{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,16]],"date-time":"2026-03-16T13:43:45Z","timestamp":1773668625697,"version":"3.50.1"},"reference-count":46,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2007,2,13]],"date-time":"2007-02-13T00:00:00Z","timestamp":1171324800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2007,2,13]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>The paper discusses the problem of business process modelling, various techniques which are used to carry out business process modelling and aims to analyse the use of different techniques to find a better solution.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>Business process modelling techniques could be divided into two groups, the diagrammatic and tabular techniques. As a representative of diagrammatic techniques, a flowchart is chosen and discussed in detail. A process model could also be developed using the activity table as a representative of tabular techniques. A comparative analysis of the two techniques is consequently carried out. The pros and cons of both techniques were analysed on the two case\u2010studies \u2013 the problems of Sales_Claim and Credit_Card are used as examples to test both techniques.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>Based on the comparative analysis, several useful remarks are given as a result of this work. First, both techniques are simple and useful for business processes modelling. Drawing a flowchart is easier than developing an activity table. Second, it was found that the flowchart technique is too flexible and does not possess any mechanism to control gaps which could exist in the process model. On the other hand, the vertical linkage mechanism imposes a strict order on the development of the activity table, which enable the analyst to discover gaps existing in the table. Third, it was found that the visibility of a flowchart is good when the model is relatively small, but it becomes unclear in large models. The activity table is more visible even when the table contains hundreds of activities. The visibility depends on the analyst and his\/her experience; many analysts prefer a diagrammatic presentation of processes, whereas other analysts are more tabular\u2010oriented. Fourth, concerning user involvement, the structure of the activity table requires an active user involvement, because every user (internal entity) occupies a certain column in the table, where the entity's activities are indicated. For this reason, the user is interested in cooperating in defining his\/her activities correctly. On the other hand, the user's role in creating a flowchart does not go beyond observation. Business process modelling is a complex and difficult task. Using one technique may result in a model that does not reflect the original business process. For this reason, using a combination of both techniques could produce a process model which represents a true reflection of reality. Thus, it is suggested that because of the strict role imposed by vertical linkage, the analyst starts process modelling by developing the activity table and then continues by transforming the table into a flowchart. Having such a flowchart, which represents a good transformation of the original business process, is essential for successful continuation of business process simulation or other methods for business process improvement or reengineering.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>The paper summarises and suggests several useful remarks as a result of this work, which also recommends the possibility of linking the two techniques to develop better business process models.<\/jats:p><\/jats:sec>","DOI":"10.1108\/14637150710721131","type":"journal-article","created":{"date-parts":[[2007,2,28]],"date-time":"2007-02-28T12:13:18Z","timestamp":1172664798000},"page":"70-90","source":"Crossref","is-referenced-by-count":37,"title":["Business process modelling using diagrammatic and tabular techniques"],"prefix":"10.1108","volume":"13","author":[{"given":"Nadja","family":"Damij","sequence":"first","affiliation":[]}],"member":"140","reference":[{"key":"key2022013020172684100_b1","doi-asserted-by":"crossref","unstructured":"Ackerman, F., Walls, L., Meer, R. and Boorman, M. (1999), \u201cTaking a strategic view of BPR to develop a multidisciplinary framework\u201d, Journal of Operational Research Society, pp. 195\u2010204.","DOI":"10.1057\/palgrave.jors.2600710"},{"key":"key2022013020172684100_b2","unstructured":"Aguilar\u2010Saven, R. (2001), Business Process Modelling Techniques and Tools, Department of Production Economics, Linkoping."},{"key":"key2022013020172684100_b3","doi-asserted-by":"crossref","unstructured":"Aguilar\u2010Saven, R. (2003), \u201cBusiness process modelling: review and framework\u201d, International Journal of Production Economics, Vol. 90 No. 2, pp. 129\u201049.","DOI":"10.1016\/S0925-5273(03)00102-6"},{"key":"key2022013020172684100_b4","doi-asserted-by":"crossref","unstructured":"Aguilar\u2010Saven, R. and Olhager, J. (2002), \u201cIntegration of product, process and functional orientations: principles and a case study\u201d, paper presented at preprints of the International Conference on Advanced Production Management Systems, APMS 2002, IFIP, The Netherlands.","DOI":"10.1007\/978-0-387-35698-3_26"},{"key":"key2022013020172684100_b8","doi-asserted-by":"crossref","unstructured":"Al\u2010Mashari, M. and Zairi, M. (2001), \u201cBusiness process reengineering: a survey of international experience\u201d, Business Process Management Journal, Vol. 7 No. 5, pp. 427\u201055.","DOI":"10.1108\/14637150110406812"},{"key":"key2022013020172684100_b5","unstructured":"Anapindi, R., Chopra, S., Deshmukh, S.D., van Mieghem, J.A. and Zemel, E. (1999), Managing Business Process Flows, Prentice\u2010Hall, Upper Saddle River, NJ."},{"key":"key2022013020172684100_b9","unstructured":"Arlow, J. and Neustadt, I. (2002), UML and the Unified Process \u2013 Practical Object\u2010Oriented Analysis & Design, Pearson Education, Boston, MA."},{"key":"key2022013020172684100_b10","unstructured":"Armistead, C.G. and Rowland, P. (1996), Managing Business Processes: BPR and Beyond, Wiley, Chichester, NY."},{"key":"key2022013020172684100_b12","unstructured":"Avison, D. and Fitzgerald, G. (2003), Information Systems Development: Methodologies, Techniques, and Tools, 3rd ed., McGraw\u2010Hill, London."},{"key":"key2022013020172684100_b14","unstructured":"Bjorn\u2010Andersen, N. (1984), \u201cChallenge to certainty\u201d, in Bemelmans, T.M.A. (Ed.), Beyond Productivity: Information Systems Development for Organisational Effectiveness, North Holland, Amsterdam."},{"key":"key2022013020172684100_b15","doi-asserted-by":"crossref","unstructured":"Busby, J. and Williams, G. (1993), \u201cThe value and limitations of process models to describe the manufacturing organisation\u201d, International Journal of Production Research, Vol. 31, pp. 2179\u201094.","DOI":"10.1080\/00207549308956852"},{"key":"key2022013020172684100_b16","doi-asserted-by":"crossref","unstructured":"Chan, M. (2002), \u201cA framework to develop an enterprise information portal for contract manufacturing\u201d, International Journal of Production Economics, Vol. 75 Nos 1\/2, pp. 113\u201026.","DOI":"10.1016\/S0925-5273(01)00185-2"},{"key":"key2022013020172684100_b17","unstructured":"Classe, A. (1994), Software Tools for Re\u2010engineering, Business Intelligence, London."},{"key":"key2022013020172684100_b18","unstructured":"Cory, T., Quinn, P. and Hales, K. (2004), Business Process Modelling Tools Products: The Report Overview, Sodan, Uxbridge."},{"key":"key2022013020172684100_b19","unstructured":"Damij, T. (2000), \u201cAn object\u2010oriented methodology for information systems development and business process reengineering\u201d, Journal of Object\u2010Oriented Programming, Vol. 13 No. 4, pp. 23\u201034."},{"key":"key2022013020172684100_b20","unstructured":"Davenport, T.H. (1993), Process Innovation: Reengineering Work through Information Technology, Harvard Business School Press, Boston, MA."},{"key":"key2022013020172684100_b21","unstructured":"Davenport, T.H. and Short, J. (1990), \u201cThe new industrial engineering: information technology and business process redesign\u201d, Sloan Management Review, Vol. 31 No. 4, pp. 11\u201027."},{"key":"key2022013020172684100_b22","doi-asserted-by":"crossref","unstructured":"Davis, G.B. (1982), \u201cStrategies for information requirements determination\u201d, IBM Journal, Vol. 21 No. 2.","DOI":"10.1147\/sj.211.0004"},{"key":"key2022013020172684100_b23","doi-asserted-by":"crossref","unstructured":"Elzinga, J.D., Horak, T., Chung\u2010Yee, L. and Bruner, C. (1995), \u201cBusiness process management: survey and methodology\u201d, IEEE Transactions on Engineering Management, Vol. 42, pp. 119\u201028.","DOI":"10.1109\/17.387274"},{"key":"key2022013020172684100_b25","unstructured":"Hammer, M. (1990), \u201cReengineering work: don't automate. Obliterate\u201d, Harvard Business Review, Vol. 68 No. 4, pp. 104\u201012."},{"key":"key2022013020172684100_b26","doi-asserted-by":"crossref","unstructured":"Hammer, M. and Champy, J. (1993), Reengineering the Corporation, A Manifesto for Business Revolution, New York, NY.","DOI":"10.1016\/S0007-6813(05)80064-3"},{"key":"key2022013020172684100_b46","unstructured":"IDEF (2003), \u201cFamily of Methods\u201d, available at: www.idef.com (20 May 2005)."},{"key":"key2022013020172684100_b27","doi-asserted-by":"crossref","unstructured":"Irani, Z., Hlupic, V., Baldwin, L.P. and Love, P.E.D. (2000), \u201cReengineering manufacturing processes through simulation modelling\u201d, Journal of Logistics and Information Management, Vol. 13 No. 1, pp. 7\u201013.","DOI":"10.1108\/09576050010306341"},{"key":"key2022013020172684100_b28","unstructured":"Jayaratna, N. (1994), Understanding and Evaluating Methodologies, NIMSAD: A Systemic Framework, McGraw\u2010Hill, Maidenhead."},{"key":"key2022013020172684100_b29","unstructured":"Johansson, H.J., McHugh, P., Pendlebury, A.J. and Wheeler, W.A. III (1993), Business Process Reengineering \u2013 Breakpoint Strategies for Market Dominance, Wiley, New York, NY."},{"key":"key2022013020172684100_b30","doi-asserted-by":"crossref","unstructured":"Kettinger, W.J., Teng, J.T.C. and Guha, S. (1997), \u201cBusiness process change: a study of methodologies, techniques and tools\u201d, MIS Quarterly, Vol. 21, pp. 55\u201080.","DOI":"10.2307\/249742"},{"key":"key2022013020172684100_b31","unstructured":"Kueng, P. and Kawalek, P. (1997), Process Models: A Help or a Burdon? Association for Information Systems, AIS, Indianapolis, IN, pp. 676\u20108."},{"key":"key2022013020172684100_b32","unstructured":"Laguna, M. and Marklund, J. (2005), Business Process Modelling, Simulation, and Design, Pearson Education, Inc., Upper Saddle River, NJ."},{"key":"key2022013020172684100_b33","unstructured":"Lakin, R. et al. (1996), \u201cBPR enabling software for the financial service industry, management services\u201d, Management Services, Vol. 40 No. 3, pp. 18\u201020."},{"key":"key2022013020172684100_b34","unstructured":"Lam, J. (1997), \u201cObject\u2010oriented technology\u201d, available at: http:\/\/disc.cba.uh.edu\/ \u223c\u2009rhirsch\/spring97\/lam1\/hope.htm."},{"key":"key2022013020172684100_b35","doi-asserted-by":"crossref","unstructured":"Martinez, M. et al., (2001), \u201cVirtual enterprise \u2013 organisation, evolution and control\u201d, International Journal of Production Economics, Vol. 74 Nos 1\/3, pp. 225\u201038.","DOI":"10.1016\/S0925-5273(01)00129-3"},{"key":"key2022013020172684100_b36","unstructured":"Miers, D. (1994), \u201cUse of tools and technology within a BPR initiative\u201d, Business Process Reengineering: Myth and Reality, Kogan Page, London, pp. 142\u201065."},{"key":"key2022013020172684100_b37","unstructured":"Ould, M.A. (1995), Business Processes: Modelling and Analysis for Re\u2010engineering and Improvement, Wiley, Chichester, NY."},{"key":"key2022013020172684100_b38","doi-asserted-by":"crossref","unstructured":"Phalp, K.T. (1998), \u201cCAP framework for business process modelling\u201d, Information and Software Technology, Vol. 40 No. 13, pp. 731\u201044.","DOI":"10.1016\/S0950-5849(98)00058-5"},{"key":"key2022013020172684100_b39","unstructured":"Rumbaugh, G. (1999), The Unified Modelling Language User Guide, Addison\u2010Wesley, Reading, MA."},{"key":"key2022013020172684100_b41","unstructured":"Spurr, K., Layzell, P., Jenison, L. and Richards, N. (1994), Software Assistance for Business Re\u2010engineering, Wiley, Chichester, NY."},{"key":"key2022013020172684100_b47","unstructured":"Watson, H.G. (1994), Business Systems Engineering. Managing Breakthrough Changes for Productivity and Profit, Wiley, New York, NY."},{"key":"key2022013020172684100_b43","doi-asserted-by":"crossref","unstructured":"Willcocks, L. and Smith, G. (1995), \u201cIT\u2010enabled business process re\u2010engineering: organisational and human resource dimensions\u201d, Journal of Strategic Information Systems, Vol. 4, pp. 279\u2010301.","DOI":"10.1016\/0963-8687(95)96806-J"},{"key":"key2022013020172684100_b44","unstructured":"Yourdon, E. and Constantine, L. (1979), Structured Design: Fundamentals of a Discipline of Computer Program and System Design, Prentice\u2010Hall, Englewood Cliffs, NJ."},{"key":"key2022013020172684100_b45","doi-asserted-by":"crossref","unstructured":"Yu, B. and Wright, D.T. (1997), \u201cSoftware tools supporting business process analysis and modelling\u201d, Business Process Management Journal, Vol. 3, pp. 3\u201016.","DOI":"10.1108\/14637159710173096"},{"key":"key2022013020172684100_frd1","doi-asserted-by":"crossref","unstructured":"Al\u2010Mashari, M. and Zairi, M. (1999), \u201cBPR implementation process. An analysis of key success and failure factors\u201d, Business Process Management Journal, Vol. 5 No. 1, pp. 87\u2010112.","DOI":"10.1108\/14637159910249108"},{"key":"key2022013020172684100_frd2","doi-asserted-by":"crossref","unstructured":"Al\u2010Mashari, M. and Zairi, M. (2000), \u201cRevising BPR. A holistic review of practice and development\u201d, Business Process Management Journal, Vol. 6 No. 1, pp. 10\u201042.","DOI":"10.1108\/14637150010283045"},{"key":"key2022013020172684100_frd3","doi-asserted-by":"crossref","unstructured":"Avison, D. and Fitzgerald, G. (1996), Information Systems Development: Methodologies, Techniques, and Tools, 2nd ed., McGraw\u2010Hill, London.","DOI":"10.1007\/978-0-387-35080-6_17"},{"key":"key2022013020172684100_frd4","unstructured":"Baudoin, C. and Hollowell, G. (1996), Realizing the Object\u2010oriented Lifecycle, Prentice\u2010Hall, Upper Saddle River, NJ."},{"key":"key2022013020172684100_frd5","unstructured":"Frank, U. (1993), \u201cA comparison of two outstanding methodologies for object\u2010oriented design\u201d, Arbeitspapiere der GMD, Nr. 779 Sankt Augustin (available at: www.uni\u2010koblenz.de\/ \u223c\u2009iwi\/publicfiles\/PublikationenFrank\/RumbaughBooch.pdf, current 9\u201027\u20102001)."},{"key":"key2022013020172684100_frd6","unstructured":"SmartDraw (2004), available at: www.smartdraw.com\/tutorials\/flowcharts\/whatis.htm(8 November)."}],"container-title":["Business Process Management Journal"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/14637150710721131","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637150710721131\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/14637150710721131\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:35:57Z","timestamp":1753403757000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/bpmj\/article\/13\/1\/70-90\/257356"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2007,2,13]]},"references-count":46,"journal-issue":{"issue":"1","published-print":{"date-parts":[[2007,2,13]]}},"alternative-id":["10.1108\/14637150710721131"],"URL":"https:\/\/doi.org\/10.1108\/14637150710721131","relation":{},"ISSN":["1463-7154"],"issn-type":[{"value":"1463-7154","type":"print"}],"subject":[],"published":{"date-parts":[[2007,2,13]]}}}