Showing papers on "Business Process Model and Notation published in 1997"

Sap R/3 Business Blueprint: Understanding the Business Process Reference Model

Abstract: Foreword Introduction. What Is SAP? What Is R/3? What Is the R/3 Reference Model? Who Uses R/3? How Do Customers View R/3?xxvii Conclusion. I. BUSINESS ENGINEERING. 1. Business Engineering and Enterprise Optimization. Significance of Business Engineering. Principles of Business Engineering. Objectives of Business Engineering. Benefits of Business Engineering. Business Engineering with Information Technology. Integration of Information Technology. Developments in Information Technology. Client/Server Technology. Benefits of Client/Server Technology. SAP and Client/Server Technology. Conclusion. 2. The Business Blueprint. Pros and Cons of Business Blueprints. General Design of the R/3 Blueprint. Focus of the R/3 Blueprint. Event-Driven Process Chain Methodology (EPC). Describing Complex Business Processes. EPC Methodology and Viewpoints in the R/3 Reference Model. Summary. 3. Configure to Order. Standard Software Implementation Issues. Mapping with the Business Blueprint. Redlining the Blueprint. Extending the Business-Process Design. Implementation Case Studies. Conclusion. II. PROCESS DESIGN. 4. Value Chain Thinking. The Value Chain Principle. R/3 and the Value Chain. Overview of Part 2: Value Chain Thinking. 5. Sales Logistics. Standard Order Handling Scenario. Contract Handling. Third-Party Order Handling. Customer Consignment Stock Handling. Cash Order Handling. Rush Order Handling. Decentralized Shipping. Sales and Distribution Examples. 6. Production Logistics. Production by Lot Size. Repetitive Manufacturing. Make-to-Order Production. Process Manufacturing. Project-Related "Engineer to Order". Quality Management for Goods Receipt from Production. Production Logistics Example: Autodesk Incorporated, Sausalito, California. 7. Procurement Logistics. Processing Stock Material Scenario. Processing of Consumable Material. Management of Consignment Stocks. Subcontract Order Processing. Stock Transfer Processing. External Services Management. Materials Management Examples. 8. External Accounting. Vendor Processing. Customer Processing. OTA Vendor Processing. Creditor Subsidiary/Head-Office Processing. General Ledger Processing. Special-Purpose Ledgers Processing. Consolidation. Customer Example: Syntex Corporation, Palo Alto, California, and Maidenhead, England. 9. Organization and Human Resource Management. Personnel Management. Business Event Processing. Travel Expense Processing. Time Management Processing. Payroll Processing. Salary Administration. Benefits Administration. Customer Example: The Wellmann Group, Enger, Germany. 10. Business Planning and Controlling. Cost Object Controlling. Profitability Analysis. Profit Center Accounting. Overhead Cost Management. Customer Example: Convex Computer Corporation, Richardson, Texas. 11. Capital Asset Management. Planned Plant Maintenance. Plant Maintenance Due to Damage. Project-Related Plant Maintenance. Cash Management. Budgeting. Fixed Asset Processing. Leased Asset Processing. Customer Example: Chevron Products Company, U.S.A. III. ARCHITECTURE, FRAMEWORK, AND TOOLS. 12. Architecture of the R/3 System. R/3 and the Distributed Environment. The Three-Tier Client/Server R/3 Architecture. Benefits of the R/3 Three-Tier Client/Server. Interprogram Communication. Middleware Transaction Management. Rationale for Distributed Business-Process Integration. Capabilities of Application Distribution in R/3. Tools for Application Distribution. Conclusion. 13. R/3 Framework and Infrastructure. Background of Business Integration. SAP Business Framework. Repository as Integrating Factor. Enterprise Application Development. Conclusion. 14. Business Engineering in R/3. R/3 Business Engineer Overview. Benefits of the R/3 Business Engineer. Modeling and Configuring the Enterprise. Using the R/3 Reference Model. Guideline for Implementing R/3. Project Management. Workflow and Personnel Organization. Open Repository Interface. Business Engineer: Future Vision. 15. New Age Enterprise. Electronic Commerce. New Age Application Components. R/3 Internet Application Scenarios. The Industry Reference Model, Process Configuration, and Vertical Markets. Autonomous Software Agents. Conclusion. Index.

Goal‐based business process models: creation and evaluation

Abstract: The way in which business process models are typically deployed emphasizes their use in a high‐level design or the capture of an existing process. At these stages evaluation of the model takes place only in informal and rudimentary ways. The real evaluation effort begins only with the output of the design process, e.g. an implementation of information technology (IT) support system. Explores the benefits and feasibility of evaluating a process model at an early stage of its creation. Anticipates two advantages. First, errors or invalid design concepts are detected earlier with consequent savings in cost. Second, non‐IT‐relevant aspects can come to light at an appropriate stage. Looks first, at the value of modelling goals. Second, presents in outline a design method for modelling business processes in which the concept of the goal is fundamental. Third, looks beyond the current scope of this method to the issue of evaluating the process designs. Concludes that business process models can be evaluated at the design stage, but the knowledge gained is only partial. Summarizes the strengths and weaknesses of the approach and describes some open questions.

Using Fuzzy Cognitive Maps to Model and Analyse Business Performance Assessment

Abstract: This paper, proposes a framework for developing business metrics and discusses the suitability of Fuzzy Cognitive Maps (FCMs) to model and analyse the business performance indicators Business metrics provide the basis for assessing business performance, identifying areas for improvement as well as benchmarking with the competition Researchers and practitioners have stressed on the importance of assessing business performance particularly with respect to business and Information Systems (IS) strategic planning as well as to business process re-engineering However, currently available process effectiveness assessment approaches fall short to comprehensive ly represent the domain, to dynamically follow the business and technological advances as well as to enable stakeholders to express their beliefs Our approach to developing business metrics considers an internal as well as an external organisational perspective while it recognises the strategic potential of Information Technology (IT) FCMs have been successfully used in decision making and simulation of complex situation Additionally, they allow for the simulation and analysis of data

Network system for unified business

Abstract: The network system according to the present invention incorporates functions for realization of a printing system as the print server software in the print server machine (workstation), and each user communicates with the print server software (PS) through a menu software available from the workstations for a self machine or a menu software available from a particular workstation and executes data output through the printer

A decision making methodology in support of the business rules lifecycle

Abstract: The business rules that underlie an enterprise emerge as a new category of system requirements that represent decisions about how to run the business, and which are characterized by their business-orientation and their propensity for change. We introduce a decision making methodology which addresses several aspects of the business rules lifecycle: acquisition, deployment and evolution. We describe a meta-model for representing business rules in terms of an enterprise model, and also a decision support sub-model for reasoning about and deriving the rules. A technique for automatically extracting business rules from the decision structure is described and illustrated using business rules examples inspired by the London Ambulance Service case study. A system based on the metamodel has been implemented, including the extraction algorithm.

Business process definition: a bottom-up approach

Abstract: In recent years there has been considerable focus on business processes which has created a debate on their definition. One school of thought believes that a standard set of business processes can be applied fairly universally to most businesses; others believe that business processes are individual and specific to organizations. Reviews this debate and presents a view based on a technique developed to define business processes using a bottom‐up approach. This technique focuses first on the business activities and goes on to quantify the relationships between business activities. The hypothesis behind the work described is that the closely coupled activities could be grouped together to form a natural business process. Describes the technique developed for bottom‐up identification of business processes in some detail and presents a case study which has been designed as a controlled experiment.

Closing the supply chain loop: reengineering the returns channel process

Abstract: Business process reengineering applied to the returns channel is becoming increasingly important as a result of marketplace requirements for productivity and customer satisfaction. This article provides an overview of a reengineering approach to “reverse logistics” and presents methodologies which may be helpful to management. Several examples from the literature are provided as illustrations of issues involved in reengineering the returns channel process and measuring return to available (RTA). The core processes of the Xerox Business Process Architecture (XBPA) are studied to identify the issues involved with solving the business issue by process rather than with functional strategies. Issues associated with business problem benchmarking as an input to reengineering and the key aspects of managing by process are also presented.

Reconstruction of Different Business Processes - A Theory and Method Driven Analysis

Abstract: When evaluating and developing organisations, the business process perspective is a popular one to use. Several methods exist and there are new ones being developed. When evaluating and/or developing organisations from a business process perspective, there is a need to reconstruct existing business processes. We have experienced problems in distinguishing and delimiting business processes in relation to each other. There is a need for criteria. Within the language/action perspective a more clear process notion can be formulated, which supports a clear process delimitation. In this paper we are showing a coupling between a method driven and a theory driven approach for reconstruction of different business processes. The business action theory, which is based on the language/action approach, gives us support in guidance for reconstruction of different business processes, i.e. asking questions based on communicative action theories. We also present a method for process and action modelling. The presented theory and method have been used in an action oriented case study, which is used to show experiences and drawing conclusions from one theory and method driven analysis of business processes.

Process-driven intranets: life-cycle support for process reengineering

Abstract: Information systems exist within an organizational web that links people, tools, and products with work processes. Process driven intranets explicitly integrate with this web and offer clear advantages over more traditional intranets in organizational process redesign. The paper considers characteristics of PDIs, the process modeling language and process design activities.

Business-Object Architectures and Standards

Abstract: Business information systems have become an integrated part of the modern enterprise and as such are required to enable the enterprise to serve and adapt to complex and dynamic business needs. An application architecture based on “business objects” is proposed as a way to build information systems to better meet these needs. Business objects are defined as components of the information system that directly represent the business model.

Business Process Implementation: Building Workflow Systems

Abstract: The speed with which today's businesses have to adapt to ever-changing circumstances and the complexity required to remain ahead in a competitive environment have forced the development of automated business process systems. Business Process Implementation describes a new method for designing and implementing office workflow systems. This method was developed by Graham Twaddle and his colleagues, and has been analysed and described by Michael Jackson, one of the pre-eminent contributors to current software development practices. It has been tried and tested by Sherwood International UK who have incorporated it into their award-winning Logicware software support system. The method consists of a carefully crafted combination of data and process modelling that permits highly parallel, and therefore highly efficient and flexible workflow. Moreover, it embodies a novel approach to database design and implementation that gives many of the benefits usually ascribed to object orientation but requires only a conventional relational database environment. Key Features of the book include: A clear and insightful description of the method, its range of applicability and its use. Innovative diagram and textual notations for data and process modelling. A thorough description of the Logicware software support system which provides insight into implementation issues and shows how to mechanize and simplify development. Questions at the end of each chapter, providing readers with an opportunity to check their understanding of the concepts involved. This book will be invaluable for anyone who has to develop and use business systems for information and administration and especially to those working in an environment where office workflow is an important concern. It will provide the reader with a way of clearly documenting the processes and process-related knowledge that are the end result of a Business Process Reengineering study. It also provides an approach to implementing the reengineered processes that has been tried and tested successfully in large systems for critical business applications.

Combining process modelling methods

Abstract: This paper examines two modelling paradigms, namely Hoare's Communicating Sequential Processes (CSP) and a subset of Role Activity Diagrams (RADs) and shows how they can be combined to give a new approach to process modelling. We examine the two notations by reference to processes from two different business domains. For each domain, we transform a RAD model (by way of methodical mapping) to arrive at an equivalent formal CSP model. The latter is then explored using a stepper, which allows for process simulation by executing the model. The paper suggests that by providing a mapping between these notations we gain the accessibility of a well understood user-facing modelling paradigm, (RADs), whilst retaining the formality of CSP. This provides us not only with the advantages of understandable user-facing models, for process elicitation and presentation, but also gives us the ability to experiment with (by process simulation) the effects of process change.

Flexible support for business processes: extending cooperative hypermedia with process support

Abstract: In this paper, we present a cooperative hypermedia based process support system focusing on flexible business processes. An analysis of the communication, coordination and cooperation requirements of business processes reveals a gap in current computer support. We propose to address these requirements by extending a cooperative hypermedia system with process support. The resulting system, called CHIPS, uses hypermedia based activity spaces to model the structural, relational, and computational semantics of both individual tasks and processes. Application examples demonstrate that the CHIPS system retains the intuitive usability of hypertext and can support a wide range of business processes.

Modeling business rules with situation/activation diagrams

Abstract: Business rules are statements about business policies and can be formulated according to the event-condition-action (ECA) structure of rules in active database systems. However, modeling business rules at the conceptual level from an external user's perspective requires a different set of concepts than currently provided by active database systems. This paper identifies requirements on the event language and on the semantics of rule execution for modeling business rules and presents a graphical object-oriented language, called situation/activation diagrams, meeting these requirements.

Successful business systems engineering. I. The systems approach to business processes

Abstract: There has been a revolution in the way that companies in many market sectors do business. Despite the many apparently different explanations of the revolution, each supported by new terminology, certain principles keep recurring. These are brought together in this two-part article into the methodology best known as business systems engineering (BSE). It must be emphasised that it is no more, and no less, than achieving a high standard of `engineering the business process' linking customer need to customer satisfaction by careful total process analysis, design and implementation to enable a win-win scenario. If the methodology of BSE is properly understood, the extension to new market sectors is greatly simplified. This first part concentrates on describing the systems approach and applying it to a range of business processes. Some typical industrial results obtained via application of the BSE methodology are included.

Business object design and implementation : OOPSLA '95 workshop proceedings,16 October 1995, Austin, Texas

Abstract: Business Objects Standards and Architectures.- Business-Object Architectures and Standards.- The Object Technology Architecture: Business Objects for Corporate Information Systems.- The OMG Business Object Facility and the OMG Business Object.- An Architecture Framework: From Business Strategies to Implementation.- Object Oriented Technology and Interoperability.- An Architectural Framework for Semantic Inter-Operability in Distributed Object Systems.- Semantics: The Key to Interoperability.- Business Objects Applications.- Object Business Modelling, Requirements and Approach.- Implementing Business Objects: CORBA Interfaces for Legacy Systems.- Modeling Business Enterprises as Value-Added Process Hierarchies with Resource-Event-Agent Object Templates.- Managing Object Oriented Software Development Projects.- SCRUM Development Process.- Experiences with a Manufacturing Framework.- Business Application Components.- Author Index.

An Enterprise reference Scheme for Integrating Model Based Knowledge Engineering and Enterprise Modelling

Abstract: In recent years the demand on business process modelling (BPM) became apparent in many different communities. To provide a unifying framework for different needs on enterprise modelling we define an enterprise reference scheme and show how the development of knowledge based systems can be incorporated in such a framework. From this framework conclusions for tool support are drawn.

A discrete event system model of business system-a systems theoretic foundation for information systems analysis. I

Abstract: A variety of information systems methodologies for information systems analysis have been proposed. Though each methodology has its own effective concepts and tools, there still does not seem to exist a rigorous model of a business system. In this paper a general model of business systems is proposed. The model describes the whole mechanism of typical routine processing of business tasks with slips and business papers. Furthermore it can be used to examine the ability and limitation of popular tools. The model proposed is called a business transaction system. It consists of both static and dynamic structures. The former depicts the interconnection of the transactions and file system in a business system. The dynamic structure is constructed as a state space representation by introducing a state space, and then the resultant dynamic system is a discrete event system. The state space consists of the file system and schedule of transactions processing. The model provides answers to some questions about the nature of information systems methodologies.

A technology adaptation model for business process automation

Abstract: A number of new technologies aimed at automating office work has been developed over the last 20 years with seemingly little impact on overall office productivity. The authors propose a conceptual model for technology adaptation for business process automation that stresses both technology-organization fit and technology-process fit. The goal of the study is to develop a systematic approach that addresses the needs for the organization to be adaptive and for work to be flexible. The technology adaptation model they developed is useful for technology providers in the workflow management area and for business managers who wish to take advantage of the new work-related technologies.

Workflow systems for inter-organizational business processes

Abstract: Business processes normally require the interaction of persons and systems of different departments or enterprises. A simple selling process for example, requires the collaboration of four partners (buyer, seller, shipping agency, and bank(s)). Moreover, in large, distributed organizations various levels of automization and heterogeneous IT-infrastructure complicate the design and execution of a general business process. The definition and execution of processes spanning over several products and using different forms of communication with the partners is therefore necessary.

Putting your IDEF0 model to work

Abstract: An IDEF0 model contains information describing how an organization executes its business processes. Describes how informa‐ tion from IDEF0 process models can be used to support execution of knowledge worker business processes via an automated system called the knowledge worker system (KWS). KWS enables an organization to implement an online business process model of their organization that contains information about the organization’s tasks along with the information resources and computer applica‐tions required to support task execution. Through this online model, KWS provides daily support to knowledge workers in the execution of the organization’s processes.

Business process modeling with SIMPROCESS

Abstract: This paper gives an overview of business process modeling with SIMPROCESS, its applications, unique features, basic and advanced modeling constructs, and benefits.