Showing papers on "Business Process Model and Notation published in 1998"

ARIS - Business Process Modeling

Abstract: From the Publisher: This book describes in detail how ARIS methods model and realize business processes by means of UML (Unified Modeling Language), leading to an information model that is the keystone for a systematic and intelligent method of developing application systems." "Multiple real-world examples - including knowledge management, implementation of workflow systems and standard solutions (SAP R/3 in particular) - address the deployment of ARIS methods.

ARIS - Business Process Frameworks

Abstract: From the Publisher: ARIS (Architecture of Integrated Information Systems) is a unique and internationally renowned method for optimizing business processes and implementing application systems. This book enhances the proven ARIS concept by describing product flows and explaining how to classify modern software concepts. The importance of the link between process organization and strategic management is stressed. With an emphasis on SAP R/3, real-world examples of standard software solutions illustrate these business process frameworks.

Correct Systems: Building a Business Process Solution

Abstract: Part 1: Building Correct Systems: Models of Computer Based Systems Business Processes, Problems and Solutions Testing, Testing, Testing Building Correct Systems A Case Study. Part 2: Theoretical Foundations: The Theory of X-Machines Complete Functional Testing Refinement Testing.

Automating the Discovery of As-Is Business Process Models: Probabilistic and Algorithmic Approaches

Abstract: In the current corporate environment, business organizations have to reengineer their processes to ensure that process performance efficiencies are increased. This goal has lead to a recent surge o...

The practical guide to business process reengineering using IDEF0

Abstract: Discover IDEF0 from a Pioneer of the Method--Chosen by the DoD As a Government Standard for BPR This book answers the call for a concise, comprehensive introduction to IDEF0 and its application in business process reengineering (BPR) efforts. Here is all the essential information about the IDEF0 method, the function analysis portion of the ICAM's Integration Definition (IDEF) methods--its definition, basic rules of usage (including the standard language syntax and semantics as contained in the Federal Standard), and lessons learned from many years of application in the real world. The book features examples based on actual models of commercial clients and government agencies. By studying IDEF0 models, readers learn how the method might be applied to the various aspects of enterprise analysis or systems analysis and what goals and benefits are reasonable to expect from its application. IDEF0 is at the heart of the DoD's version of BPR. In the private sector, industrial organizations that may have initially discovered IDEF through one or more government contracts have adopted it as a method for use with their own corporate BPR efforts. Use this book to apply the techniques of this vital member of the IDEF family of methods.

A coordination theory approach to process description and redesign

Abstract: Managers must understand, influence, and redesign organizational processes to improve business performance. In this paper we present a technique for documenting a business process. The technique has six steps: defining process boundaries, collecting data, determining actors and resources, determining activities, determining dependencies and model verification. While similar to other processmapping techniques, our approach is novel in incorporating ideas from coordination theory, thus the attention to dependencies. As a result, the technique is useful both for documenting a process and suggesting ways in which the process could be redesigned. We present an extended illustration with the hope that the technique can be used by readers of this article.

The CAP framework for business process modelling

Abstract: Business process modelling is an area of work that is increasingly used in conjunction with software development. For example, many development methods note the importance of strategic or business modelling, typically as a prerequisite to analysis. In addition, Systems Engineering for Business Process Change suggests the need to model the business process in maintaining and evolving existing (legacy) systems. In order to model business processes, one needs to consider what notations are most suitable, and what methods to adopt. However, the most appropriate notation typically depends on a number of contextual issues, the purpose of the modelling, the audience for the models and so on. Furthermore, this context changes with the progress of the modelling. Hence, the modeller needs guidance about appropriate approaches at different points in the modelling programme. This paper introduces a framework for business process modelling that provides such guidance without prescribing particular notations. This is achieved by describing business process modelling in terms of three iterative and generic categories or phases: Capture, Analysis and Presentation. The paper shows how different kinds of notational approaches can be used within these categories, discussing the choices available to the modeller. The (CAP) framework is generally applicable, and is illustrated both by a simple theoretical example, and by examples from industrial business process modelling.

A model management approach to business process reengineering

Abstract: A prescriptive and analytical approach is taken to business process reengineering (BPR). The objectives are to provide precise guidelines for process redesign to take full advantage of the efficiencies created by information technologies, and to develop techniques to evaluate alternative structures. A decision-making paradigm of organizations is adopted, and organizational processes are viewed as collections of decision models. Such a simplified analytical model provides an effective methodology to describe and quantify the impact of information technology on organizational structures and processes. The model explains and quantifies a variety of organizational issues such as: the significance of hierarchical structures in organizations, the need for business process reengineering after the introduction of information technology, and the exact conditions under which information technology may (and should) lead to more or less centralized structures. Reoptimization of business processes after the introduction of information technology is formulated as a dynamic programming problem.

Business Process Modeling with EPC and UML: Transformation or Integration?

Abstract: Process and object-orientation are basic concepts of modeling, implementing and customizing information systems. In this paper we present two approaches of combining those concepts into a coherent way. In the first approach we discuss how to transform business process models (Event-driven Process Chain (EPC) diagrams) into object-oriented models (Unified Modeling Language (UML) diagrams). The main focus is to support the co-existence of both modeling methods focusing on the modeling context. The second approach deals with the integration of both modeling methods extending the EPC-model by business object classes.

Eliciting software process models with the E3 language

Abstract: Software processes are complex entities that demand careful understand ing and improvement as they determine the quality of the resulting product. A necessary step toward the improvement of an organization's process is a clear description of the entities involved and of their mutual relationships. Process model elicitation aims at constructing this description under the shape of a software process model. The model is constructed by gathering, from several sources, process information which is often incomplete, inconsistent, and ambiguous. A process modeling language can be used to represent the model being elicited. However, elicitation requires process models to be understandable and well structured. These requirements are often not satisfied by available process modeling languages becuase of their bias toward process enaction rather than process description. This article presents a process modeling language and a support tool which are conceived especially for process model elicitation. The E3 language is an object-oriented modeling language with a graphical notation. In E3, associations are a means to express constraints and facilitate reuse. The E3p-draw tool supports the creation and management of E3 models and provides a view mechanism that enables inspection of models according to different perspectives.

Process analysis techniques and tools for business improvements

Abstract: Business process reengineering (BPR) and total quality management (TQM) both emphasise the benefits that a process orientated view of company operations can bring. Acquiring a clear definition of the “as‐is” business process and developing an understanding about how the process may be re‐engineered is a crucial stage in any BPR project. This early phase normally has three objectives: to achieve a full understanding of the process to be re‐engineered so as to clarify its objectives and characteristics; to create a shared vision and understanding among the re‐engineering team; to have a basis for starting the redesign. To support this phase, there is a range of tools: manual, computer supported and computer enabled which are traditionally used to help in the activities of process definition and analysis. This paper describes some of the newer approaches. The product introduction process (PIP) is examined in a general sense, and specific examples from the automotive industry are taken as a basis for evaluation of the available tools and applications. A sample from the process analysis tools identified was used to model the PIP, and from the difficulties and successes an understanding of the attributes required in such an analysis tool was derived.

Building business objects

Abstract: Building Business Objects is an excellent introduction to the theory of business components used on the enterprise, based on emerging OMG standards for distributed objects. Suitable for the working designer or IS manager, this title offers a valuable vendor-independent guide to the power of business objects. The principal strength of this text is its introduction to the theory and practice of business objects created with a modeling tool (included on the accompanying CD-ROM) called the Business Object Facility (BOF) Light. The authors first contrast traditional application architecture with the brave new world of applications written with distributed objects. In a series of simple, effective exercises, which can be done by virtually anyone (even without programming expertise), the authors work to create simple business objects needed for a car rental and apartment rental application. They also introduce UML basics for modeling classes. They avoid committing to CORBA or DCOM as technology platforms (though later chapters describe BOF in terms of CORBA services, including support for naming, transactions, and events). A later chapter looks at the advantages of business objects for Internet applications. By avoiding the CORBA vs. DCOM vendor war, this book achieves a balanced view of component design that will be appreciated by any manager or developer who wants the "big picture" about the advantages of business objects for reuse and reliability. While some of the details here are already a year old (such as the description of the older Java 1.1 standard), this book is still a useful choice for any IS manager or designer who wants a perspective on today's distributed objects. --Richard Dragan Topics covered: OMG business objects and UML basics, business processes, analysis, design, distributed components, Business Object Facility (BOF) basics, Business Object User Interfaces (BOUIs), BOF services, transactions and events, CORBA, DCOM, business objects on the Web (and Java), and BOF Lite (a modeling tool).

Process Management in Practice Applying the FUNSOFT NetApproach to Large-Scale Processes

Abstract: Management of business and software processes are areas of increasing interest, which evolved nearly independently from each other. In this article we present an approach to process management that has been applied to business and software processes and which, thereby, enabled cross-fertilization between both areas. The goal of this article is to report lessons learned in industrial as well as academic business and software process management projects.

RolEnact: role-based enactable models of business processes

Abstract: This paper describes RolEnact: a process-modelling notation used to provide enactable models of process instances. The paper shows how RolEnact models may be produced which are equivalent to role activity diagrams (RADs). This allows the modeller to describe processes in a notation (RADs); which can be understood both by process consultants and process users, whilst retaining the ability to generate enactable process scenarios.

Technology and Tools for Comprehensive Business Process Lifecycle Management

Abstract: Business processes are collections of one or more linked activities which realize a business objective or policy goal, such as fulfilling a business contract, and/or satisfying a specific customer need. The lifecycle of a business process involves everything from capturing the process in a computerized representation to automating the process. This typically includes specific steps for measuring, evaluating, and improving the process. Currently, commercially available workflow management systems (WFMSs) and business process modeling tools (BPMTs) provide for complementary aspects of business process lifecycle management. Furthermore, new concepts and interoperating tools in these categories are emerging to provide comprehensive support for managing the entire business process lifecycle. In this paper we provide an overview and an evaluation of the process modeling, analysis, automation, and coordination capabilities provided by integrated BPMTs and WFMSs. We also discuss how state of the art WFMSs and BPMTs can interoperate to provide complete support for the entire business process lifecycle. Although we occasionally discuss research issues, we mainly focus on the state of the art in commercially available technology.

A characterization of a business process

Abstract: In recent years it has become evident that the success of an organization depends on its ability to understand and manage its processes in order to meet customer requirements. Both business process reengineering (BPR) and project management are commonly advocated as means of improving these processes. The aim of this paper is to highlight the potential benefits of using formal characterizations of the business process in support of BPR. A case study is used to show how ideas that underpin the computer‐based representation of mechanical products can be applied to business processes.

Object-orientation in business process modeling through applying event driven process chains (EPC) in UML

Abstract: Object-orientation is the most common approach for implementing information systems. On the other side, methods to improve business strategies and business operation like business process reengineering are usually process oriented. Since requirements for information system implementation are derived from business analysis, an integration of process orientation and object-orientation is mandatory. Event-driven process chains (EPC) are widely used for modeling, analyzing and redesigning business processes. The resulting EPC models are used as a starting point for the development of information systems and for the definition of workflows. They can be applied for simulation and activity based costing. A major area of application is the Implementation of standard software packages, because many vendors have documented their software's processes with EPCs. Since UML diagrams as the upcoming standard for object-oriented design do not yet cover all aspects required for the above mentioned application areas, an integrated approach is necessary for describing the dependencies between event-driven process chains and UML diagrams. Such an integrated approach is presented.

A framework for business process management

Abstract: A framework for business process management facilitates the implementation, management and improvement of process-based organisations. In order to do so, organisations require new capabilities such as change roadmaps, knowledge management and balanced performance measures.

Business Object Component Architecture

Abstract: The Common Business Object Framework aims at coming up with a set of system-level abstractions and interoperability standards to simplify and standardize business systems development The author asserts that Boca provides a solution to the challenge of segregating core business information from the technological specifics of its home system while allowing different applications to exchange data across the enterprise

The SAPR/3 Business Framework

Abstract: This paper gives a synopsis of the SAP R/3 Business Framework. The architecture is based on an object-orientated approach using business objects and Business Components. Using this architecture together with a distribution model, distributed applications (distributed business processes) can be mapped and implemented. The spectrum of distributed applications extends from the simple integration of two components using a few interfaces to the integration of many components distributed across the globe.

The Business Component Approach

Abstract: This paper introduces the business component approach to distributed business system development. This approach is based on a component concept that supports large-scale system development, covers the whole software lifecycle, and directly addresses various architectural layers and the realities of distributed systems.

Using UML for Business Object Based Systems Modeling

Abstract: The development of business information systems based on business object components as defined by the OMG is going to complement and simplify the conventional approach to object-oriented software development. The intention is to enable end users and business experts to assemble “plug-and-play” business objects without the help of IT experts. In spite of the reduction of complexity to be expected, a model-based approach to systems development is still essential. Business objects are not only well suited as modeling concepts in software engineering, they may even be used in the context of business engineering. This paper describes different aspects of modeling business objects with the Unified Modeling Language and evaluates its aptitude for that purpose.

A process-driven, event-based business object model

Abstract: Proposes a new model for aligning business process engineering and business application development and implementation. The model is built on the concepts of distributed business objects and event-driven computing. Business processes are modeled as a series of interactions with business objects such as customers, orders and inventory. The required sequence of and relationship between these interactions is expressed as a set of business events, i.e. state changes to the affected business objects. Because both the business model and the system implementation are expressed in the same terms, this architecture ensures optimal communication between business and IT, and therefore quicker, better-suited and more flexible systems solutions.

The Development of the Business Rules Diagram

Abstract: ion A

Investigating business processes: does process simplification always work?

Abstract: Describes the use of a meta‐level model to discover the core operations process, and how the boundaries around the business process were identified at an automotive manufacturer. Evidence was then collected both qualitatively and quantitatively for two models that shared the same business process in the same plant. This research design effectively removed much of the “noise”, such as organisation structure and payment systems, from the investigation. The study concludes that the two models have different and distinctive process needs, and that convergence through process simplification is actually a doubtful strategy to apply to all products in every context. Process simplification is not a general rule for improved competitiveness, and a business must understand the limitations in terms of product performance in the market place.

Value system redesign

Abstract: Business process re-engineering (BPR) is a methodology that originates from implementing enhanced information technology to streamline business performance. Not only can the efficiency of existing business processes be improved, but also have entirely new business processes and even entirely new business come into reach through information technology. Thus, BPR has become a major organizational and strategic challenge. In this paper we will therefore address the question, how enterprises can benefit, how they can create value from the emerging information society by enhanced BPR. For this purpose we will set the scene by describing the competitive background. We will then focus on the spanning of boundaries, synergy among management functions and the idea of platforms as three important implications of the process concept. Value System Redesign (VSR) is presented as a methodology that builds on these implications of the process concept and provides systematical support to gain competitive advantage new in business opportunities. We will present VSR as an approach that is under development in the TELEflow project