a customer order.
In traditional business process modeling notation (BPMN), the steps are represented by different shapes depending on their function. Events are circles, activities are rectangles, and decision gateways are diamonds. [3] X Research source Connectors can either be solid arrows (activity flow), or dashed (message/information flow). For the previous example, we would use steps such as “customer order” (an event), “process order” (an activity), “Check credit” (an action), “Credit?” (a decision gateway that leads to one of two other actions, depending on a “yes” or “no” determination), and so on.
Pools may be further divided into “lanes,” which give more specific information about who’s responsible for that step. For the step “Check credit” in the previous example, you might write that the action is performed by the business’s online retail platform, for instance.
These models usually work best with group input, so you may be better off using the type of modeling that can be worked on most easily by the group.
Customer order (event) to process order (an activity) to check credit (an activity) to credit? (a decision gateway). If the customer’s credit doesn’t check out, you would move to the step contact the customer (activity), labeling the arrow between the steps with a “no” label. Then, you would move to cancel the order (activity). If the customer’s credit checks out (a “yes” response), you would move on to check stock (activity) and connect the steps with an arrow labeled “yes. " Then, you would check the stock in the decision gateway labeled as “stock?”. If the item is in stock, label the arrow “yes” as before and send the order to shipping (an activity). If the item is not in stock, you would move to contact the customer and cancel the order (both activities).
For the previous example, you may realize that the process fails to let customers know that the item may be back in stock soon. This cancels the order that could otherwise be fulfilled within a number of days.
Informational: measuring more data regarding the process to find issues. Sequential: rearranging steps. Tracking: helps you monitor process progress. Analytical: improves decision-making at decision gateways. For the previous example, you could think about implementing a system for checking when an out-of-stock item will be back in stock and alerting the customer to an estimated delivery time.
