Showing papers on "Business Process Model and Notation published in 1999"

Business components framework

Abstract: A method of generating software based on business components. A plurality of logical business components in a business are first defined with each business component having a plurality of capabilities. Next, functional interrelationships are identified between the logical business components. Code modules are then generated to carry out the capabilities of the logical business components and the functional interrelationships between the logical business components, wherein the code modules represent a transformation of the logical business components to their physical implementation, while ensuring the capabilities that are carried out by each code module are essentially unique to the logical business component associated with the code module. Next, the functional aspects of the code modules and the functional relationships of the code modules are tested. The code modules are then subsequently deployed in an e-commerce environment.

Managing Business Process Flows

Abstract: From the Publisher: Managing Business Process Flows is a concise textbook for MBA level operations management courses. It provides a process-flows approach to studying some of the core concepts in operations with three steps: 1. Model and understand the process and its flows. 2. Study causal relationships between process structure and certain performance metrics. 3. Formulate implications for managerial actions by filtering out managerial levers (process drivers). MBPF shows how managers can control process structure and process drivers to achieve desired business process performance. This book is the result of the combined insight and experience of five operations management professors at the Kellogg Graduate School of Management, Northwestern University. An educational version of Process Model is included with this textbook.

A framework for selecting business process modeling methods

Abstract: The techniques for representing and analyzing business processes are referred to as business process modeling. Many business process modeling methods and their associated tools have been used to capture the characteristics of business processes. However, most methods view business processes from different perspectives and have different features and capabilities. Thus, an important research question is how process designers should select appropriate modeling methods for their BPR initiatives. In this paper, we propose a framework for selecting business process modeling methods based on modeling objectives. This framework can serve as the basis for evaluating modeling methods and generating selection procedures. A general selection procedure is also described. We use an expense claim process as an example to illustrate the application of the selection procedure.

Method and system for specifying and implementing automation of business processes

Abstract: A method s for specifying and implementing automation of business processes where the specification is independently manipulable by both the business process owner and technical implementers, and resulting technical elements can be tested for compliance with every detail in the specification. The method creates a single shared model suitable for understanding and execution in both the business and technical domains by focusing on the specification problem in the area of business automation. The solution to the specification problem lies in Information, Function, Flow (IFF or IF2) factorization of business processes. Models of the business are constructed by way of the IF2 modeling methodology. This is a complete model which includes, by construction, external specifications of each task included in the business model. The modularization problem is solved by preserving the partitioning of the system created in the business model. The automation system implements concrete modules that uniquely and directly correspond to particular elements whose external specification is determined by the business model.

A standard for business architecture description

Abstract: A complete architectural specification of an information technology (IT) system includes information about how it is partitioned and how the parts are interrelated. It also contains information about what it should do and the purpose it must serve in the business. This paper provides a set of business concepts that partition the world of business meaning. It discusses the purpose of such an architectural view of business and ways in which it can be used. A set of generic concepts and their interrelationships organize business information content in terms of requirements on the business, the boundary of the business, and the business as a system for delivery of value. Methods are introduced to explore variations on the basic business concept patterns. These concepts are positioned to describe IT systems that support the business, and they are used to manage the work of IT system development and deployment.

A Business Process Design Language

Abstract: Business process modelling and analysis puts specific requirements on models used and the language for expressing those models. The models should be easily understandable and analysable. In this paper we study the requirements for such a language and introduce a language that satisfies those requirements to a large extent. It was developed in the Testbed project, which aims at developing a systematic approach to business process change. The language, called AMBER, has a graphical representation, and allows to model processes, data, and the organisation and people involved in a uniform and integrated way. On the basis of a formal foundation of the language, different analyses and tool support are available. We illustrate our approach with a realistic example.

Object oriented technology analysis and design supporting method

Abstract: In an object-oriented technology analysis and design supporting method when analysis and design is being performed according to object-oriented technology on a system for business, a person knowledgeable of the business can generate object design information with minimal variation in quality even if the person is not knowledgeable of object-oriented technology. In the method, an object design information generator 0104 receives: management resource construction information in which resources that should be managed in business are entered hierarchically as elements, business activity construction information in which business activity to be performed in business are entered hierarchically as elements, and a business action scenario, in which is entered, for each element position at the lowermost level in the business activity construction information, the arrangement of operations needed for carrying out the corresponding business activity. The elements in the management resource construction information and the business activity construction information are treated as objects. Class information having the element name are associated with each element, and method information indicating the behavior of the object is obtained from the business action scenario. The elements positioned hierarchically above and below the element are obtained as the relations class information.

Business process reengineering: an approach for process mapping

Abstract: The goal of business process reengineering (BPR) is to achieve dramatic improvements in business measures of performance by radically changing the process design. This paper provides a structural definition of the redesign search space using the number of employee types and the number of activities. A systematic approach that combines some linear programming tools with unique BPR principles is then proposed to support the technical redesign of the current process. The approach is illustrated using a public firm process.

Method and system of business rule extraction from existing applications for integration into new applications

Abstract: A method of extracting and transforming a business rule which is a self contained section of legacy code focused on the computation of specific business policy includes identifying the business rule. Thereafter, the business rule code is located in the existing program and extracted in human readable code form. New code is generated for a new application for containing the business rule therein, and the new code is integrated into the new application. A system for extracting and transforming such business rules from existing programs such as legacy applications to a new application includes various components for achieving the various noted steps.

Computer method and apparatus for automatic execution of software applications

Abstract: A computer method and apparatus for automatic execution of software applications where the software applications are launched from a business terminology oriented workspace built using a business solutions framework. The framework includes the ability to define a workspace consisting of users, user types, business categories, business activities and business tasks. The workspace is presented by displaying associated business activities and the business tasks using business-oriented language and organization. A hierarchy of business categories, business activities and business tasks is also displayed in the workspace.

The process recombinator: a tool for generating new business process ideas

Abstract: A critical need for many organizations in the next century will be the ability toquickly develop innovative business processes to take advantage of rapidly changingtechnologies and markets. Current process design tools and methodologies, however,are very resource-intensive and provide little support for generating (as opposed tomerely recording) new design alternatives.This paper describes the Process Recombinator, a novel tool for generating newbusiness process ideas by recombining elements from a richly structured repositoryof knowledge about business processes. The key contribution of the work is thetechnical demonstration of how such a repository can be used to automaticallygenerate a wide range of innovative process designs. We have also informallyevaluated the Process Recombinator in several field studies, which are brieflydescribed here as well.Keywords: process innovation, business process repository, BPR, business processdesign

Quality-Oriented Design of Business Processes

Abstract: To fulfill and to apply the requirements of quality-oriented business process design described in chapter 2 the business processes and the quality aspects are to be described with a modeling language. In this chapter, we describe the standardized modeling language of Integrated Enterprise Modeling (IEM) that supports an object-oriented, comprehensible description of business processes as basis of planning and conducting QM activities. This results in an increase of the quality of the corporate planning process.

Simulation of Business Processes

Abstract: Computer-based simulation models of business processes offer a powerful mechanism for modelling organizational structures and arriving at informed recommendations for change and improvement. In this article, the authors review the current status of the business process modelling (BPM) and business process simulation (BPS) domains, discuss some pertinent issues for their successful deployment, and suggest a number of research directions for organizational modelling.

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.

A methodology and tool environment for process analysis and reengineering

Abstract: Most private and public organizations have recently turned their attention to the process by which they operate, to improve service and product quality and customer satisfaction. To support business process reengineering, methods and tools for process modeling and analysis are required. The paper presents the ARTEMIS methodology and associated tool environment for business process analysis for reengineering. In the ARTEMIS methodological framework, business processes are modeled as workflows and are analyzed according to an organizational structure perspective and an operational structure perspective. With these two perspectives, the analyst can plan reengineering interventions based on the degree of autonomy/dependency of organization units in terms of coupling, and the inter-process semantic correspondences, in terms of data and operation similarity, respectively. The ARTEMIS methodology and associated tool environment have been conceived and applied in the framework of the PROGRESS research project. In the paper, we report on a reengineering case study of this project involving the Italian Ministry of Justice.

A framework for virtual enterprise support services

Abstract: The main scope of this paper is to present a set of enabling services that support the establishment and management of Virtual Enterprises and the integration and interoperation of business processes. Based on a virtual enterprise life-cycle model that we propose, different business domains can integrate their business processes in order to provide transparently services to the end-users and customers of the Virtual Enterprise (VE). The appropriate enabling services are identified, analyzed and certain details regarding their design is given. These enabling services are the VE contract manager, the BP administrator, and the BP controller. Underlying services needed for the integration and execution of shared business processes are also proposed. Our proposed enabling services reduce the cost of development, maintenance and integration of shared business processes in VEs by applying interoperable, distributed object oriented technologies.

Anatomy of a process mapping workshop

Abstract: Many tools are in use for representing and analyzing business processes, but little information is available on how these tools are used in practice by process design teams. This paper analyzes one process mapping workshop in detail. Over three days, two facilitators and five representatives of the organization and business functions redesigned the core auto insurance business at a mid‐size Swiss insurance company. The mapping tool used during the session was IDEF0. The purpose of this paper is to share our experiences in using IDEF0 in the workshop setting. In addition to a narrative description of the workshop, we offer our observations on how such workshops can be conducted effectively and on the strengths and weaknesses of IDEF0 in this context. The final business process map did not emerge from a logical, linear development process. Rather, the workshop was characterized by constant refinement and development of an existing structure, punctuated by an occasional radical idea that forced the group to throw out the current process and start over. The hierarchical approach of IDEF0 proved critical in keeping the group focused on its task of abstracting the essence of the process itself from the details of current practice. The mapping tool proved to be less convenient for representing a sequence of events in time, multiple cases, and conditional flows of work.

Business Object Modeling Framework for Distributed Enterprise

Abstract: In this paper the framework for business object modeling with focus on distributed enterprise is proposed. It is based on Business Object Architecture, UML and Catalysis method. Business Object Architecture is methodology bringing business semantics to component-based development – the next generation of object-oriented methodology. Basic modeling concepts are business objects, business processes and business rules. Process of business process modeling with Business Objects is described and generic modeling patterns are presented. The framework is illustrated via work effort process modeling.

Business Process Reengineering

Abstract: The sections in this article are 1 Business Process Reengineering Defined 2 Logic of Business Process Reengineering 3 Business Process Reengineering Fails 4 How to Get Started for Reengineering 5 Need for Formal Modeling 6 Example of Or/Ms Thinking Used for Reengineering 7 Business Process Modeling Tools 8 System Dynamics 9 Case Study 10 Conclusion

Distributed Business Process Management

Abstract: This chapter presents an effort to extend the intra-organizational logistics carried out by the classical PPC systems, with a higher level vision of the Virtual Enterprise’s (VE) logistics, giving rise to an inter-organizational logistics. Getting, analyzing, making available and managing the information from and about a VE as well as enabling the enterprises to make their logistics more efficiently, are the roles of the advanced coordination functionality called “logistics support” which has been implemented in the “Distributed Business Process Management System”.

Evolution of business processes and a process simulation tool

Abstract: Business processes such as workflows are software too. However, development, evolution, and deployment of business processes have different difficulties to general software. Control, introduction, evaluation, and testing of business processes are difficult because multiple processes are related to each other and many people are involved in the processes. To solve these problems, we propose BPT/BPR/BPS (Business Process Tactics, Reengineering, and Simulation) lifecycle, based on a multi-agent groupware model. BPT means activities to control processes dynamically which have already been proposed. The simulation phase is mainly focused upon. A simulation model is presented which has some original aspects, and a prototype simulation tool is shown.

Systems analysis and business process mapping: a symbiosis

Abstract: Although systems analysis for designing information systems shares much in common with business process mapping there are critical differences. Systems analysis methodology produces a logical model, which omits all extraneous detail (in a somewhat similar spirit to business process re‐engineering). The approach is based on two views: entity‐relationships for data modelling and data flow diagramming for representing functions (which is used in a similar context to process in BPR terminology). A third view using an event driven process network, which serves as a macro representation complementing the other two views, is advocated.

Method and apparatus for business modeling

Abstract: A method and apparatus that define in a graphical way how to generate an application or template or custom solution based on a user defined Business Process Model, without programming. The computerized system uses prefabricated software components. These components are described in the Solution Library. The Solution Library includes a list of exclusive and completely exhaustive components (Business Patterns, data mapping models, state models). These components build up generic solutions for all business applications across the industry. The prefabricated software components include order elements, resource elements and process elements, with a state table attached. They are composed into Business Patterns. The present invention provides an analysis of an optimal business process. Once the optimal business process is defined, a methodic mapping of preexisting computer software systems/third party software systems to the business process can demonstrate functionality gaps. A gap exists if preexisting computer software system/third party system is unable to meet with the functional requirements dictated out of the business process. These gaps will be filled with components out of the Solution Library by: extending the Solution Library components to fulfil the specific industry and customer needs, through configuration, without programming, and by integration of existing solutions. Once the gaps are filled, the computer software system is operational and spans the user's entire business process.

Coupling Object-Oriented and Workflow Modelling in Business and Information Process Reengineering

Abstract: The focus of Business Process Reengineering (BPR) on the process concept puts forth the need for consistent methods and techniques for the capture, representation and performance assessment of business processes. In addition, Information Process Reengineering (IPR), i.e., the analysis of how to use legacy and new information systems to automate and support the reengineered business processes, requires the development of information process models, that are consistent, transparent and coherent with the business process models. Although the object-oriented approach seems to be the most suitable for a common process modelling scheme, it lacks significant attributes that would model the specificities of the business domain. In order to tackle this problem, the present paper develops a coupled modelling framework, that integrates an object-oriented method (Object Modelling Technique, OMT) and a business workflow analysis method (Action Workflow Analysis, AWA). The application of the framework to a banking case-study proves its usefulness and practicality.

Creating a knowledge management architecture for business process change

Abstract: In this paper we seek to elaborate on a recent understanding that successfully inducing business process change is highly dependent upon the knowledge management capabilities of an organization. From this perspective, we believe that the current methodological basis for business process management lacks transparency and, very often, fundamental justification. Most methodological support advanced in the literature is taken too often for granted, and does not seize business process change as a knowledge creation effort. As a consequence, many business process professionals fail to mobilize, exploit and capitalize on the organizational knowledge base, which is needed for inducing business process change. In this paper, we will explain some of these methodological shortcomings, and offer the SPARTA framework for developing a far more inclusive, integrative and adaptive approach to the field of business process knowledge management. The framework reflects our belief that successful business process change highly depends on a degree to which some key dimensions fit together harmoniously. Moreover, the paper will elaborate on how this concept of methodological fit can be applied at various conceptual levels. Illustrations from the Financial Services Industry will accompany our understandings. 1. BUSINESS PROCESS CHANGE Despite a decade of experience with the business process phenomenon, certain fundamental problems still beset its successful application, and cause concern to practitioners. Considering the enormous financial and intellectual investments made in the ‘business process issue’, it is no surprise that the prime conceptual quest for BPR advocates and critics has been focused around this aspect. The result is an ever-growing bibliography of research findings from authors, each with their Permission to make digital or hard copies ofall or part ofthis work for personal or classroom use is granted without fee probided that copies are noL made or distributed for prolit or commercial advantage and that copies bear this notice and the full citation on the first page. To copy otherwise. to republish, to post on se~-wrs or to redistribute to lists. requires prior specific permission and:or a fee. SIGCPR ‘99 New Orleans LA USA Copyn’ght ACM 1999 l-581 13-063-5/99/04...$5.00 own list of pitfalls, success factors and avoidance strategies for successfully implementing redesigns [ 1 l][ 16][19][20][26][36] [38][39]. Amongst many others can be cited the difficulties in ensuring top management commitment or the technical problems involved in developing a responsive workflow management system. Although we understand the importance of this stream of research, we are convinced that there is another critical aspect that has been largely ignored in the business process debate so far. Our reasoning is based on the belief that most implementation problems are the result of defective knowledge management or a lack of a supportive methodological architecture that enables organizational learning. Many fail to develop, exploit and capitalize on the organizational knowledge for inducing business process change. Unfortunately, the effectiveness of a vast number of ‘classical’ BPR methodologies has mostly been taken for granted. Overall, we feel that current characterizations of the business process phenomenon and its methodologies are too narrow in focus. They reflect a highly normative, mechanical perspective on business reality whereby IT has been elevated to the role of primary, or even sole change vector. The current rhetoric largely assumes that business processes can be ‘@Iled apart and redesigned like Lego” [32]; an influence partly inherited from Software Engineering approaches [15][17][22][27][32][34]. Despite caveats to the contrary in the early writings of BPR advocates, that warned against ‘throwing computers at problems’, classical BPR can still be found deficient in its own terms. Furthermore, there is the paradox that many guiding concepts of the business process movement retain large ‘Tayloristic’ influences, and many enthusiastic ‘reengineering czars’ mistakenly assume that business processes have been engineered in the first place. All this leads to a contradiction between the practice and recent research [4][8][ 11][32][44]. We believe there is a need to broaden both the context and concept of business process change and to reconsider some of its basic underlying principles. Simply stated, managing business processes involves questioning the validity of existing working practices (cf. the ‘AS-IS’ picture) and justifying potential changes (cf. the ‘TO-BE’ picture). Moreover, the process changes that are conceived and ultimately implemented should add value to the customer. In knowledge management circles, it is commonly