Real Life BPMN With introductions to CMMN and DMN With introductions to CMMN and DMN Analyze improve and automate business processes in your company 3rd Edition by Jakob Freund, Bernd Rücker ISBN 978-1541163447 1541163443
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Product details:
ISBN 10: 1541163443
ISBN 13: 978-1541163447
Author: Jakob Freund, Bernd Rücker
This is the improved 3rd edition of the very successful book “Real-Life BPMN” with excellent reviews on Amazon.com (don’t forget to check reviews of the 1st and 2nd edition). It is about business process management (BPM) and Business Process Model and Notation (BPMN 2.0). Truth be told, there are several BPMN books on the market. Some of them are quite good, so why should you care about this one? This book distills the experience the authors accumulated while running Camunda, a consulting company that specializes in BPM. Camunda helped to define the BPMN specification, and during the past ten years, they have applied BPMN in over 1000 customer engagements. These were big businesses, small companies, and public institutions. Now you can benefit from this practical experience. Topics covered:
- The basics of modeling processes with Business Process Model and Notation (BPMN 2.0)
- Methods to apply BPMN successfully to real-world problems
- A practical approach for automating processes with BPMN 2.0
- The alignment of business and IT as an attainable goal
- Advice on introducing BPMN across your company
This book explains the notation, of course, but it also delves into the kinds of challenges that process designers face every day. It talks about pitfalls to avoid. It gives dos and don’ts. There are guidelines and best practices. In the 3rd edition we added introductions to the related BPM standards
- CMMN 1.1 for case management, handling unstructured processes
- DMN 1.1 for decision management, you might know as business rules management (BRM)
This third edition in English is based on the successful fith German edition, which, according to amazon.de, it is the highest-ranked book on BPMN in German. The number of five-star ratings awarded by readers speaks volumes. Also available in Spanish.
Table of contents:
1 Introduction
1.1 Business process management
1.1.1 Definition
1.1.2 BPM in practice
1.1.3 Camunda BPM life cycle
1.1.4 Process automation
1.2 The BPM standards trio
1.2.1 BPMN for structured workflows
1.2.2 CMMN for unstructured case processing
1.2.3 DMN for rule-based decisions
1.2.4 An example of interaction
1.3 Can BPMN bridge the gap?
1.3.1 The dilemma
1.3.2 The customers of a process model
1.4 A method framework for BPMN
1.4.1 The Camunda house
1.4.2 The great misunderstanding
2 The notation in detail
2.1 Understanding BPMN
2.1.1 Things BPMN does not do
2.1.2 A map: The basic elements of BPMN
2.1.3 Perspectives in process analysis
2.1.4 Models, instances, tokens, and correlations
2.1.5 Symbols and attributes
2.2 Simple tasks and none events
2.3 Design process paths with gateways
2.3.1 Data-based exclusive gateway
2.3.2 Parallel gateway
2.3.3 Data-based inclusive gateway
2.3.4 Default flow and getting stuck
2.3.5 Complex gateway
2.4 Design process paths without gateways
2.5 Lanes
2.6 Events
2.6.1 Relevance in BPMN
2.6.2 Message events
2.6.3 Timer events
2.6.4 Error events
2.6.5 Conditional
2.6.6 Signal events
2.6.7 Terminate events
2.6.8 Link events
2.6.9 Compensation events
2.6.10 Multiple events
2.6.11 Parallel events
2.6.12 Escalation events
2.6.13 Cancel events
2.6.14 Event-based gateway
2.6.15 Event-based parallel gateway
2.7 Special tasks
2.7.1 Typification
2.7.2 Markers
2.1.4 Models, instances, tokens, and correlations
2.1.5 Symbols and attributes
2.2 Simple tasks and none events
2.3 Design process paths with gateways
2.3.1 Data-based exclusive gateway
2.3.2 Parallel gateway
2.3.3 Data-based inclusive gateway
2.3.4 Default flow and getting stuck
2.3.5 Complex gateway
2.4 Design process paths without gateways
2.5 Lanes
2.6 Events
2.6.1 Relevance in BPMN
2.6.2 Message events
2.6.3 Timer events
2.6.4 Error events
2.6.5 Conditional
2.6.6 Signal events
2.6.7 Terminate events
2.6.8 Link events
2.6.9 Compensation events
2.6.10 Multiple events
2.6.11 Parallel events
2.6.12 Escalation events
2.6.13 Cancel events
2.6.14 Event-based gateway
2.6.15 Event-based parallel gateway
2.7 Special tasks
2.7.1 Typification
2.7.2 Markers
2.7.3 Global tasks and call activity
2.8 Subprocesses
2.8.1 Encapsulate complexity
2.8.2 Modularization and reuse
2.8.3 Attached events
2.8.4 Markers
2.8.5 Transactions
2.8.6 Event subprocesses
2.9 Pools and message flows
2.9.1 The conductor and the orchestra
2.9.2 Rules for application
2.9.3 The art of collaboration
2.9.4 Collapse pools
2.9.5 Multiple instance pools
2.10 Data
2.11 Artifacts
2.11.1 Annotations and groups
2.11.2 Custom artifacts
2.12 Comparison with other notations
2.12.1 Extended event-driven process chain (eEPC)
2.12.2 UML activity diagram
2.12.3 ibo sequence plan
2.12.4 Key figures and probabilities
2.13 Choreographies and conversations
3 Strategic process models
3.1 About this chapter
3.1.1 Purpose and benefit
3.1.2 Model requirements
3.1.3 Procedure
3.2 Case example: Recruiting process
3.3 Restricting the symbol set
3.3.1 Pools and lanes
3.3.2 Tasks and subprocesses
3.3.3 Gateways
3.3.4 Events and event-based gateway
3.3.5 Data and artifacts
3.3.6 Custom artifacts
3.3.7 Hide and reveal symbols
3.4 Process analysis on the strategic level
3.5 Conversations and choreographies
4 Operational process models
4.1 About this chapter
4.1.1 Purpose and benefit
4.1.2 Model requirements
4.1.3 Procedure
4.2 From the strategic level to the operational level
4.3 Processes of the participants
4.4 Preparing for process automation
4.4.1 Designing for support by a workflow engine
4.4.2 Required processes of the workflow engine
4.4.3 Further requirements
4.4.4 Technical implementation beyond the workflow
engine
4.4.5 Technical implementation without workflow engine
4.5 Hands-on tips for the operational level
4.5.1 From the happy path to the bitter truth
4.5.2 The true benefit of subprocesses
4.5.3 The limits of formalization
4.5.4 Taking business decisions out of processes
5 CMMN – Introduction and overview
5.1 Understanding CMMN
5.1.1 CMMN or BPMN?
5.1.2 Introduction example
5.1.3 Life cycle in CMMN
5.1.4 User interfaces of case management systems
5.2 Notation elements
5.2.1 Cases and tasks
5.2.2 Types of tasks
5.2.3 Sentries
5.2.4 Manual activation rule
5.2.5 Repetition rule
5.2.6 Required rule
5.2.7 Auto complete
5.2.8 Milestones
5.2.9 Stages
5.2.10 Exit criterion
5.2.11 Modeling without do-it tasks
5.2.12 Events
5.2.13 Case file items
5.2.14 Conditions
5.2.15 Non-blocking tasks
5.2.16 Discretionary tasks
5.3 Linking BPMN and CMMN
6 DMN – Introduction and overview
6.1 Understanding DMN
6.2 Notation elements
6.2.1 Decision tables
6.2.2 Expressions in decision tables
6.2.3 Hit policy
6.2.4 Advanced FEEL
6.2.5 Decision requirements
6.3 Practical tips
6.3.1 Linking BPMN and DMN
6.3.2 Decisions with a decision flow
6.3.3 Linking CMMN and DMN
6.3.4 The life cycle of decisions
7 Automation
7.1 Purpose and benefit
7.2 Basics
7.2.1 Model execution with model execution engines
7.2.2 Executing the BPMN, CMMN, and DMN standards
7.2.3 Alternative automation languages
7.2.4 When is it worth using a workflow or case engine?
7.2.5 When is it worth using a decision engine?
7.2.6 Decision and workflow engines in interaction
7.3 Automating technical process flows
7.3.1 Model requirements
7.3.2 Procedure
7.3.3 The executable process model
7.4 Practical tips
7.4.1 The zero code trap
7.4.2 The myth of engine interchangeability
7.4.3 Modeling or programming
7.4.4 Overcoming technical challenges
7.4.5 Acceptance criteria when introducing a BPM
platform
8 Introducing BPMN on a broad base
8.1 Goals
8.2 Roles
8.2.1 Of gurus, followers, and unbelievers
8.2.2 Anchoring in the organization
8.2.3 Training of BPMN gurus
8.3 Methods
8.3.1 Range of symbols
8.3.2 Naming conventions
8.3.3 Layout
8.3.4 Modeling alternatives
8.3.5 Design patterns
8.4 Tools
8.4.1 Definition of your own BPM stack
8.4.2 The BPMN modeling tool
8.4.3 Camunda BPM: An open source BPM platform
8.4.4 It can’t always be software
8.5 Meta-processes
8.6 Practical example: Process documentation at Energie
Southern Bavaria
8.6.1 Energie Südbayern company profile
8.6.2 Starting point and assignment
8.6.3 Project development
8.6.4 Conclusion
9 Tips to get started
9.1 Develop your own style
9.2 Find fellow sufferers
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Tags: Jakob Freund, Bernd Rücker, Real Life, BPMN With introductions, DMN With introductions