Showing papers on "Business Process Model and Notation published in 1994"

Method and apparatus for building business process applications in terms of its workflows

Abstract: The invention is a method and system which provides consultants, business process analysts, and application developers with a unified tool with which to conduct business process analysis, design, documentation and to generate business process definitions and workflow-enabled applications. The invention may be implemented using a software system which has two functional sets. One is a set of graphical tools that can be used by a developer or business analyst to map out business processes. The second is a set of tools that can be used to document and specify in detail the attributes of each workflow definition, including roles, cycle time, conditions, of satisfaction, cost and value, associated text, forms, application data as well as detail the attributes of links between workflows required to complete a business process map, and to generate a business process definition and a workflow-enabled application. In this manner, the invention provides the capability of performing application generation and generation of business process definitions in a definitions database. The invention also includes a workflow language scripting capability.

Managing business processes as an information resource

Abstract: The relevance of business processes as a major asset of an enterprise is more and more accepted: Business processes prescribe the way in which the resources of an enterprise are used, i.e., they describe how an enterprise will achieve its business goals. Organizations typically prescribe how business processes have to be performed, and they seek information technology that supports these processes. We describe a system that supports the two fundamental aspects of business process management, namely the modeling of processes and their execution. The meta-model of our system deals with models of business processes as weighted, colored, directed graphs of activities; execution is performed by navigation through the graphs according to a well-defined set of rules. The architecture consists of a distributed system with a client/server structure, and stores its data in an object-oriented database system.

Business Process Reengineering: Charting a Strategic Path for the Information Age

Abstract: Many organizations are undergoing major restructuring efforts in order to be viable in today's changing economic environment. Business process redesign (BPR), which involves the radical redesign of age-old business processes, represents one such effort. Information technologies (IT) play an important role in BPR. This article presents a framework for examining business processes based on two process characteristics—degree of mediation and degree of collaboration—to show how IT may be applied to improve process performance by altering these process characteristics. Based on the framework, guidelines are provided for selecting strategic paths in reengineering specific processes.

Goal decomposition and scenario analysis in business process reengineering

Abstract: This paper presents experiences in applying the goal decomposition and scenario analysis model in the context of Business Process Reengineering (BPR). The relationships of goals, scenarios, as well as the understanding and description of business processes are discussed. Different methods of goal refinement, and the application of scenarios to support this process of refining goals and roles are reviewed. A case study is presented which serves to exemplify and validate the process of using scenarios in refining business process descriptions. We tried deriving full scenarios for business processes, but obtaining them from the organization's prescriptive goals was difficult. Explanatory scenarios that justify descriptive goals are easier to obtain but are fragmentary. We conclude that both types of scenario and goal analysis are necessary for effective BPR. The need for technology support for this process is discussed and attention is given to future anticipated research in this area.

Business process management with FlowMark

Abstract: From an enterprise point of view the management of business processes is becoming increasingly important: business processes control which piece of work will be performed by whom and which resources are exploited for this work, ie a business process describes how an enterprise will achieve its business goals We sketch FlowMark, an IBM program product, supporting both the modeling of business processes and their execution >

Using goals, rules, and methods to support reasoning in business process reengineering

Abstract: One step towards a more systematic approach to the design of business processes is to develop models that provide appropriate representations of the knowledge that is needed for understanding and for reasoning about business processes. We present a modelling framework which uses goals, rules, and methods to support the systematic analysis and design of business processes. The framework consists of two main components/spl minus/an actor dependency model that describes a process organization in terms of intentional dependencies among actors, and an issue argumentation model that supports reasoning during process redesign. Formal representation of these models allows computer-based tools to be developed as extensions to, and eventually integrated with, other tools for supporting information systems development. >

Modeling business processes with simulation tools

Abstract: Provides an overview of business process modeling tools for business process re-engineering (BPR), demonstrates the suitability of simulation for BPR and highlights the modeling considerations. A simulation exercise is presented to illustrate how ServiceModel, a popular modeling tool, may be used to simulate the financial, human resources and production elements of a business. The model is aimed at returning the simulated business to profitability by smoothing out the work backlog, maximizing resource utilization and reducing expenses.

Business Process Modelling in the Workflow-Management Environment Leu

Abstract: Most of todays approaches to business process engineering (also called business process management) start from an activity-centered perspective. They describe activities to be carried out within a business process and their relationships, but they usually pay little attention to the objects manipulated within processes. In this article we discuss an approach to business process management which is based on modeling data-related, activity-related, and organizational aspects of business processes. In fact, the Leu approach to business process management considers data models (describing types of objects to be manipulated in a business process and their relationships), activity models (describing activities to be carried out in a business process), and organization models (describing organizational entities involved in a business process) as separate, but equally important, facets of business processes.

Modeling with a group modeling tool: group support, model quality, and validation

Abstract: During business process re-engineering, business activities are modelled and analyzed. Redefined models become the blueprints for improved business activities. The cost to produce models of the organization is high and model accuracy is important. How do models help support understanding of business processes? Should functional business personnel or systems analysts create business models for the organization? How are models validated? From their experience with applying EMS technology and re-engineering techniques with actual organizations, the authors discuss benefits of broad involvement during modeling and improvement idea generation. They discuss their experiences using group technology to support groups during the modeling of business activities using the IDEF modeling method, and discuss aspects of broad involvement that influence the quality of the resulting models. >

Analyzing and re-engineering business processes using simulation

Abstract: Increasingly, companies around the world are re-engineering their core business processes to be more profitable and to improve customer satisfaction. Modeling and analysis are two critical steps in any process redesign effort. In this paper, we discuss the need for simulation tools that can be used effectively to model, document and analyze business processes. We also present the design of a hierarchical simulation tool called BPMAT (Business Process Modeling and Analysis Tool), and discuss its implementation.

OO MODELING OF BUSINESS PROCESSES Object-Oriented Systems Analysis

Abstract: Business reengineering requires new systems analysis tools for process modeling. An object-oriented (OO) approach may be better than the traditional data flow diagram method in modeling business processes. This article explains the development of an OO tool that may potentially benefit IS in reengineering business processes.

System for creating workflow maps of business processes

Abstract: The invention is a system which provides consultants, business process analysts, and application developers (Fig. 3) with a unified tool (Fig. 4) with which to conduct business process analysis, design, and documentation. The invention may be implemented using a software system which has two functional sets. One is a set of graphical tools that can be used by a developer or a business analyst to map out business processes (Fig. 3). The second is a set of tools that can be used to document and specify in detail the attributes of each workflow definition (Fig. 3), including roles, timing, conditions of satisfaction (Figs. 1a-1e), forms, and links (Fig. 2) required to complete a business process definition. The invention utilizes the fundamental concept of workflow analysis that any business process can be interpreted as a sequence of basic transactions called workflows (Fig. 2).

Tool-Based Business Process Modeling using the SOM Approach

Abstract: Business processes play an important role in analyzing and designing a company’s behavior and organization. Modeling business processes is an integral part of the Semantic Object Model (SOM). The paper shows the basic concepts of business process modeling using the SOM approach and presents the design goals and architecture of an accompanying tool.

Business Systems Engineering

Abstract: Giving examples from Lucas, the paper outlines the route to simplifying operations and achieving the necessary step change in performance by understanding and applying ‘business systems engineering’ to the whole business process. Each part of the process is designed by finding the way that is most appropriate to meet the market requirements.

Software processes are business processes too

Abstract: There is much that is common to business processes and to software development processes; so much, in fact, that it is useful to consider each as a reflection of the other. I argue, on the one hand that the software development process is a special case of the more general notion of the business process. On the other hand, I argue that there is much we have learned in solving the problems of process modelling and process support for software development processes which is directly applicable in the realm of business processes, in particular support for change and evolution. >

Tools for business-process reengineering

Abstract: Not every attempt at business process reengineering has been a success. Part of the reason is that traditional modeling and analysis tools are simplistic. Business processes are dynamic and they interact. Static process modeling tools reveal only what happens within a process, what it uses as input, and what it outputs. Business planners also need behavioural modeling which reveals how a business process operates. The author discusses the selection of process engineering tools and their various requirements. >

The practice of business process reengineering: radical planning and incremental implementation in an IS organization

Abstract: Business process reengineering has been proposed as a viable methodology whenever a radical shift in the way an organization performs its functions is desired. However, implementing the outcomes of a business process reengineering effort, viz., a new process, is no easy matter. This is especially true when an organization is uncertain of the potential of the new process and is also resource constrained. Nevertheless, a lack of commitment to quickly implement new process designs does not diminish the value an organization gains from such a critical examination of current practices. In this paper we argue that business process reengineering ought to be regarded as a radical, administrative, process-oriented organizational innovation. We present the approach taken by an IS organization to reengineer one of its key business processes—change management—and the issues and challenges that surfaced during the reengineering exercise. Although the suggestions for process redesign generated represented a radical departure from existing practice, the organization has elected to implement the ideas in an incremental fashion. The implementation strategy is examined in light of the nature of the innovation signified by business process reengineering.

A systematic approach to business process reengineering

Abstract: In this study, a business process is defined as a set of various tasks which are closely inter-related and is assumed to have its own objectives to achieve. A set of processes constitute a business system. Many business process reengineering plans turned out to be unsuccessful because they are based on the existing process which assumed tasks along the process independent or based on the assumption that a process is independent of other processes. This approach generated redundant tasks or led to conflict between business processes. Under this approach, it very difficult to predict the result of the plan due to localized analysis of the process. To avoid aforementioned problems, a systematic, analytic and iterative approach to build up a master plan for business process reengineering is proposed.

Deriving Complex Structured Object Types for Business Process Modelling

Abstract: To build efficient information systems it is important to understand and to optimize the business processes which should be supported. INCOME/STAR is an integrated environment for the cooperative development of large, distributed information systems. INCOME/STAR supports the conceptual modelling of structural system aspects by the entity relationship model and of dynamic system aspects by high level Petri nets. This combination provides a powerful concept for the integrated modelling of business processes.

Software Process Management and Business Process (Re-) Engineering

Abstract: Software process management and business process engineering both deal with similar problems. The emphasis of both has been put on different aspects of process management. A look at solutions developed in both communities helps to benefit from each other.

The re-engineering route to business transformation

Abstract: The paper defines different improvement activities including process improvement, process simplification, process re-engineering and business re-engineering. Frameworks are presented for examining the differences between these. It proposes that a re-engineering activity is a transformational change, moving the business outside its current ‘rules of the game’. A further framework is then presented for managing a re-engineering transformation. This enables the softer yet more difficult aspects of re-engineering to be considered so that change can be pursued successfully right through to delivery of real business benefits. The transformation framework is then considered in more detail to illustrate actions which can presage success. Finally, the outcome of re-engineering work is discussed, and a hypothesis proposed that re-engineering is a structured way to make a step change in business performance whilst at the same time conditioning it for a state of continuous change.

Specifying Business Processes over Objects

Abstract: The focus of this paper is on the modeling of application and business processes in Cooperative Information Systems. Such processes use several resources and services to achieve a common, global system goal. We integrate the proposed concepts into the framework of a formal object-oriented specification language (Troll). The goals of our approach are to provide additional modeling support for business and application processes, to explain these processes in the underlying framework and to couple tightly the modeling of global processes and the modeling of structural aspects of the system.