Process Modeling

The term process model is used in various contexts. For example, in business process modeling the enterprise process model is often referred to as the business process model.

Process models are of the same nature that are classified together into a model. Thus, a process model is a description of a process at the type level. Since the process model is at the type level, a process is an instantiation of it. The same process model is used repeatedly for the development of many applications and thus, has many instantiations. One possible use of a process model is to prescribe how things must/should/could be done in contrast to the process itself which is really what happens. A process model is roughly an anticipation of what the process will look like. What the process shall be will be determined during actual system development.

The goals of a process model are to be:

From a theoretical point of view, the meta-process modeling explains the key concepts needed to describe what happens in the development process, on what, when it happens, and why. From an operational point of view, the meta-process modeling is aimed at providing guidance for method engineers and application developers.

The activity of modeling a business process usually predicates a need to change processes or identify issues to be corrected. This transformation may or may not require IT involvement, although that is a common driver for the need to model a business process. Change management programmes are desired to put the processes into practice. With advances in technology from larger platform vendors, the vision of business process models (BPM) becoming fully executable (and capable of round-trip engineering) is coming closer to reality every day. Supporting technologies include Unified Modeling Language (UML), model-driven architecture, and service-oriented architecture.

Process modeling addresses the process aspects of an enterprise business architecture, leading to an all encompassing enterprise architecture. The relationships of a business processes in the context of the rest of the enterprise systems, data, organizational structure, strategies, etc. create greater capabilities in analyzing and planning a change. One real-world example is in corporate mergers and acquisitions; understanding the processes in both companies in detail, allowing management to identify redundancies resulting in a smoother merger.

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