Business process modelling using diagrammatic and tabular techniques

The paper discusses the problem of business process modelling, various techniques which are used to carry out business process modelling and aims to analyse the use of different techniques to find a better solution.

Business process modelling techniques could be divided into two groups, the diagrammatic and tabular techniques. As a representative of diagrammatic techniques, a flowchart is chosen and discussed in detail. A process model could also be developed using the activity table as a representative of tabular techniques. A comparative analysis of the two techniques is consequently carried out. The pros and cons of both techniques were analysed on the two case‐studies – the problems of Sales_Claim and Credit_Card are used as examples to test both techniques.

Based on the comparative analysis, several useful remarks are given as a result of this work. First, both techniques are simple and useful for business processes modelling. Drawing a flowchart is easier than developing an activity table. Second, it was found that the flowchart technique is too flexible and does not possess any mechanism to control gaps which could exist in the process model. On the other hand, the vertical linkage mechanism imposes a strict order on the development of the activity table, which enable the analyst to discover gaps existing in the table. Third, it was found that the visibility of a flowchart is good when the model is relatively small, but it becomes unclear in large models. The activity table is more visible even when the table contains hundreds of activities. The visibility depends on the analyst and his/her experience; many analysts prefer a diagrammatic presentation of processes, whereas other analysts are more tabular‐oriented. Fourth, concerning user involvement, the structure of the activity table requires an active user involvement, because every user (internal entity) occupies a certain column in the table, where the entity's activities are indicated. For this reason, the user is interested in cooperating in defining his/her activities correctly. On the other hand, the user's role in creating a flowchart does not go beyond observation. Business process modelling is a complex and difficult task. Using one technique may result in a model that does not reflect the original business process. For this reason, using a combination of both techniques could produce a process model which represents a true reflection of reality. Thus, it is suggested that because of the strict role imposed by vertical linkage, the analyst starts process modelling by developing the activity table and then continues by transforming the table into a flowchart. Having such a flowchart, which represents a good transformation of the original business process, is essential for successful continuation of business process simulation or other methods for business process improvement or reengineering.

The paper summarises and suggests several useful remarks as a result of this work, which also recommends the possibility of linking the two techniques to develop better business process models.