This two-part series explores methods of actively evaluating risk as part of business processes, and incorporating elements of risk deterrence into business process models. In Part 1, we explored the context and precedents for our research. As we learned, achieving a stronger integration between risk analysis and process modeling promises to improve the quality of the modeled processes and increase the percentage of positive business outcomes those processes achieve. In this final part of the series, we will describe an innovative approach to incorporating risk management directly into business process models using the standard Business Process Model & Notation (BPMN), version 2.0.

Risk assessments have become more common recently, and for good reason.  We read headlines daily about data breaches, high-dollar investments gone wrong, and companies that took a market risk that didn’t pay off.

Risk increases as a result of change, whether internally or externally triggered.  Examples of internally driven change include executing a new project, launching a new product, or changing a process.  Regulatory requirements, market changes, competitive challenges, and new security threats change the risk profile even when a company is conducting business as usual.  Enterprises are never done with assessing risks; there is no such thing as “steady state” when it comes to risks.

How to Build Great Process, Rule, and Event Models

Business Process Modeling Notation (BPMN) is an increasingly successful Object Management Group (OMG) standard and whether you are in government, manufacturing, or business, you need to understand how to accurately depict your company’s processes in BPMN. The BPMN Specification, however, can be abstract, lengthy, and complicated. As a result, learning to use BPMN can be daunting and force professionals to steer clear of it without an efficient and easy way of getting acquainted with the material.

BPMInstitute.org has been at the forefront of education and thought leadership in this area and as a benefit to our members; we are providing a free sample of one of the most recent books on BPMN: The Microguide to Process Modeling in BPMN 2.0.

In my last article, I provided tips for successful large scale change.  Most of those suggestions were to help prepare people for change, some beginning in the months or years leading up to the implementation.  When large changes occur, preparation beforehand is only half the battle.  The perception of success or failure depends on how well people faced with integrating these changes into their daily life are supported after the change has occurred.

This time, we’ll focus how you can integrate change into people’s routines in the weeks and months immediately following any shake-up.  There are several areas you can focus on to ensure that the change is permanent and positive for all concerned.

This article offers advice on how to use a BPMS to support process transformation across three specific business areas.  When an organisation uses a BPMS to enable empowerment, focus on quality and compliance, and remove unnecessary human touches, it will gain great rewards.

The technology available to exploit these opportunities will vary across vendor solutions, but it is valid to assume at least basic support exists in the majority of solutions on the market.