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Abstract In 2004, the Business Process Modeling Notation (BPMN) was presented as a standard business process modeling language. Its development was considered to be an important step in reducing the fragmentation that was witnessed between the existing process modeling tools and notations. Since then BPMN has been evaluated in different ways by the academic community and has become widely supported and used by industry. After completing the first major revisions of BPMN, the Object Management Group (OMG) released BPMN 2.0 in 2011. This chapter gives an overview of BPMN 2.0 and summarizes some of the evaluations of BPMN used for analysis and design of business processes and presents these together with reported experiences as well as some examples of proposed extensions and future expectations based on these. We will based on this also present some implications for practitioners.

1 Introduction A process is a collection of related, structured tasks that produce a specific service or product to address a certain goal for a particular actor or set of actors. Process modeling has been performed relative to IT and organizational development at least since the 1970s (Harmon 2014; Rosemann and vom Brocke 2014). The interest has gone through phases with the introduction of different approaches, including Structured Analysis in the seventies (Gane and Sarson 1979), BPR in the late 1980s/early 1990s (Hammer and Champy 1993), and Workflow Management in the 1990s (WfMC 2000). Lately, with the proliferation of BPM (Business process management) (Havey 2005), interest and use of process modeling has increased even further, although focusing primarily on a selected number of modeling

J. Krogstie (*) Norwegian University of Science and Technology, Trondheim, Norway e-mail: [email protected] J. vom Brocke and M. Rosemann (eds.), Handbook on Business Process Management 1, International Handbooks on Information Systems, Second Edition, DOI 10.1007/978-3-642-45100-3_10, © Springer-Verlag Berlin Heidelberg 2015

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Current state

Future state

4. Quality assurance Model of current state

5. Model deployment

Model of future state

3. Computerassisted analysis

Develop ment project

6. Context for change

1. Sensemaking 2. Communicaon

2. Communicaon Percepon of current state

Percepon of current state

Percepon of future state

Percepon of future state

Fig. 1 Organizational application of modeling (From Krogstie 2012a)

approaches such as BPMN. For the development of BPM also see Hammer (2014) and Harmon (2014) and for the role of process models in BPM see also Rosemann and vom Brocke (2014) in this handbook. Models of work processes have for a long time been utilized to learn about, guide and support practice in a number of areas. In software process improvement (Derniame 1998), enterprise modeling (Fox and Gruninger 2000) and quality management, process models describe methods and standard working procedures. Simulation and quantitative analyses are performed to improve efficiency (Kuntz