8 Part 8: Annex

8.1 Method References

8.1.1 Business Process Modeling


Determining Requirements




The objectives of business process modeling include the specification and optimization of business processes. For business process modeling the following methods may be used:

Business Process Optimization

In a business process the goals of third parties (such as acquirers, citizens etc.) are to be achieved, who therefore are to be made to "stakeholders" in the process. Essential characteristics of a business process are

There are two fundamentally different approaches to business process optimization:

Business Reengineering

Business Reengineering according to Hammer and Champy is a fundamental rethinking and radical redesign of companies or essential business processes. In this context "fundamental" means that the question "what and why" has to be put before the question "how". Also the reorganization is to apply not only to certain sectors, but to the whole company or at least to the main business processes. "Radical" means for Hammer and Champy principally "to start from scratch" and that existing processes and structures have to be fundamentally called into question. The approach offers important ideas, methods and "food for thought", which are or may also be of importance in all other forms of (company) reorganization.

Continuous Improvement Process (CIP)

The theory on which the CIP is based is the European version of the so-called "Japanese Way" (KAIZEN). It describes a systematic approach to the identification and elimination the waste of resources and to the improvement of the work processes and the work environment. According to the German saying "Der Weg ist das Ziel " ("The way is the goal"), CIP focuses on continuing small improvements of the business processes instead of a fundamental innovation or reorganization. This distinguishes CIP from BPR. The thing that it has in common with the BPR, and thus the novelty compared to traditional organizational processes, however, is its process orientation and thus the departure from function-oriented thinking.

The approach of the CIP is neither revolutionary nor radical, but was shaped on the basis of many years' experience. In this respect the approach is considerably more practical than that of the BPR and takes into account to a greater degree the problems occurring during the reorganization of company processes.

Use Case Modeling

See paragraph "Use Case Modeling" in method reference ยปRequirements Analysis.