BCS - Dr. Juergen Pitschke, +49 351 30935193, This email address is being protected from spambots. You need JavaScript enabled to view it.

The BPM-Trilogy - Successful BPM Projects with BPMN, CMMN and DMN

Complete Business Process Management for Business Analysts: Master your BPM-Project

Target Audience: Business Process Manager, Business Analysts, Business Process Modeler, Business Process Analysts, Case Manager, Enterprise Architects, Business Architects

Course Type: Open Workshop, English, 3-Day-WorkshopBPM-Trilogie - BPMN, CMMN, DMN

Business Processes are an essential success factor for all enterprises. Often Business Process Projects don't produce the expected results. One reason is the reduction to one approach and a single view.

Every enterprise owns different types of Business Processes - predictable routine processes or flexible, knowledge intense processes. The quality of the activities range from simple to complex decisions. Our workshop "Business Process Management Complete" introduces the concepts from the OMG standards belonging to the "BPM Trilogy": BPMN for predictable processes, CMMN for (Adaptive) Case Management and DMN for Business Decision Management. We start with the content needed for a successful BPM project and explain the concepts needed to present this content. It is not the intention to explain each element contained in standards.

Participants acquire knowledge about:

  • Notations for Business Process Management: Business Process Model and Notation (BPMN), Case Management Model and Notation (CMMN), Decision Model and Notation (DMN)
  • Business Architecture: How are Business Processes, Case Management and Decision Management related?
  • Stakeholder and Views: Who needs which information?
Participants acquire the following skills:
  • Scope and Classify Business Processes: How can I scope Business Processes? Predictive Process or Adaptive Case - How to find the right method? Business Processes and Decision Management - When do I need to look for my Business Decsions?
  • Process Decomposition: From Capability Map to ask Descriptions: How to analyse Business Processes? Which information is needed for which view?
  • Business Process Management and Decision Management: Identify Decision Points, analyze and describe Business Decisions.

Get information about prices and dates from out Trainings Calendar. Register or Contact us for In-House Workshops.

Workshop "The BPM-Trilogy - Successful BPM Projects with BPMN, CMMN and DMN"

"Good" Business Processes are a critical success factor for many enterprises. Business Process Models are the basis to understand, analyze, optimize Business Processes or just to communicate the Business Process. To focus only on the activity flow of the Business Process using the OMG standard "Business Process Model and Notation (BPMN)" limits the success rate. The OMG provided with the standards BPMN, "Case Management Model and Notation (CMMN)" and "Decision Model and Notation (DMN)" a set of notations to describe all important views for a Business Process. We call this set of standards the BPM Trilogy.

The workshop introduces the basic principles of a holistic Business Process Management. We explain the views on business process and the concepts of the standards adressing these views. Practical examples illustrate the application of concepts. We discuss decision guidelines to decide which notation is best suited for a real problem. We show how the concepts and views are related. We  develop a methodology for a holistic and pragmatic Business Process Management together with the participants.

Participants are able to describe, analyze and optimize own Business Processes. They know typical application scenarios for the concepts of the standards. The main goal is to make the standards practicable, Examples illustrate the content. Participants are asked to bring own examples.

Content: BPM-Trilogy
  1. What is a Business Process? Which views on Business Processes are relevant? How do Business Processes fit into an Enterprise Architecture?

    We use terms as "Business Processes" often assuming that everybody involved has the same understanding about this term. In most cases this assumption is wrong.
    We compare definitions for "Business Process" from literature and praxis. We distill a definition for Business Processes allowing a systematic approach for Process Analysis which incorporates the relevant views. Business Process Models use and reference other artefacts - as the definition of Business Concepts, Business Requirements, or Business Rules. A short introduction into Enterprise Architecture helps to understand the relationships between Process Models and other artefacts in an Enterprise Model.

    1. Business Process defined - What is a Business Process?
      1. Definition "Business Process"
      2. Business Process Properties
    2. Views on Business Processes
      1. Activity Flows in a Business Process
      2. Predictiv versus Adaptive Processes
      3. Business Activities and Business Logic - Decision Management and Business Process Management
      4. Measuring Processes - KPIs, Policies and more
    3. Business Processes and other Models
      1. Business Requirements
      2. Terms and the Fact Model
      3. Business Processes and Enterprise Orgnization - Responsibilities and Business Process Management
      4. Motivation - Vision, Mission, Goals, Objectives and Stakeholder

  2. Business Processes and BPMN (Business Process Model and Notation)

    This part of the workshop introduces the OMG standard BPMN. We discuss and apply the elements needed to describe predictable Business Processes from a business view.

    1. Business Process Model and Notation (BPMN)
      1. Overview and Conformance Level
      2. BPMN 2.0 Elements and Concepts
    2. BPMN for Business Analysts - Describe elements of a Business Process Model
      1. Partcipants: Pool and Lane
      2. Business Events and Process Control: Event
      3. Business Activities: Task and Subprocess
      4. Describe the logical Process Flow: Sequence Flow
      5. Describe Process Scenarios: Gateway
      6. Information and Business Objects: Data Object
      7. Communication between Process Participants: Message Flow, Choreography, Conversation Diagram

  3. What is "Case Management"? What is the difference between a Case and a predictable Business Process? How do cases fit in the Enterprise Architecture?

    We introduce the OMG Standards CMMN (Case Management Model and Notation). We show examples of adaptive processes. A Comparison of both approaches show disadvanteges and benefits in different scenrios.

    1. What is an "Adaptive Business Case"? 
      1. Definition "Business Case"
      2. Elements and properties of a Cases
      3. Business Case versus Business Process
    2. Case Management Model and Notation (CMMN)
      1. Overview
      2. CMMN Elements
    3. CMMN for Business Analysten - Describing Business Cases
      1. Business Cases: Case Plan Model
      2. Case informationen: Case File and Case File Item
      3. Structure Business Cases: Milestone and Event Listener
      4. Business Activities: Task and Stages
      5. Dependencies between Business Activities: Sentries and Dependencies
      6. Plan and Control a Case: Case Planing Table, Discretionary Elements

  4. Decision Management / DMN - From Business Rules to Business Logic

    Business Processes and Business Rules are two sites of the same coin. But looking on single Business Rules is not really successful. You need to structure and you need to connect the Business Logic to your Business Process Models. We give an overview of current approaches as SBVR and go into detail for the OMG standard "Decision Model and Notation (DMN)". In the method part we show how to describe and analyze Business Decisions

    1. Business Rules and Business Decisions
      1. What is a Business Rule? Types of Business Rules
      2. Operative Business Rules and Business Decisions
    2. Decision Model and Notation (DMN)
      1. Overview
      2. DMN Elements
    3. DMN for Business Analysts - Business Decision Analysis
      1. Use Cases for Decision Management
      2. Describe and analyse Business Decisions
      3. Business Decision Context – Requirements, Knowledge Sources, Process

  5. Business Decisions, Business Process, Cases - How everything is related

  6. How to develop an integrated Business Model? - Introduction into the method

    Very often users start to develop model in a intuitive way without defining an architecture and a method first. After some time the models become complex, are not manageable or maintainable. To avoid this pitfalls we need a systematic approach. This hasn't to be complicated.

    This part of the workshop develops a pragmatic approach for development and analysis of integrated Business Process Models. Working techniques for structuring, scoping, decomposition of Business Processes, Cases and Business Decisions are demonstrated using practical examples. We show and use available tools.

    1. Business Process Architecture
      1. Organizing Process Models - From Capability Map to Task Descriptions
      2. Traceability -How model elements are connected
    2. Identify, scope and classify Processes
      1. Identify and scope Business Processes
      2. Classify Business Processes - Predictable Process or Adaptive Case?
      3. Decomposition - Analye and describe Business Processes and Cases
    3. Decision Management - Introduction
      1. Decision Points - Identify Business Decisions
      2. Decompose Business Decisions
      3. Describe and detail Business Decisions
    4. Organise your project and your team
      1. Project Roles
      2. Project organisation - Wich Results are needed?
      3. Project organisation - Organise Team Collaboration
      4. Project planning

  7. Wrap Up and Next Steps

Informationen about Prices and Dates can be found in our Course Calendar. Register now.