自动化 BPM 应用设计指南

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"Designing.Efficient.BPM.Applications.2016.3.pdf" 是一本关于如何设计高效业务流程管理（Business Process Management, BPM）应用的实用指南，适合业务分析师阅读。这本书由专家Christine McKinty和Antoine Mottier编写，旨在帮助读者将简单的业务流程转化为自动化、基于流程的应用程序。本书强调了业务流程在企业运营中的关键作用，这些流程涵盖了获取和保留客户、保持盈利以及维护运营基础设施等功能。作者通过逐步指导和实际操作示例，教你如何创建用户友好的在线流程。每一章都以前一章的内容为基础，逐步深入。即使没有编程经验，也可以学习设计业务流程。如果你已经具备设计工作流和理解人类与流程交互的技能，那么你在学习过程中将具有一定的优势。书中涵盖的主题包括： 1. 构建应用程序原型：了解如何从零开始设计一个基本的应用界面，为后续的流程自动化打下基础。 2. 创建最常见的使用流程：学习分析并定义业务流程中最常见的步骤，这有助于确保流程的有效性和效率。 3. 定义数据模型：理解如何为流程设计合适的数据结构，以便数据能够顺畅地在流程中流动，并支持决策制定。 4. 生成真实过程表单：实践创建直观且易于使用的表单，使用户能够在流程中输入和处理信息，简化工作流程。 5. 流程优化：探讨如何通过持续改进和优化来提升流程性能，以实现更高的效率和生产力。 6. 可视化工作流设计：学习使用工具来可视化流程，以便更好地理解和调整流程的逻辑。 7. 用户体验设计：考虑用户在与流程互动时的需求和体验，确保流程既有效率又易于使用。 8. 测试与部署：了解测试流程和将其投入生产环境的关键步骤，确保流程的稳定性和可靠性。 9. 监控与分析：学习如何监控流程执行，收集数据，并进行分析以识别潜在的瓶颈和改进点。 10. 持续改进：介绍持续改进的概念，如何通过反馈和学习循环不断升级你的BPM应用程序。通过这本书的学习，读者将获得设计和实施高效BPM应用程序的全面技能，从而帮助企业提升效率，降低成本，并增强竞争优势。无论是新手还是有经验的专业人士，都能从中受益，提升自己的业务流程设计能力。

Recruitment and Onboarding

A manager gets permission to recruit, and gives the profile to HR. An HR adminis‐

trator filters candidates according to the profile, then sends short-listed candidates’

details to the manager for review. The manager chooses which candidates to call for

an interview. There are selection interviews. A decision is made, and an offer is sent

to the selected candidate, who accepts or declines the position. If the candidate

accepts, a start date is agreed upon, and the onboarding process is triggered. During

the onboarding process, IT creates the user account, Facilities orders an access card

for the building and confirms that an office is prepared, HR prepares a welcome pack,

and the manager confirms that a ramp-up plan is prepared.

Procure to Pay

An employee raises a purchase order (PO) for new equipment. The employee’s man‐

ager reviews the purchase order, and approves it or refuses it. If it is above a given

validation limit, it is automatically escalated to a senior manager for a second level of

approval. After the PO is approved, it is sent to the purchasing department, which

places the order. When the equipment is received, it goes to the employee, who

checks that it is correct. The invoice is received by Purchasing, which checks that it is

correct and initiates payment.

Build to Order

An automated production system receives an order. It checks whether the compo‐

nents needed are in stock, reserves those that are, and orders any that are not. The

order is put on hold until the components are all available. When the ordered compo‐

nents arrive at the warehouse, the order is built, then packaged, and then shipped.

Online Shopping

A user logs in to an online shopping site. Over the course of several visits, they

assemble a shopping basket. Then they go to the checkout, review the basket content,

and select the items for immediate purchase. They check the shipping cost for the

selected items. After making a final selection of items to buy, they enter the delivery

address and credit card details, which completes the purchase. In the warehouse, a

robot collects the purchased items, packages them, and dispatches the order.

Business Continuity

A building surveillance system detects a power outage. It notifies the business con‐

tinuity (BC) manager at the headquarters of a company with offices in the building.

The arrival of the notification automatically starts a timer set for 15 minutes. If the

power is still out after 15 minutes, the failover plans are put on standby. The BC man‐

Examples of Process-Based Applications | 3

ager investigates the cause and decides to declare an incident. This initiates the track‐

ing process, which contacts the staff at the remote site. The managers in the BC team

use the process to report their actions, and the process issues reminders or escalations

if needed. The BC manager and the whole team can view the process status to get a

snapshot of the actions that have been taken. All actions are under the control of the

relevant person, while the process provides tracking and visibility for every‐

one. When the incident is over, a similar tracking process is used to manage the tran‐

sition back to normal operation.

Document Approval

A technical writer issues a first draft for review. The technical experts review the draft

and provide comments in a form. All reviewers can see all comments, which makes it

easier to resolve conflicts. The writer produces drafts iteratively, and experts review

until they approve the content. The final draft is then sent for proofreading, updated

if necessary, then published.

Travel Management

An employee sends a travel request to the team manager. The manager gives provi‐

sional approval. The employee sends the travel request to the team administrator,

who investigates flight and hotel pricing and availability, and suggests an itinerary.

The employee reviews the itinerary, and works with the admin to finalize it. The final

itinerary including pricing is sent to the manager, who approves the total cost. The

admin books the travel. After the trip, the employee submits an expense claim, which

is automatically checked against the expenses policy. If it is in policy, the claim is sent

to the finance department for payment. If it is out of policy, it is first sent to the man‐

ager for approval of the exceptions and then sent to the finance department for

payment.

Business Process Management

Business Process Management (BPM) is an approach to process improvement, like its

predecessors Total Quality Management and Continuous Improvement. It is also a

technology. Both are focused on improving the efficiency of a business by making

processes more efficient, flexible, and dependable, and by reducing costs.

Business Process Model and Notation

Business Process Model and Notation (BPMN) is an international Object Manage‐

ment Group specification for describing a business process. The most recent version

is BPMN2. It provides a framework that can be used to define a process so that it can

be executed. The standard covers both the graphical representation of a process and

4 | Chapter 1: Recognizing Your Business Processes

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