Showing papers on "Business Process Model and Notation published in 1995"
Book•
01 Jun 1995
TL;DR: This book discusses business engineering, business (process) reengineering, and business improvement, and the future of business engineering in the corporate world.
Abstract: Foreword by James Martin Foreword by Dan L. Jonson Preface 1: Business engineering * Introduction * What is business engineering? * Why do we need business engineering? * What does the new company look like? * Business engineering, business (process) reengineering, and business improvement * Risk management * The future of business engineering in the corporate world * Summary * References 2: What is business modelling? * Introduction * What is a model? * What is a business model? * What does a business model look like? * A few words about the traditional way of modelling * Why do we need business modelling? * Who should have a business model, and why? * Working to develop a business model * Summary * References 3: What is object orientation? * Introduction * Object-oriented models * What is an object? * Objects are linked * Objects can form from aggregates * Objects belong to a class * One class can inherit other classes * A summary * Why is object orientation necessary? * Object orientation as a platform for the future * Object-oriented business modelling * Summary * References 4: Object-oriented business engineering - an overview * Introduction * Object-oriented business engineering in context * Business reengineering overview * The reengineering directive * Envisioning * The objective specification * Reversing the existing business * Engineering the new business * Installing the new process * Iteration * Business Improvement * Summary * References 5: Architecture * Introduction * What must you be able to express in a business model? * Internal and external models of business * The use-case model * The object model * Use case versus objects * Associations between use cases * More about use cases * Subsystems * Summary * References 6: Reversing the existing business * Introduction * Why reverse engineering? * Overview * Building a use-case model * Building an object model * Analyzing the result * Summary * References 7: Forward business engineering * Introduction * Building a use-case model * Object modeling * Interaction diagrams * Information system development * Verifying the new business * Summary * References 8: An example * Introduction * What do we want to change * What kind of organization do we have now? * New business processes * An object model of the new business * Work-flow descriptions * Summary * References 9: Building the supporting information system * Introduction * What is software development? * The software-development business-system objects * System development and business development * Procuring the new information-system support * Summary * References 10: Managing object-oriented business engineering * Introduction * Tailoring the method * Project organization and management * Project staffing * Organization staffing * Reviews * Summary * References 11: Scaling up to large businesses * Introduction * Two use-case models at different abstraction levels * Business system areas * Layered business models * Summary Glossary Index
538 citations
Book•
05 Jan 1995
TL;DR: A Framework for Business Objects for Convergent Engineering and Optimizing a Business Design: Building Models with Objects for Model-Based Business Systems is presented.
Abstract: FOUNDATION. Engineering an Organization. Model-Based Business Systems. Building Models with Objects. APPLICATION. Preparing for a Design Session. A Convergent Engineering Session. Detailing a Business Design. EXTENSION. A Framework for Business Objects. Optimizing a Business Design. A Life Cycle for Convergent Engineering. Afterword. Appendix. Suggested Readings. Index.
192 citations
01 Dec 1995
TL;DR: This introductory tutorial provides an overview of business process simulation, describes the modeling and analysis considerations, and lists typical model input, simulation and output requirements.
Abstract: This introductory tutorial provides an overview of business process simulation and how it works. Descriptions of modeling elements and model performance measures are presented. Classification of business processes is followed by unique modeling, simulation procedure and analysis considerations. Types of business process simulation tools are discussed. Finally, a purchasing process simulation exercise is presented to illustrate the power and suitability of simulation for analyzing a business process.
177 citations
Journal Article•
TL;DR: The paper presents the methodical principles of business process modeling using the Semantic Object Model (SOM), which supports a semi-formal modeling technique using object-oriented and transaction-oriented paradigms.
Abstract: The paper presents the methodical principles of business process modeling using the Semantic Object Model (SOM). The entire modeling approach of the Semantic Object Model (SOM approach) comprises layers for the enterprise plan, for business processes, and for application systems. Business processes are interpreted as procedures to carry out the enterprise plan. Application systems are interpreted as one of the resources for executing business processes. Based on an integrated meta model, the SOM approach supports a semi-formal modeling technique using object-oriented and transaction-oriented paradigms.
127 citations
Posted Content•
TL;DR: The results of this comparison reveal that the EMS-based modeling tool allows a greater number of individuals to participate efficiently in model development, and models are developed between 175 percent and 251 percent faster with the new approach than with the traditional approach.
Abstract: During business analysis, business activities are modeled 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. Involvement from knowledgeable participants and stakeholders is desirable during business modeling and analysis. Traditional modeling approaches limit direct participation to a small handful of participants. This paper will discuss the development and evaluation of an electronic meeting system (EMS)-based activity modeling tool. Modeling efforts supported by this new approach are compared with modeling efforts supported by analysts with a single user tool. The results of this comparison reveal that the EMS-based modeling tool allows a greater number of individuals to participate efficiently in model development. Models are developed between 175% and 251% faster with the new approach than with the traditional approach. Specific features are discussed that help relatively novice modelers work with analysts to develop models of reasonable quality. Measures are set forth that can be used to assess modeling efficiency and quality.
93 citations
01 Jan 1995
TL;DR: This paper focuses on a class of Petri nets suitable for the representation, validation and verification of business procedures and shows that the correctness of a procedure represented by such a Petri net can be verified in polynomial time.
Abstract: More and more firms are marching to the drumbeat of Business Process Reengineering (BPR) and Workflow Management (WFM). This trend exposes the need for techniques for the construction and analysis of business procedures. In this paper we focus on a class of Petri nets suitable for the representation, validation and verification of these procedures. We will show that the correctness of a procedure represented by such a Petri net can be verified in polynomial time. Based on this result we provide a comprehensive set of transformation rules which can be used to construct and modify correct procedures.
68 citations
13 Aug 1995
TL;DR: This paper shows how business and goal models can be integrated using a common process meta model and an environment to support decision making in the business modelling process has been developed to demonstrate the approach.
Abstract: Within information systems development business modelling is often used to structure goal decomposition and goal satisfaction. Business modells serve as a framework for a concrete information systems project. However, the concept of goal is not explicit in the leading business reference models.In this paper we show how goals can be used to drive the modelling process. Goals are not only used as a starting point of development but serve as criteria to evaluate actions and decisions throughout the design.We show how business and goal models can be integrated using a common process meta model. An environment to support decision making in the business modelling process has been developed to demonstrate our approach.
47 citations
Journal Article•
TL;DR: The paper describes an approach which is based on the ARIS architecture to combine tool-based enterprise models (on type level) with enterprise-wide information systems and application services.
Abstract: Business Process Management is an approach of model-oriented design, coordination and execution of business processes. Its objective is to combine tool-based enterprise models (on type level) with enterprise-wide information systems and application services. In order to fullfill this objective mechanisms and instruments for process coordination as a layer between modelling layer and execution layer have to be developed. Also feedback and change management methods must exist to involve the agents and company parties (business process owners, service centers, organizational units etc.) which are part of the managed business processes. The paper describes an approach which is based on the ARIS architecture.
45 citations
20 Apr 1995
TL;DR: The "What, how and by whom?" approach is introduced to guide the application of this Petri net based framework to support business process reengineering efforts.
Abstract: A framework based on high-level Petri nets is used to model and analyse business processes. This framework is a powerful tool to support business process reengineering efforts. The "What, how and by whom?" approach is introduced to guide the application of this Petri net based framework.
42 citations
TL;DR: The interrelationship between business process modeling and workflow management is discussed and how they can mutually benefit from each other is shown.
Abstract: The way business processes are implemented currently is out-of-date. It cannot keep pace with the rapid changes of today's business behavior. Thus, new ways to structure business processes have to be investigated. Business process reengineering is the upcoming discipline that is able to cope with the requirements posted by today's way of conducting business. However, models of business processes defined through business process reengineering still lack a suitable execution environment. Conventional infrastructures are too static and inflexible to adequately reflect rapid changes in business processes. Workflow management promises to cope with this requirement by providing a highly dynamic execution platform for multi-faceted business processes. In this research paper we discuss the interrelationship between business process modeling and workflow management and show how they can mutually benefit from each other.
32 citations
TL;DR: An approach to business process modeling, model analysis, and business process enaction (also called workflow management) which is based on data modeling, activity modeling, and organization modeling is discussed.
Abstract: Most of today’s 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 modeling, model analysis, and business process enaction (also called workflow management) which is based on data modeling, activity modeling, and organization modeling. 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.
12 Dec 1995
TL;DR: This article proposes to apply data model analysis and improvement strategies well-known from the information system field in the context of business process management to apply on-the-fly modifications of business processes.
Abstract: In this article we propose an approach to business process management which meets the demands of business process evolution. This approach allows for on-the-fly modifications of business processes. In contrast to many other approaches, we do not only concentrate on activities to be carried out in business processes, but also on the data created and manipulated by these activities. We propose to apply data model analysis and improvement strategies well-known from the information system field in the context of business process management.
TL;DR: The concept of Agent oriEnted orGanISations (AEGIS), in order to support the flexible modeling and management of business processes in decentralized organizational settings, is developed in the context of an application in private banking.
Journal Article•
TL;DR: The focus of this paper is on the third subprocess of the Re-engineering Process, i.e. on Modelling, which considers all the activities, that have be executed whiledealing with business processes, as processes themselves.
Abstract: Terms like Business Process Re-engineering and Business Re-engineering have their origins in the publications of Hammer (Hammer, 199 0) and Davenport (Davenport & Short, 1990). As it is stated in (Soles, 1994), one of the key ideas of Re-engineering is to 'focus analysis on business processes across the firm with customer satisfication in view'. We define a business process as 'a set of logical ly interrelated activities within an organisation the execution of which contributes in the achievement of the business objectives'.In Re-engineering the analysis of business processes is combined with advanced information systems technology (IT). In this way, IT acts as an enabler for realizing new products which satisfy the users' needs along the lines of business process analysis results. W orkflow Management Systems are an example of systems that can be used as tools for implementing and executing business processes (White amp; Fischer, 1914).Re-engineering can start in an enterprise only if the enterprise's strategic management has realised that there is a need for change and for reformulation of the enterprise's vision. Usually the enterprise's strategic management selects the business process(es) that should be re-engineered. Re-engineering corresponds to the second process within the Business Process Management Systems (BPMS) - Framework (Karagiannis, 1994, Sep.) which considers all the activities, that have be executed while dealing with business processes, as processes themselves. The Re-engineering Process may be seen as consisting of a number of subprocesses (Karagiannis, 1994, May; Soles, 1994). Here, the Re -engineering Process is viewed as consisting of four main subprocesses (see Fig. 1, below):• Goal Definition, where the re-engineering goals are defined.• Information Acquisition, where information necessary for business process modelling, (like activities, people, roles, control etc.) as well as information needed for the Re-engineering Process (like cost, time, specific laws etc.) is collected.• Modelling which deals with the modelling of the (new) business process.• Evaluation which is concerned with the evaluation of the business process model against the re-engineering goals.Depending on the evaluation results, the subprocesses of Information Acquisition, Modelling and Evaluation may be iteratively executed until all the re-engineering goals (defined during the Goal Definition subprocess), have been reached.These four subprocesses may be differently 'instantiated', depending on the chosen methodology. For example, Hammer says that re-engineering teams should try to think as companies are starting anew. This means that, the execution of the In formation Acquisition sub process depends on whether it is executed within a 'radical re-engineering approach' (Hammer & Champy, 1993) or within an 'increment al re-engineering approach' (Davenport, 1993). Furthermore, a number of different techniques may be used for each of these subprocesses. For example, animation, simulation or statistical analysis are some of the techniques that may be used for Evaluation. The use of a specific technique is also a characteristic of the chosen methodology.The focus of this paper is on the third subprocess of the Re-engineering Process, i.e. on Modelling. This subprocess is the core of the Re-engineering Process as the goals of a re-engineering project can only be reached if the business process is analysed properly and afterwards implemented according to the constructed business process model. A general description of Modelling is given in section 2. As it can be seen in Fig. 2, Modelling may be viewed as consisting of three tasks, namely: Choose Modelling Philosophy, Choose a Modelling Formalism and Apply Formalism to the selected Business Process.In section 2 a brief description of the business process objects to be modelled is given and a number of requirements to be satisfied by business process modelling formalisms is set. The first modelling task is analysed in section 3. Business process modelling approaches are classified under two modeling paradigms, namely task-oriented paradigm and business policy-oriented paradigm. The other two modelling tasks are analysed in section 4 by describing and comparing two representative approaches of the two modelling paradigms which are applied to the same example. Finally, section 5 draws some conclusions from this work and focusses on issues which still remain open in this area and gives some suggestions for further work.
31 Dec 1995
TL;DR: In this paper, the authors propose a technique for associating certain types business rules with structures in a process modelling language, which allows them to be used as complimentary languages in conceptual modelling; the process language being suitable when modelling how activities interact, whilst the business rule model is suitable when we need to make precise statements about a certain activity.
Abstract: Two techniques commonly used in the conceptual modelling of information systems are process modelling and business rule modelling. In this paper we propose a technique for associating certain types business rules with structures in a process modelling language. This coupling of the two models allows them to be used as complimentary languages in conceptual modelling; the process language being suitable when modelling how activities interact, whilst the business rule model is suitable when we need to make precise statements about a certain activity. The ability to model certain aspects of business rules within the process model is particularly important in distributed organisations, where the process model may be used as a means of communication between different parts of the organisation. The coupling also serves (1) to make apparent what effect re-engineering of one model has on the structure of the other model, and (2) indicate how the process model may be used to drive the creation of business rules.
13 Aug 1995
TL;DR: This paper proposes a partially decentralized and business process oriented information management approach for quality management processes and describes how conceptual modeling of those processes supports the information system design within this approach.
Abstract: The reorganization of function-oriented, hierachically structured firms into interacting business process networks of functional islands integrated by flow of material and information is a major challenge for a company that wants to meet the steadily changing business demands of today. As information has become an important production resource during the last decades, the reorganization of information management has to accompany organizational restructuring. In this paper we propose a partially decentralized and business process oriented information management approach for quality management processes. We will describe how conceptual modeling of those processes supports the information system design within this approach. Staring from a presentation of the developed architecture, we will describe our experiences with several information access and engineering mechanisms that make use of the defined conceptual models.
04 Jan 1995
TL;DR: From the case study it is concluded that a DEMO analysis together with the extensions are a suitable tool for business process redesign.
Abstract: This paper evaluates the suitability of a new modelling method called DEMO for the purpose of business process redesign. On the basis of the theoretical evaluation two extensions are proposed; the transaction sequence graph and the transaction process model. DEMO and the two extensions are applied to a case study. From the case study it is concluded that a DEMO analysis together with the extensions are a suitable tool for business process redesign. >
12 Nov 1995
TL;DR: The paper describes how to combine decision structures and business rules within a conceptual modeling framework that addresses business rules throughout the operational lifetime of the systems they govern.
Abstract: Decision structures have been proposed in a number of contexts an knowledge-based software engineering as an important mechanism for recording and reasoning about the information needed to make decisions during the software lifecycle. We apply decision structures to a new domain, namely that of the business rules of an enterprise. Given the dynamic nature of business rules, decision structures are seen to be an appropriate framework to record and evolve business rules. The paper describes how to combine decision structures and business rules within a conceptual modeling framework. An architecture is presented that addresses business rules throughout the operational lifetime of the systems they govern.
25 Sep 1995
TL;DR: In this article a typical process distribution scenario is illustrated and what distributed modeling and distributed enaction look like are discussed and an architecture supporting distributed process enaction is proposed.
Abstract: The benefits of business process management and software process management are most promising for complex processes. Many processes are not carried out at only one site, but they are distributed to several sites. Management of distributed processes means to coordinate distributed modeling and to support distributed process enaction. In this article we illustrate a typical process distribution scenario and we discuss what distributed modeling and distributed enaction look like. An architecture supporting distributed process enaction is proposed.
01 Sep 1995
TL;DR: An object oriented approach to business process modeling is discussed, allowing for a natural and comprehensive design of concurrent operations or interdependent interactions that are performed by different agents in the course of a specific business process.
Abstract: This paper discusses an object oriented approach to business process modeling. The basic idea of this approach is to view business processes as being objects at their own, that incorporate the rules and conditions for a particular business of a given enterprise or organisation. A specific abstraction concept called cooperation is introduced allowing for a natural and comprehensive design of concurrent operations or interdependent interactions that are performed by different agents in the course of a specific business process. Two examples will demonstrate the approach.
03 Apr 1995
TL;DR: This article motivates why it is necessary to understand processes as entities which communicate with each other and suggests mechanisms to support modeling and enaction of communicating processes.
Abstract: Software process management and business process management are areas of research for some years now. Both suffer from considering processes as isolated entities. In contrast to that, we believe that software processes and business processes are impacted by many other processes surrounding them. In this article we motivate why we understand processes as entities which communicate with each other. We suggest mechanisms to support modeling and enaction of communicating processes.
13 Aug 1995
TL;DR: A novel approach to simulating and analyzing business processes using GOLOG, a high-level logic programming language suitable for defining complex behaviors and capable of simulating action execution, which is based on an extended version of the situation calculus and incorporates a formal theory of action.
Abstract: This paper describes a novel approach to simulating and analyzing business processes using GOLOG, a high-level logic programming language suitable for defining complex behaviors and capable of simulating action execution. The language is based on an extended version of the situation calculus and incorporates a formal theory of action. Business processes can be viewed as actions (physical or perceptual) that affect the state of affairs or an agent's knowledge of this state. Using GOLOG, business processes can be specified, synthesized and tested for feasibility and consistency. The theoretical framework behind GOLOG includes a solution to the frame problem for perceptual and complex actions, as well as, a formal method for process analysis. The latter uses a solution to the ramification problem for proving the satisfaction or violation of constraints. In case this is not possible, the method proposes strengthenings to the processes' pre- and post-conditions, so that any implementation that meets the process specification, provably guarantees that constraints will not be violated. In this manner, business process reengineering can be assisted by a formal analysis and simulation tool for testing the consistency of the process model.
Proceedings Article•
01 Jan 1995
01 Jan 1995
TL;DR: In this article, a human oriented approach to analysis and conceptual design of activities within a business process reengineering framework and its application to shop floor management is presented, where a human-oriented approach is used to analyze and conceptualize process activities at an operational level.
Abstract: Process orientation in production and business administration is a major means of increasing flexibility and speed while decreasing costs. During the past years the notion of human resources as a potential and means of ensuring flexibility in decentralised organisations gained importance. Even though systematic approaches to modelling and design of business processes and process organisation do exist, they mostly are related either to the derivation of targets on a strategic enterprise level or to specification of information technology and structures. Conversion of strategic targets into design of process activities at an operational level is usually not done in any systematic way and leaves a gap in existing methodology. This paper presents a human oriented approach to analysis and conceptual design of activities within a business process reengineering framework and its application to shop floor management.
01 Jan 1995
TL;DR: The integration of processes regarding aspects of dynamics and concurrency during decision making is a key element for achieving flexibility and changed tasks and timeframes have to be reflected by restructured process chains.
Abstract: Many problems within enterprises appear as a consequence of both organizational and technological issues. The integration of processes regarding aspects of dynamics and concurrency during decision making is a key element for achieving flexibility. Changed tasks and timeframes have to be reflected by restructured process chains.
04 Jan 1995
TL;DR: This paper presents a groupware-supported approach business process re-engineering, enabling senior and middle managers to redesign their own cross-functional and cross-business unit processes, leading a greater acceptance of the changes.
Abstract: This paper presents a groupware-supported approach business process re-engineering. Effective re-engineering must balance data gathering, study, creativity exercises, problem solving, resource allocation, and design, so there is a need for a variety of tools and techniques to be productive. Our experiences in a series of three case studies show the use of groupware saved money in the re-engineering project itself and the resulting re-engineered processes continue to save money over the years. Groupware enabled widespread participation in a very rapid redesign process, enabling senior and middle managers to redesign their own cross-functional and cross-business unit processes, leading a greater acceptance of the changes. The methods and tools have been successfully transferred to these organizations, who continue to use them with little assistance of external consultants. >
IBM1
TL;DR: The paper summarizes the ideas to be presented in a panel discussion session on the role of modeling and simulation in business process reengineering from a different perspective: a theoretical view, a BPR practitioner's view and a software system view.
Abstract: Modeling and simulation are important technologies that can be applied to business process reengineering (BPR). Dynamic process models afford the analysis of alternative process scenarios through simulation by providing quantitative process metrics such as cost, cycle time, serviceability and resource utilization. These metrics form the basis for evaluating alternatives and selecting the most promising scenario for implementation. Tradeoffs can be made on the basis of measurements as opposed to intuition, resulting in more informed business decisions. The paper summarizes the ideas to be presented in a panel discussion session on the role of modeling and simulation in business process reengineering. Each panelist represents a different perspective: 1) a theoretical view, 2) a BPR practitioner's view and 3) a software system view. The objective of this session is to highlight key issues in modeling and simulation of business processes from each of these perspectives and to motivate research and tool development in this area.