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)[1] and the Queensland Public Service Leadership competencies for Queensland Framework[2]

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 skillSFIA skill codeSFIA skill level of responsibilitySFIA skills level descriptor
Business process improvementBPRE5Analyses and designs business processes; identifies alternative solutions to exploit new technologies and automation. Develops graphical representations of business processes to facilitate understanding and decision making. Assesses the feasibility of business process changes and recommends new approaches. Manages the execution of business process improvements. Selects, tailors and implements business process improvement methods and tools at programme, project and team level in line with agreed standards. Contributes to the definition of organisational policies, standards, and guidelines for business process improvement.
ConsultancyCNSL5Takes responsibility for understanding client requirements, collecting data, delivering analysis and problem resolution. Identifies, evaluates and recommends options, implementing if required. Collaborates with, and facilitates stakeholder groups, as part of formal or informal consultancy agreements. Seeks to fully address client needs, enhancing the capabilities and effectiveness of client personnel, by ensuring that proposed solutions are properly understood and appropriately exploited.
Business analystBUAN4Investigates operational requirements, problems, and opportunities, seeking effective business solutions through improvements in automated and non-automated components of new or changed processes. Assists in the analysis of stakeholder objectives, and the underlying issues arising from investigations into business requirements and problems, and identifies options for consideration. Works with stakeholders, to identify potential benefits and available options for consideration, and in defining acceptance tests. Contributes to selection of the business analysis methods, tools and techniques for projects; selecting appropriately from predictive (plan-driven) approaches or adaptive (iterative/agile) approaches.

Leadership skills

Queensland Government roles align with the Leadership competencies for Queensland.

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


[1] The Skills Framework for the Information Age (SFIA) provides a common language that integrates with an organisation’s way of working, to improve capability and resource planning, resource deployment and performance management. This role profile quotes extensively from the SFIA, under licence from the SFIA Foundation. Information about the SFIA can be found at http://www.sfia-online.org/en

[2] The Leadership competencies for Queensland framework plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms. The competencies can be utilised in talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning. The competences can be accessed here Leadership competencies for Queensland


Last Reviewed: 22 July 2019