An in Depth Comparative Analysis of Software Tools for Modelling

and Simulating Business Processes

Rallis C. Papademetriou

and Dimitrios A. Karras

Faculty of Technology, University of Portsmouth, Anglesea Road, Portsmouth, PO1 3DJ, U.K.

Automation Department, Serea Hellas Institute of Technology, P.C. 34400 Psachna, Evoia, Greece

rallis.papademetriou@port.ac.uk, dakarras@teiste.gr

Keywords: Business Process, Modelling Requirements, Comparative Analysis, Business Process Modelling Tools.

Abstract: Undoubtedly, Business process modelling is an increasingly popular research area for both organisations and

enterprises due to its usefulness in facilitating better planning of resources, business reengineering and

optimized business performance. The understanding of Business Process is an essential approach for an

Organization to achieve set objectives and improve its operations. Business Process Modelling is a

representation of the processes of the Organization. Several modelling techniques have been proposed and

used to capture the characteristics of business processes. However, available techniques view business

processes from different perspectives and have different features and capabilities. Furthermore, to date limited

guidelines exist for selecting appropriate modelling techniques based on the characteristics of the problem

and its requirements. Recent development has shown the importance of representing processes to carry out

continuous improvement. The modelling and simulation of Business Processes has been able to show

Business Analysts, and Managers where bottleneck exists in the system, how to optimize the Business Process

to reduce cost of running the Organization, and the required resources needed for an Organization. This paper

presents a comparative analysis of some popular business process modelling techniques. The comparative

framework is based on the following major criteria: data flow capability, logical reasoning and

understandability, specification of roles, and capability of simulation, flexibility and ease of use, simulation

support and scope. The proposed framework can serve as the basis for evaluating further modelling techniques

and generating selection procedures focusing on a comparison of existing tools to implement these techniques.

This is to enable a potential user/modeller choose the right technique and tool in modelling critical Business

Processes in order to analyse and optimize the operations of an Organization.

1 INTRODUCTION

Process is basically a part of everyday life. Process is

involved in all actions carried out by both humans and

organisation to achieve an objective. In organisations,

value-added activities are becoming the central focus

in the achievement of objectives set by an

organisation. These value-added activities are

referred to as Business process. Experts in Business

analysis and Information System Analysis have both

drawn the conclusion that the success of a system

starts with a clear understanding and knowledge of

the Business process of the organisation (Aguilar-

Saven, 2003). The Business Process Model provides

a platform for the analysis of the processes to be

carried out. Business Process Modelling is a method

commonly used in organizations to increase

awareness of the business process, and to simplify the

complexity of the organization by disaggregating the

process (Recker et al., 2009). The principles of

Business Process Model can be traced back to the idea

of Division of Labour in manufacturing by Adam

Smith in 1776. According to Adam Smith, the

breaking down of the process into specialised tasks,

and the tasks assigned to different people in the chain

of activities, would simplify and speed up the process.

Although process modelling principles have been in

existence since the 18th century, and the term

Business Process Modelling was first used in the

1960s in an article, it only became popular in 1990s

with the prevalence of Information Technology.

On its own, Business Process Modelling is not an

improvement tool; it is simply a means to an end. It

outlines the activities carried out in the organisation,

providing a framework for improvement to be carried

out. Business Process Modelling techniques are used

124

C. Papademetriou R. and Karras D.

An in Depth Comparative Analysis of Software Tools for Modelling and Simulating Business Processes.

DOI: 10.5220/0006222901240133

In Proceedings of the Sixth International Symposium on Business Modeling and Software Design (BMSD 2016), pages 124-133

ISBN: 978-989-758-190-8

to design of the process model; and are implemented

using software tools.

With the rapid growth and embrace in IT from the

1990s to this present time, BPM has gained more

popularity in organisations. This has led to the

growing number of Business Process Modelling

tools, techniques, and methodologies. These different

techniques of Business Process Modelling have their

distinct uses and purposes. Due to the lack of guide,

and a numerous presence of approaches, selection of

the right tool and techniques has become more

complex for organisations.

In view of this, a critical comparative analysis of

the Business Process Modelling techniques and tools

are carried out in this paper. This is to enable

organizations to understand the right techniques and

tools to use, as well as the pitfall of these techniques.

Modelling of a Business process is used in detecting

constraints of a system and providing a framework for

carrying out continuous improvement of an

Organization. This study aims at providing

background knowledge of Business Process

Management as an essential unit in carrying out

continuous improvement, with focus on the Business

Process Modelling Techniques and especially on the

requirements and selection of proper software tools.

Moreover, it seeks to determine and compare the

modern mathematical and Information Systems based

techniques and tools of Business Process modelling.

2 BUSINESS PROCESS MODELS

COMPARATIVE ANALYSIS

A business model is a framework used to represent

the complex reality of an organization. The business

model is used to present a clear description of the

objectives, strategies, organizational structure, and

operations of an Organization. Business Models such

as the Organizational Chart, and financial statements

have been used by organizations for decades. In

recent times, business models such as the Business

Organizational Model, Business Rule Model,

Business Motivational Models, and Business Process

Model have been introduced (Bridgeland and Zahavi,

2009). These newer models do not displace the

previous models, but to focus on other parts of the

complex reality of a business.

The model of a business system can be classified

into two categories (Kalnins et al.,):

i. As-is Model: This is a representation of the

present state of the Business System which

includes the Organizational Structure, the main

operations of the organization, the logical

behaviour aspects of the system – who carries out

a task, when it is to be carried out, and what it aims

to achieved.

ii. To-be Model: This is an improvement of the As-

is Model after an analysis of the present state has

been carried out. It is a representation of what the

system can be and how the operations can be

optimised.

A branch of Business Model which is considered to

be an essential aspect of Business Process

Management is the Business Process Model.

Process Model is used to represent a step-by-step

approach in operations of an Organization. The

Business Process model is a means to an end;

showing what the series of activities aim to achieve,

who/what department is to carry out the activities, and

what stage the activity is to be carried out in the

organizational operations process. The representation

of the interactions between the tasks, operations, and

processes provides a foundation for the improvement

of the efficiency, effectiveness and business process

of an organization (Business Process Modelling,

2007).

In present times, the research on Business Process

Modelling is beginning to gain attention in both the

academic and industrial environment. It is not just

restricted to Business Process Management; it can be

applicable to areas such as web development analysis,

software development / engineering, and service-

oriented structure (Prezel et al.,). Business Process

Modelling is not only used in conventional business

environment, but also in government agencies,

charity organizations, and all process-oriented

systems. A Business Process Model can be used

repeatedly for similar processes (Yamamoto et al.,

2005). The increasing awareness and embrace of

Information Technology/Information Systems has

heightened the demand for process improvement with

the aid of Business Process Modelling. The top

priority of modelling a Business Process is to improve

the system’s performance through the optimisation of

the activities carried out to achieve set objectives.

Figure 1 illustrates the representation of the present

activities of a system (AS-IS), and what the process

is to become (TO-BE) order to optimize

production/services. Other purposes to model a

Business Process includes; communication, training,

process reuse, persuasion in sales (Bridgeland and

Zahavi, 2009).

The increase in demand of process modelling has

equally made it as relevant as existing process

optimization tool such as Total Quality Management

(TQM). To model a Business Process, different

An in Depth Comparative Analysis of Software Tools for Modelling and Simulating Business Processes

125

techniques can be used. These techniques have been

developed for different purposes and are more

suitable in various aspects. Business Process

Modelling techniques are concerned with the

mapping and workflow of activities in a system in

order to be able to carry out analysis, and also provide

a framework for change management (Business

Process Modelling, 2013).

Figure 1: Example of an AS-IS and TO-BE Business

Process Model.

The techniques of Business Process Modelling

can be classified into three different set based on their

representation of a model (Vergidis et al., 2008):

 Diagrammatic Model: At the inception of

Business Process Model, these techniques were

being solely used. It is a simple and easy-to-

communicate graphical representation, originally

developed for software analysis and development.

Initially, the representation of these techniques

was plain graphics.

 Mathematical Model: These are referred to as

second generation of BPM techniques. These

techniques are well defined and precise, and can

be analysed mathematically to extract knowledge.

Though these models are very appropriate in

carrying out quantitative analysis and

improvement of a process, they are not suitable in

modelling complex constructs based on no

emphasis on the diagrammatical representation of

the process such as decision points.

Representation of a Business process

mathematically may prove to be much more

complex than diagrammatic representation.

 Business Process Languages: The most recent set

of BPM techniques to be developed. The

development of these set of techniques, like the

first generation set, was influenced by software

development. Business process languages is an

Information Technology based technique in used

to represent Business Processes. This latest trend

of BPM techniques is dynamic in nature and

rapidly evolving.

This section provides a comparative analysis of

modern Business Process Modelling techniques. In

this chapter, a basis for comparing the techniques is

developed; the techniques are reviewed, stating their

strengths and weakness (if any). The chapter ends

with recent methodologies used in modelling an

Enterprise.

In the study carried out, ten techniques were

selected. This selection was based on popularity on

websites of reputable Business Process Management

software developers, and few existing recent journals

from publishers such as IEEE, Science Direct.

In carrying out the comparative study of Business

Process Model techniques, the answers to the

following questions provided guidelines on how to

achieve the objective:

 What are the bases for comparing the different

Business Process Modelling techniques?

 What are the strengths and weakness in using the

technique?

 What are the basic focuses of the techniques?

Past researchers have classified and compared the

BPM techniques based on different views; in her

article, Aguilar-Saven (2003) classified the

techniques based on the purpose of the model and

model change permissiveness (active and passive).

Another classification based on the representation

of the techniques; Mathematical, Diagrammatical,

and BP language (Vergidis et al., 2008).

However, most of these techniques make use of

the conventional approach, representing Business

Process (regardless of the form) as series of activities,

emphasizing the structure of the flow of activities,

and the resultant output from the activities; and also,

used for similar purpose.

Hence, an approach for comparison is proposed

based on the different techniques in this project to not

only aid Academicians, but also aid BPM

practitioners in selecting a technique.

In answering the research questions, four features

were proposed; and the strengths and the weakness

were stated. The features were based on intensive

study of the general characteristics of Business

Process Modelling techniques, and purpose of model

classification by Aguilar-Saven (2003): learning

description; decision support for process design,

control, and execution; Information Technology

enactment support.

Sixth International Symposium on Business Modeling and Software Design

126

The Table 1 below outlines and describes the

features that were used in the comparison.

Table 1: Business Process Comparison Criteria.

Features Description

Data Flow

Approach

All techniques outline the flow of activities

in the model; data

flow description further

explains what information is passed

along. In

some modelling techniques, text is combined

with

the visual representation of activities in

the process flow. This

approach is perhaps

regarded as the most important form in

the

communication of process models to

stakeholders. This

feature explains the

additional description offered by the

techniques

Logical

Approach

In this context, logical reasoning is the

process of using statements/notations/

arguments in describing conditions which

must be met for an activity to be carried out.

This feature adds more structure in the

process model, providing alternate routes in

achieving the objectives of the process. This

feature is highly relevant in making decisions

in the Organization

Role

Approach

In process modelling techniques, this feature

is usually a secondary structure included. The

use of roles in techniques gives a clear

description of who is responsible for the

different tasks in the process, providing

organization distribution of activities. The

role assignment feature targets analysis of

administrative procedures, providing a

guideline in carrying out structural change in

Organizations

Simulation

Simulation is the act of imitating the

behaviour or operations of real-world

Business Process or systems. This feature is

used to carry out virtual analysis of a process

3 BUSINESS PROCESS

MODELLING SOFTWARE

TOOLS REQUIREMENTS AND

COMPARATIVE ANALYSIS

Business Process Modelling/ Management software

is the platform used in the implementation of the

techniques discussed.

From researches on existing Business Process

Modelling software available, BPM software are

developed based on two distinct key functions:

1. Modelling of a Business Process.

2. Simulation of Business Process Model.

i. Analysis

ii. Optimization

Based on researches carried out in this work, it has

been observed that some BPM software tools are just

restricted to the design of the model, while some

others have the capabilities of both functions. Some

of the software applications have more than one

technique embedded in them. In designing the

Business Process Model, a modeller chooses the

technique provided by the available software. For

example, ARIS architecture discussed previously

provides its own software which uses BPMN and

EPC in the design of a Business Process Model. With

the simulation function of the software, the results of

the operations can be determined without necessarily

spending huge capital of running the actual process in

real-world. There are certain essential features which

a Business Process Model should have:

 Complete Information: The resources,

organizational units, idle time and operating time

and everything related to the process should be

stated.

 Realistic & Executable: The AS-IS model should

be a real representation of the process, and also

the TO-BE model should be achievable.

 Ability to be Partitioned: This is to enable analysis

of a process unit to be carried out.

 Traceability: No activity should be without a

connection to the start event.

Simulation mimics the actual process of a system. In

Business Process context, simulation goes beyond

imitating the system; simulation of a Business

Process Model is carried out to achieve this given

objectives in the Organization:

› Process and resource analysis and optimization

› Identification of Bottleneck

› Human resources planning

› Risk assessment and risk minimization.

The consideration whether Simulation of the

Business Process is important in the organization is

dependent of; the effort in preparing the process

model and .the aims to be achieved from simulation.

The output of the simulation is a result of the model

designed.

In carrying out the simulation, the following

pieces of information are first determined:

 Processing time per function/ activity

 Number of available resources / equipments

 Work time for each of the resources / equipments

 Additional information in getting a precise result.

E.g. interruptions due to pause in activities, parts

replacement in the cause of the process.

The more detailed the information gathered, the more

precise the simulation output.

An in Depth Comparative Analysis of Software Tools for Modelling and Simulating Business Processes

127

In the search for Business Process software, at

least fifty software applications were discovered. A

question posed by Organization is “What is the best

modelling software to choose?”

Based on researches carried out, below are

different characteristics which are to be considered in

choosing a business process modelling software:

 Notation and Technique

 Cost

 Operating System Capability

 Functionality

 Documentation format

Discussed below is a brief summary of some BPM

software. The software discussed here is a mixture of

both freeware and commercial version, therefore not

all were tested. For this reason, some pieces of the

information here are retrieved from the BPM software

companies and third-party vendors:

1. ADONIS: This software was created and first

released in 1995 by BOC Information

Technologies Consulting, supporting Business

Process Management based on a framework –

BPMS which was developed at the University of

Vienna. This software is free but a closed source

which makes use of BPMN tool and with the

commercial version providing simulation

function. ADONIS software is created in an easy-

to-use style so a beginner can easily understand

how to use.

2. Enterprise Architect Suite: This software was

developed by Sparx Systems based on UML. The

Enterprise Architect was initially released in 2000

and supported just UML, but subsequent releases

has seen it supporting basically all Object-

Oriented technique – UML,BPMN, BPEL,

SPEM. Aspects covered by this software not only

include Business Process Modelling design, but

also Simulation, Development Lifecycle,

requirements management, project management.

The software is a complete BPM suite which can

be useful for software developers, modellers,

Business Analyst, and other Organization entities.

3. Microsoft Visio 2013: The Microsoft Visio is

more of a diagramming application which

supports the design of a Business Process Model.

This application first developed in 1992 by

Shapeware Corporation, the product was later

acquired by Microsoft. Microsoft Visio is not

particularly based on a particular notation or

technique. It provides different notation and

techniques like IDEF0, BPMN2.0, UML; its own

flowchart technique – Microsoft SharePoint

workflow; and different software and database

diagrams. Using the Microsoft Visio, a modeller

can decide to also design his notations.

4. BIZAGI BPM Suite: Bizagi BPM Suite was

developed by Bizagi Ltd., a privately owned

company founded in 1989. Bizagi BPM Suite

consists of three tools – Process modeller, Studio,

and Server. The Business Process are drawn and

documented in the Process Modeller; the process

applications are built in the studio and stored in a

database, the execution and control of the built

Process application takes place in the server. This

all-in-one suite provides a graphical real- time

tracking, simulation and monitoring of the

process, providing Business Process management

to companies such as Schlumberger, Adidas

Group, Audi, and Petrobas. Bizagi supports

BPMN, and also compatible with XML Definition

Process Language (XPDL).

5. Enterprise Dynamics: The Enterprise dynamics

software was developed by InControl Simulation

Solutions. This application is a platform for

carrying out simulation of a Business process.

Models in this application are built by a drag- and-

drop method. This software does not necessarily

make use of any of the notations discussed, but it

supports the model of Business Process through

workflow technique. The main function of this

software is to carry out simulation of a serial

model. Though it is mainly used in the

manufacturing sector, it can also be useful in other

aspects of Industries. In the Enterprise Dynamics,

the activities and roles are represented as servers.

When simulated, the efficiency of the server (in

%) is shown. Representing how the performance

of each activity. A graph and simulation report is

generated to carry out analysis.

This software makes use of a petri net - like and

workflow technique in the representation of processes

carried out, the blue circles represents the nodes in

this process, moving from one server to another as the

Business Process takes place.

This software is best suitable if a modeller is just

concerned about the serial flow of activities and not

concerned about the roles in carrying out the

activities. Depending on the number of employees in

carrying out tasks, the modelling of a process using

this software can be very complex.

6. Accuprocess Modeller: The Accuprocess

software is developed as an Easy-to- Use

application compared to most other process

modelling software. Accuprocess makes use of

only one notation, BPMN 1.0 (similar to the flow

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chart) which has few notations in carrying out a

modelling exercise. This software provides free

documents and trainings in which a new user can

quickly learn how to use the software.

7. ARIS Toolset: ARIS toolset is made up of

different products developed by IDS Scheer, a

company established by Prof. August-Wilhem

Scheer, whose academic research brought about

Architecture of Integrated Information Research

(ARIS). IDS Scheer was developed to in1984 to

market the ARIS reference framework, but the

company was later acquired by Software AG in

2010. The ARIS product was first released in

2009. Business Process Modelling on ARIS

products is based on BPMN2.0 and EPC.

To further explain the techniques and tools of

Business Process Modelling based on the

comparative analysis, the modelling and simulation

process in this subsection is carried out using

software which makes use of a technique easily

communicated and with simulation capability.

Compared to other Business Process Software,

Accuprocess Modeller provides full functionality

(modelling & simulation) in its trial version

3.1 Case Study: Simulation Scenario

In this case scenario, only the activities directly

involved with the receipt of goods of an organization

are modelled. Ten actions are carried out with two

decision points to determine the path to take. The

scenario is outlined in table 3. In the decision points,

probability of getting a defective batch is 20 %, good

batch 80%; second decision point, probability of

being damaged after being received (due to poor

handling) is 10%, and being the fault of the supplier,

90%. The average time for the longest activity is 20

minutes, while the least activity takes 2 minutes. This

process runs 600 times (i.e. 600 batches of goods are

received).

Accuprocess Modeller. The Accuprocessor

modeller is divided into two aspects; modeller and

Simulation. In the modeller section, all the necessary

notations to model the system are provided in a

canvas. The modelling of the system is done by a

drag-and-drop method.

A drag-and-drop canvas is provided, selecting the

different objects to use in mapping the Business

Process. Figure 2 depicts the process model of the

Incoming goods received in the company. In the

Accuprocess, the simulation is further sub-divided

into two areas; the resource area, where the

Organizational unit in which the roles can be assigned

to are situated – and the scenario- in which the

simulation is to be carried out. Each activity is

assigned to a role which is in the simulation

resources. The vital activities to be part of the

simulation exercise are included in the scenario, the

execution time of each of these activities are further

specified. Accuprocess gives the modeller option to

specify the type of distribution, for purpose of the

simulation carried out, a normal distribution is used.

Figure 2: Incoming Goods process model in the relevant

running scenario.

After the AS-IS configuration has been

completed, a simulation is run to determine the state

of operations in the Organization. A brief simulation

run summary is displayed on the application

interface. To view a detailed report to carry out

analysis, an html file is generated displaying all the

parameters and configurations. The complete steps in

modelling and the simulation of the Business Process

using the Accuprocess Modeller are included in the

supporting document of this report. Figure 3 shows a

brief summary of the simulation report.

Figure 3: Simulation Summary report.

An in Depth Comparative Analysis of Software Tools for Modelling and Simulating Business Processes

129

Table 2: Business Process Modelling Software comparative

characteristics evaluation.

Notation/

Techniques

Functionality

Operating

System

Application

Mode

Documentation

Format

Adonis

(Community

Ed.)

BPMN 2.0

Model

Design,

Simulation

Windows Stand-alone Pdf, html

Enterprise

Architect

11.1 Suite

(Ultimate)

UML,

SysML,

BPMN 2.0,

BPEL

Model

Design,

Simulation,

Code

Execution

Windows,

Linux, Mac

Web, Stand-

alone

Pdf, html, docx,

rtf

Microsoft

Visio 2013

(Professional)

BPMN 2.0,

UML, IDEF0,

Flowchart

Model

Design,

Simulation

Windows

Web, Stand-

alone

vsdx, vsdm

Bizagi BPM

Suite

BPMN 2.0

Model

Design,

Simulation,

Code

Execution.

Windows Web docx, xlsx

Enterprise

Dynamics

Workflow,

Petri net

Simulation Windows Stand- alone Mod, bmp

ARIS

Express

BPMN 2.0,

EPC

Model Design

Windows,

Linux, Mac

Stand- alone Adf, pdf, rdf

ARIS

Business

Simulator

BPMN 2.0,

EPC

Model

Design,

Simulation

Windows,

Linux, Mac

Stand- alone,

web

Adf, pdf, rdf

Accuprocess

(Professional

Ed.)

BPMN 1.0

Model

Design,

Simulation

Windows,

Mac

Stand-Alone

Pm, Html, pdf,

docx, jpg

Table 3: AS-IS Employee Configuration for the running

scenario.

Organizational

Units

Number of

Employees

Cost per

Employee £

(Hourly)

Activities

Carried

out

Duration

Per

Activity

(minutes)

Incoming

Goods

10 10 Receive goods 10

Inspect goods 20

Post goods as

ok 2

Quality

Assurance

4 15

Create

Inspection

Protocol

Document

protocol excluded

Complaints 4 9

Review

defective

goods

Outgoing Goods

Department

5 10 Scrap goods 5

Return goods 5

Accounting 2 25 Refund

Request

Pay Supplier 2

Graphs generated from the simulation run are

shown in figure 4 depicting the result of the

simulation carried out after 600 runs. The first graph

shows the average utilization of the different units of

the process in percentage, with Incoming Goods unit

being more utilized. The run time graph depicts the

maximum, minimum, and average time taken for one

run to be completed in hours. The full summary report

of the simulation can be viewed in the supporting

documents attached to this report.

Figure 4: Graphical Analysis of the Model.

Advantages of Accuprocess Modeller.

 Easy to learn, and communicate the designed

model

 The report generated is easily understandable

 Documentation of the model is achieved using a

format *.jpg (for images), .docx (Microsoft

word), html and pdf which is accessible in

multiple platforms.

 It’s a stand-alone app; the models are easily

designed without connecting to the internet. The

designs are not stored in a database not operated

by the Organization.

 It’s a light application easily downloaded and

installed. Does not make use of an external

database in its operations.

 Suitable for small and medium scale business

Disadvantages. In using the Accuprocess, only the

hierarchical flow of activities can be modelled, not

possible to model the structural hierarchy. This is due

to the setback in using the BPMN, which is the only

technique this software uses. Some software such as

ARIS products, and Microsoft Visio, gives the

modeller the Organization Chart option in the design.

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In using a lesser suite or package, modelling and

analysis is only carried out. But in carrying out the

optimization of operations, physical observations

have to be carried out, or by manually testing

different values. In using the Enterprise edition, the

optimization is automatically carried out by the

software, saving the time and expenses carrying out

the observations or changes would have cost. The

disadvantages stated here is not restricted to

Accuprocess Professional Edition, but some other

less expensive Business Process Software.

ARIS Business Simulator. A similar process is

being modelled and simulated using ARIS Business

Simulator. This is done to show the ability to optimize

process automatically. The optimization aim is to

determine the least number of employees to carry out

each run of the process at a faster time with less cost.

It should be noted that the simulation exercise using

the ARIS Business Simulator was not carried by the

author. It was obtained from the ARIS forum to carry

out the comparison. Therefore some parameters and

configurations will have some slight changes, but still

similar approaches.

Based on the configuration of the process, the cost

and time in operations vary. During the process

analysis, the effect of different process configuration

and resources are checked in a simulation

environment. These configurations are automatically

created by the simulator. The results obtained are

saved to be compared and evaluated for the

optimization of the process.

The type of Business Process Model technique is

specified, in this case EPC is used; the database to use

is selected; and the model in which to carry out the

simulation is defined. In carrying out the experiment,

the attribute of the objects are varied, the highest and

lowest limits of the objects (in this case, all the

Organizational Units) are specified; the low and high

text field. This is referred to as Factor Variation.

Depending on the configuration in the Factor

Variation, many scenarios are created.

Table 4: TO-BE Employee Optimization Configuration.

Organizational Units Minimum Staff Maximum Staff

Incoming Goods Department 1 15

Accounting 1 10

Quality Assurance 1 10

Complaints Department 1 10

Outgoing Goods Department 1 10

The next step is to specify the responses to be

saved, in this case scenario, the throughput time for

the model (Receipt of Goods), and the idle time cost

for the objects (the Organizational units).

In carrying out the simulation, the optimization

configuration has to be specified according to what is

to be achieved. In this case, minimization of the

model and objects is specified.

In the ARIS software, one of the documentation

format used is Microsoft Excel; this makes the

analysis to be carried out easier. After all parameters

has been set in the simulation the output format-

Excel- is specified, and a file is created for the result

to be viewed and saved.

The generated output Microsoft Excel file of the

simulation is displayed, showing the values for the

different objects, the factors, and responses based on

the amount of possible configuration being run.

The optimization configuration is compared from

the values in the objective column which is generated

automatically. These values are further compared to

idle time cost of the different responses. This process

can be made easier by sorting the values according to

ascending or descending order, or by generating a

graph based on the values.

Figure 5: ARIS software provided Optimization graph.

The lowest objective value which is the idle time

cost provides the result for the factors. From figure 5

above the result was gotten in the configuration run

166 with the factors values as;

Table 5: Required numbers of employees.

Organizational Unit Employees Required

Incoming Goods Department 11

Quality Assurance 6

Accounts 1

Complaints Department 1

Outgoing Goods Department 1

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Table 5 shows the required staff of the different

units needed to receive goods at the lowest possible

throughput time at the least idle time cost.

Advantages.

 Suitable for the large scale businesses, and for

modelling the Enterprise

 Used in illustrating the structural hierarchy of the

enterprise

 Gives the user ability to automatically optimize

the process

Disadvantage.

 A major disadvantage in using the EPC which is

the major techniques used in this software is the

specification of roles for every function/carried

carried out by adding the Organization unit

notation. Using this makes the model quite messy

compared to the arranged format in using the

BPMN.

4 DISCUSSION - CONCLUSIONS

Business Process Model as a topic aims at improving

the operations of an Organization. However, the

presence of numerous techniques and tools has

created a setback to modelling a Business Process. In

this study, a comparison have been carried out to

enable a potential user understand the usability of

these techniques and tools.

The techniques were compared using features

necessary for having a complete Business Process

Model; data flow, logical reasoning, specification of

roles, and capability of simulation. A technique

possessing all the features will be effective for use in

these four target areas of an Organization:

 Production Planning: Goods/services to be

produced – the conversion of the input into output.

 Organizational Structure: With the structural

view, the management determines the relationship

between the tasks and equipment/personnel/units;

useful for the Human resource unit of an

Organization.

 Logistics: The flow of products; not only how it’s

being produced in the Organization, but also to the

point of consumption, how the requirements are

met.

 Strategic Planning: The strategic planning

involves a futuristic plan for the Organization.

Using the techniques and tools, the AS-IS model

is analysed, improved upon to generate the TO-

BE model. Simulation is carried out to determine

the result of the future plan. This is done to reduce

cost of actually implementing a plan that might be

a failure.

Though techniques such as EPC, IDEF,

WORKFLOW, and BPMN all have the features

mentioned, it is necessary for a modeller to consider

one which is easily understandable to stakeholders;

easy in the communication of processes involved in

the business, and to also facilitate learning. From the

study, the EPC and the BPMN technique clearly

states the activities, roles, the flow of messages (in

BPMN), documents to be read, and requirements for

a task to be carried out. These two techniques also

give a clear outline of the structure of an

Organization.

Some major software tools were analysed in this

study to determine what requirements to look out for

in choosing Business Process software. The

comparison showed that most software packages

make use of BPMN technique in the modelling of a

Business Process. Judging from the outcome of this

study, it is best to choose a software tool which not

only models a system, but, also, it is able to carry out

its simulation. It was shown that some software tools

with the simulation functionality do provide only

analysis of the AS-IS model, while others go further

to enable optimization of the Business Process to be

carried out producing the TO-BE Business Process

Model.

This study ended with simple simulation

scenarios carried out to show the importance of

modelling and simulating a Business Process to

improve the operations of an Organization.

Undoubtedly, Business Process Modelling is

relevant in improving a system, and researches

carried out in relation to this topic are still very active.

Nevertheless, some important areas in relation to this

topic are yet to be covered, as:

 BPM techniques are most times mixed with other

modelling techniques such as Software and Data

Modelling, though some techniques are

applicable to different process model. This makes

it difficult to distinguish which is most suitable for

Business Process.

 Standardization of Business Process Model

software due to the presence of numerous tools.

 With the popularity of Lean Six Sigma, a future

research on the Integration of Business Process

Management and Lean Six Sigma is to be carried

out to further strengthen the techniques used in

carrying out continuous improvement of an

Organization.

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