Organizational Modelling in business process:

The modelling of organizational aspects also provides flexibility in business
process management. In this section, role resolution in an intra-company setting
is discussed, in which different approaches are investigated to associate
knowledge workers with business process activities.
In the case of human interaction workflows, the enactment environment of
the business process has to take into account the organizational structure of
the company that runs the business process. Flexibility in organizational modelling
is achieved by assigning roles to process activities, and not to specific
individuals.
By associating roles with activity models at design time and mapping roles
to personnel that is skilled, competent, and available to perform the activity
at run time, flexibility is improved, because changes in the personnel structure
of the organization do not affect the business processes.For instance, absent knowledge workers are not with associated with specific
activity instances, as are persons who are currently available. Thereby, the dynamic aspect in the organization�knowledge workers might be temporarily
absent or there might be changes in the work force�can be represented
at the model level. Consequently, changes in the personnel are hidden from
the process, as long as the roles defined in the model can actually be filled by
persons in the organization.
A subset of these activities is assigned the same role. In the example,
a clerk is responsible for the first three activities, whereas the clerk�s boss
finally decides and submits the decision. This situation can be represented in
a business process model by associating the role Clerk and the role Boss with
their respective activities.
While this role resolution is correct from a formal point of view, this situation
is undesirable in most cases because each clerk needs to understand the
context of the case, which leads to longer process durations and potentially
incorrect decisions.
In the example, the handover of work from Peter to Charles and from
Charles to Anne leads to delays in process executions and should therefore
be avoided. In addition, Charles needs to get familiar with the case entered
by Peter, and Anne needs to get familiar with the case that Charles analyzed
beforehand.