Business process modeling for digital transformation
Business process modeling for digital transformation

Business process modeling for digital transformation

Business process modeling for digital transformation: Business analysts need to bring more digital transformation to digital transformation projects than case-based or experience-based business process modeling. This article explains why and how to do this.

Many companies are on a digital transformation journey

They are optimizing operating costs, improving capacity, security, scalability, and availability by moving their existing applications to private or public cloud infrastructure. They are adopting best practices and achieving operational efficiency using the best enterprise applications in the cloud, and integrating technologies such as mobility, IoT, data analysis and machine learning, robotic process automation, biometrics, and more. . These are commonly known as digital transformations.

Business process modeling for digital transformation
Business process modeling for digital transformation

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Digital transformation projects are different from process management and regulatory compliance projects. Their goal is to disrupt new business processes and services rather than improve what already exists. Their goal is to enter the market quickly, by adopting and integrating existing technologies, systems, and services, along with their processes, instead of inventing them. Their business processes are activated by systems and services that are outside the hypothesis in the cloud.


Digital transformation projects typically seek to achieve leapfrog operational improvements rather than incremental improvements. They achieve standardization goals by adopting previously proven business systems and service processes. For example, the adoption of a human resource management system in the cloud is disrupted by the complete abandonment of current processes and the adoption and standardization of the best cloud solution processes.


Many digital transformation projects have an aggressive timeline for deploying their technologies, keeping up with business competitors, or gaining market share. Software services that have already been invented and proven in the cloud can be subscribed to and used relatively quickly. The time and effort spent setting up business applications may be shortened. This effort shifts to designing, integrating, testing integrated components software, and making changes to business operations.


Technologies such as virtual machines, software as a service (SaaS), mobile devices, the Internet of Things, biometrics, machine learning, and the Internet itself are all part of the vision for digital transformation. Virtual servers in the cloud are very scalable and cost-effective. A wide range of systems, services, existing, proven, and ready to share, accept and integrate into the cloud is still growing. Cloud systems and services work together as a network of event-driven and result-oriented services.


Digital transformation projects are associated with increased vendor risk, individual risk, change management risk, and ultimately the risk of business process failure. They rely on outside sales consultants or third-party consultants who are temporarily in and out of direct organizational control. Employees of an organization that will maintain newly converted services after the completion of a digital transformation project may face a knowledge gap in their ability to support a new product or service. People who are affected by their daily activities may not initially be prepared enough to use digitally converted systems and processes. These can ultimately contribute to the risk of business process failure; Risk of not achieving the expected operational benefits due to poor design or execution of business processes.

What to do now?

According to the IIBA, process modeling is one of the competencies of business analysts. Although most business analysts are well-informed and have a thorough knowledge of their company operations, they have only a temporary or repetitive degree of business process modeling competence. They seldom prepare business process models. Some may recall and repeat previous process improvement modeling techniques, compliance with IT regulations, or projects. If they do, they are accustomed to perceiving business processes as sequential tasks. There is generally room for improvement.

The business analyst must be able to confidently and efficiently understand, model, model, and articulate how a digital transformation process or business is performing a project. The business analyst must also be able to understand each process or activity, as it runs in the cloud, as a network of participatory event and message services, through his or her motivational, thematic, and communication skills.

5 tips for business process modeling for digital transformation

Here are five ways to improve your business process modeling competence and be better prepared to produce high-quality business process models that serve digital transformation projects:

  • Prepare.
  • Be event-oriented and consequential.
  • Know your mission.
  • Have an agenda.
  • Use the BPMN standard.

1- Prepare

Have a defined and proven process modeling competence and set it up for each digital transformation project.

Instead of taking a temporary approach or relying solely on improving past processes or regulatory compliance project experiences, start with a certain level of business process modeling competency. You need to be able to clearly explain what steps and activities you will take to extract and document the business process model.

Extract extraction methods, programs, and modeling patterns that you can use to extract and model core business process flows. You need to be able to predict what modeling steps you will take to develop the business process model. Also, you need to be able to predict which techniques work best for you. Have clear and concise inference plans. Be prepared to deliberately tailor your model approach, extraction techniques, extraction programs, and configuration to the needs of each digital transformation project method.

2. Be event-oriented and consequential

Understand, normalize, and define all business processes or activities as event-oriented and results-oriented services.

Starting events and expected outcomes are crucial to how business processes and services work together in the cloud. Every business process or activity is a repetitive set of business activities that starts with a business event and achieves an expected outcome for the customer.

View and recognize how business events are performing and expected results as a cloud service: For example, you know that whenever you shop with an online credit card, the credit card licensing service receives a request from an online business process where you make your purchase. ‘S done, it starts. This event was the beginning of it. When triggered by that event, the credit card licensing service completed related business tasks, such as negotiating with the credit company and the bank. Achieved the expected result by submitting a response stating that the payment was accepted or rejected. This was the expected result, and that result was consumed by the customer: the site that first applied for the credit card license.

3- Know your mission

Define the purpose of the business process model in the life cycle of each digital transformation project.

The scope, goals, and delivery methods of digital transformation projects vary widely. Be clear about what the business process model will be used for and know who will use it. Determine the time and degree of abstraction required that best fits the intended use of the model. Create these mission parameters at the beginning of your extraction and modeling efforts to focus future time and modeling efforts on the right types of conceptual or logical corrections for that project, and align with the mission parameters when you verify the quality of your model.

4- Have an agenda

Asking lots of questions is not as important as asking the right questions.

Have clear and concise extraction plans for mainstream mining and any of the most common business processes streamline logic modifications. These are just a few of the key pointers in moving your content model to serious answers. Understand why you need to ask and answer those questions. Before engaging key stakeholders in extraction events such as workshops or interviews, prepare your inference agenda and discuss it with them.

5. Use BPMN

Use standard BPMN symbols that are specifically designed to represent event-based process outcomes and outcome-oriented and logical corrections. Use modeling patterns that use BPMN start events, message streams, middle events, and end events to represent modeling patterns such as mainstream business processes, external stakeholder interactions, interruptions, delays, and exceptions, and expected outcomes.


The Universal Process Modeling Procedure is a step-by-step guide to producing a business process model that meets the purpose of your project. This guide guides the business analyst or process analyst to create a clear mission for each process model. It also provides enlightenment programs so you can ask the right questions at the right time in developing your model.

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