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As-is process model: Model describing the present mode of operation for a business process.
As-is process models are typically defined to contrast key process indicators such as costs or cycle times with To-be processes through process simulations.
BPM: Business Process Management (see definition).
Business analysis: Discovery/investigation activities to
identify key drivers, expected value, and measurable results that justify business transformation through BPM.
A successful business analysis effort typically provides sufficient understanding of business and process requirements
to design a BPM solution that answers those specific requirements.
Business integration: Solution engineering activities that include architecture,
operational process modeling, design, and development of a particular solution using
process-enablement middleware such as IBM WebSphere MQ Workflow or IBM WebSphere Business Integration Server
Foundation.
In a BPM context, the integration effort is - at least
partially - driven by the operational dependencies of the process model(s) to be executed through the
workflow engine.
Business process management: Describes the practice of automating certain areas of an organization's
business processes to provide key benefits such as efficiency improvements, business process compliance, work coordination, business activity monitoring/auditing,
and integration of various services into the operation of those processes.
Business transformation: Encompasses activities to identify business value and objectives,
translate objectives and requirements into business processes, and validate that the processes defined can provide the expected value.
Business Analysis (see definition) is a key component of Business Transformation.
Continuous process improvement: Describes an organization's ability to incrementally improve business
processes over several cycles of modeling/deploying, executing (i.e. in a production environment), and monitoring business processes.
Gap analysis: In the context of Business Process Management, a gap analysis determines an organization's
readiness and ability to leverage BPM to substantially improve business processes.
The analysis also offers a set of concrete recommendations to further enable - and optimize the benefits of using - BPM approaches
and related technologies within the organization.
Operational process model: Proces model (typically To-be model) that contains all the navigation,
execution, staffing, data flow, and exception-handling details necessary for the process to be run/executed by a workflow/BPM engine.
In other words, an operational process model is an executable process model.
Process integration: Business processes that live inside the enterprise are often required to interface with various systems and services to support their "integrated" execution logic.
Process integration is a process-centric approach to Systems Integration: Whereas Systems Integration is usually free of process context, Process Integration uses the process model to describe various systems/services interface
points in the context of process execution.
Process model: Representation of a business process as a series of activities
(sequential, parallel, or both), interconnected in a graph representing the various paths that could be taken by the process flow.
Process models are represented at varying degrees of detail depending on their intented use.
In the simulation of processes (to compare As-is and To-be models), elements such as
durations and costs of each activity might be specified, whereas Operational process models contain execution/runtime
process details.
Process simulation: Tool/facility to provide quantitative analysis on a process model.
Process measures such as task/activity durations, costs, resource schedules, and probabilities of process paths taken are provided before
running a process simulation.
The outcome of a process simulation typically helps identify key results such as the shortest and/or least cost process paths,
productivity bottlenecks - and generally helps focus the business transformation efforts on the parts of the process that yield the highest
business value.
To-be process: Model describing the future/desired mode of operation for a business process.
To-be process models are defined to contrast with As-is processes through process simulations, but also typically - and as importantly - serve as the basis for Operational process models.
A To-be process model should generally be analyzed to validate that it is able to provide the anticipated business value.
WebSphere Business Integration Modeler: Process modeling and simulation tool from IBM.
WBI Modeler can be used to model complex As-is or To-be processes, perform simulations and analysis on
those processes, and export them into a workflow engine such as WebSphere MQ Workflow.
WebSphere Business Integration Monitor: Business Activity Monitoring tool from IBM.
WBI Monitor performs Business Activity Monitoring functions for business processes modeled in WebSphere Business Integration Modeler
and executed under WebSphere MQ Workflow. WBI Monitors provides both real-time and historical views and reporting on process metrics and productivity.
WebSphere MQ Workflow: Process management/workflow engine from IBM based on MQSeries (WebSphere MQ).
WebSphere MQ Workflow is a feature rich production workflow engine enabling the execution of complex business processes, with strong integration capabilities and human activity support.
Processes run under WebSphere MQ Workflow are modeled either using MQ Workflow Buildtime or WebSphere Business Integration Modeler.
WebSphere Business Integration Server Foundation: WebSphere Application Server containing a production Process Management engine.
WBISF and WSADIE leverage BPEL to enable the execution of complex business processes and collaboration of Web Services and human process steps inside the WebSphere environment.
For more information please visit IBM WebSphere Business Integration.
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