Data is the new Information that allows a company to make the most critical decisions, to provide the necessary knowledge to all levels of an organisation for the correct performance of its work processes and also to assess the achievement of the goals of the business, directly influencing the effectiveness or damage the company. There are five fundamental factors for assessing the impact of IT on the company:
-The development of the Internet and converging technologies.
-The transformation of the enterprise’s business.
-The growth of an interconnected global economy.
-The rise of knowledge-based economies and information management.
-The emergence of the digital enterprise.
In the past, company activities were not perceived as sets of actions related to causality principles, where the final result was the consequence of the articulation of a set of activities (England & Miller, 2016). These processes were seen as practices within functional areas that did not arouse much interest in being automated. In disciplinary terms, process management was born in Frederick Taylor’s time and has developed to the present day, giving rise to BPM approaches.
Processes are the focus and primary unit of automation and information integration initiatives, necessary to respond agilely to the changes demanded by market dynamics (England & Miller, 2016). The management of business processes in these conditions has given rise to BPM. BPM aims to improve efficiency through the systematic management of business processes, which must be modelled, automated, integrated, monitored and optimised continuously (England & Miller, 2016). To describe BPM graphically, Business Process Modelling and Notation (BPMN) is a standardised graphical notation that allows business process modelling in a workflow format (Chinosia & Trombettab, 2012). This notation has been specially designed to coordinate the processes’ sequence and the messages flowing between the different activities actors (Chinosia & Trombettab, 2012). UML is an example of a BPMN.