The last paper in this session, a case study on Model-Driven Business Transformation, was an industry paper presented by Juliane Siegeris of gematik GmbH, co-authored by Oliver Grasl. gematik provides IT services related to the implementation of German health cards and other healthcare applications, but the case study is their own internal business reorganization into a matrix structure.
Each department modeled their own processes, which were then assembled into enterprise-wide process models: there were some issues related to different levels of experience between modelers in different departments. They used the Enterprise Architect tool (which they already used within their organization for IT specifications), and BPMN 1.0. They had some major challenges along the way, such as the need for large-scale modeling guidelines, support for organizational modeling, and methods for documenting processes beyond the BPMN diagrams; this resulted in the use of UML notation for some modeling and the creation of an online repository of process documentation.
She went through a number of the techniques that they used to ensure consistency, completeness and correctness in process models: guidelines, shared methods and templates, and a management and control structure around the modeling process. They are in the middle of this process modeling exercise, with a target date of the end of this month: considering that only 12% of their process models are complete and approved, this seems like a bit of an ambitious schedule.