Business process modeller

Description

A business process modeller is responsible for graphically representing how business is done (as-is) or how business is to be done (to-be) across a business unit, organisation or between organisations. A business process model is created using a standardised modelling notation to ensure consistent representation of business processes. The business process model shows when a business process is triggered, what tasks are performed, what business outputs are delivered as a result of enacting the business process, and which stakeholders are involved in the business process.

As well as a graphically representation of the business process, the business process modeller will produce a written document that explains how the business process works, business rules used to make decisions, roles and responsibilities, supporting ICT and other relevant information such as business process metrics.

This information is used by other business and ICT professionals such as business manager, business architects and business analysts to assist in their understanding of the business for effective business process improvement, business change management and business requirements management.

A business process modeller exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA) and the Leadership competencies for Queensland.

SFIA profile

Within the SFIA profile, the business process modeller has level 4 and 5 capabilities, i.e. enables, ensures and advises on the skills outlined below.

Refer to the framework for descriptions of the seven levels of responsibility and accountability.

SFIA skill	SFIA skill code	SFIA skill level of responsibility	SFIA skills level descriptor
Business process improvement	BPRE	5	Manages the execution of business process improvements. Assesses the feasibility of business process changes and recommends alternative approaches. Selects, tailors and implements methods and tools for improving business processes at programme, project or team level. Contributes to the definition of organisational policies, standards and guidelines for business process improvement.
Consultancy	CNSL	5	Takes full responsibility for understanding client requirements including data collection, analysis and resolving issues. Manages the scope and delivery of consultancy engagements to meet agreed objectives. Identifies, evaluates and recommends options. Collaborates with, and facilitates, stakeholder groups, as part of formal or informal consultancy agreements. Seeks to fully address client needs and implements solutions if required. Enhances the capabilities and effectiveness of clients by ensuring proposed solutions are fully understood and appropriately exploited.
Business modelling	BSMO	5	Manages the development of models that support strategic business objectives. Works on complex and ambiguous scenarios, applying advanced techniques and methods. Creates bespoke models for non-standard contexts and ensures their alignment with overall business strategy. Ensures the quality of business modelling work. Engages and collaborates with a wide range of stakeholders providing guidance on selecting and applying appropriate modelling techniques. Influences decision-making by presenting models that highlight key business insights.

Leadership skills

Leadership competencies for Queensland describes what highly effective, everyday leadership looks like in the sector. In simple, action-oriented language, it provides a common understanding of the foundations for success across all roles. The profile describes three performance dimensions (vision, results and accountability) and 11 leadership competencies required against five leadership streams.

Leadership streams are not connected to a level or classification, but rather reflect the balance between leadership and technical skills required of an individual. Individuals can consider the value proposition of roles rather than the traditional lens of hierarchical structures or classification levels. The five leadership streams are:

• Individual contributor (Leads self and does not supervise others)
• Team leader (leads a team and typically reports to a program leader)
• Program leader (leads team leaders and/or multiple areas of work)
• Executive (leads program leaders or other executives)
• Chief executive (leads the organisation).

When developing a role description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills.

Entry points

Although not a mandatory requirement to work in business process modelling, a bachelor level degree in business, information technology or information systems is very highly regarded.

Learning and development

There are a number of ways to develop and improve business process modeller skills. Formal training and on the job experience are important ways to improve and develop the required skills. Finding a suitably experienced mentor on a specific project can greatly reduce the learning curve required to be an effective business process modeller