Two key standards emerged from Business Process Management Initiative (BPMI) established to promote this BPMS idea: the Business Process Modeling Language (BPML), a standardized XML syntax and vocabulary for defining executable processes based on web service orchestration and the Business Process Modeling Notation (BPMN), a diagramming standard for business analysts, initially envisioned as the graphical front end to BPML. The key to this was to be a set modeling standards sufficiently simple and graphically intuitive that business analysts could use them, yet expressive and precise enough to be executed on a process engine. The essential promise of BPMS, a combination design tool and runtime engine that can actually execute suitably designed process models, was to break down the business/IT divide and improve agility by accelerating the process improvement lifecycle. The BPMS idea, as introduced by books like Smith and Fingar’s Business Process Management – The Third Wave, called into question the value of this dichotomy, notorious for long deployment cycles and imperfect translation of business requirements into the resulting automated IT solution.
The ultimate output of this effort, if used to create an automated BPM solution at all, served mainly as a “requirements document” that would (hopefully) be referenced by IT in the solution specification and design. “Modeling” involved a set of tools for business analysts used to discover, diagram, analyze, and optimize business processes, often in concert with some formal methodology.
Before the advent of business process management systems (BPMS), there was a clear distinction between business process modeling and BPM application design.
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