Showing papers on "Business Process Model and Notation published in 2000"

Business Modeling With UML: Business Patterns at Work

Abstract: From the Publisher: Eriksson and Magnus Penker now provide guidance on how to use UML to model your business systems. In this book, key business modeling concepts are presented, including how to define Business Rules with UML's Object Constraint Language (OCL) and how to use business models with use cases. The authors then provide 26 valuable Business Patterns along with an e-business case study that utilizes the techniques and patterns discussed in the book.

Analyzing process models using graph reduction techniques

Abstract: The foundation of a process model lies in its structural specifications. Using a generic process modeling language for workflows, we show how a structural specification may contain deadlock and lack of synchronization conflicts that could compromise the correct execution of workflows. In general, identification of such conflicts is a computationally complex problem and requires development of effective algorithms specific for the target modeling language. We present a visual verification approach and algorithm that employs a set of graph reduction rules to identify structural conflicts in process models for the given workflow modeling language. We also provide insights into the correctness and complexity of the reduction process. Finally, we show how the reduction algorithm may be used to count possible instance subgraphs of a correct process model. The main contribution of the paper is a new technique for satisfying well-defined correctness criteria in process models. © 2000 Published by Elsevier Science Ltd. All rights reserved.

ARIS Architecture and Reference Models for Business Process Management

Abstract: In this article a general business process architecture is presented, which is based on the Architecture of Integrated Information Systems (ARIS) and which is composed of the four levels of process engineering, process planning and control, workflow control and application systems The ARIS-House of Business Engineering encompasses the whole life-cycle range: from business process design to information technology deployment, leading to a completely new process-oriented software concept At the same time, the architecture bridges the gap between business process modeling and workflow-driven applications, from Business Process Reengineering to Continuous Process Improvement

A conceptual framework for understanding business processes and business process modelling

Abstract: It is increasingly common to describe organizations as sets of business processes that can be analysed and improved by approaches such as business process modelling. Successful business process modelling relies on an adequate view of the nature of business processes, but there is a surprising divergence of opinion about the nature of these processes. This paper proposes a conceptual framework to organize different views of business processes under four headings. It also aims at providing an integrated discussion of the different streams of thought, their strengths and limitations, within business process modelling. It argues that the multifaceted nature of business processes calls for pluralistic and multidisciplinary modelling approaches.

Building business objects and business software applications using dynamic object definitions of ingrediential objects

Abstract: A method and system are provided for providing an open and extensible object definition framework that manages business object definitions as specifications. This framework may be used to dynamically define any object that is to be processed by a computer. Objects can include Properties, Classifications, Knowledge, Business Objects, and Business Rules to name a few. Some examples of typical Business Objects include: business and social entities; locations, including spaces, places and channels; activities, including events and processes; items, including products and services; and business records, including orders and other forms of demand, inventory, jobs, deliverables, statements, transaction history et. al. The method and system may be used to define any object that is to be processed by a computer. Objects can include Properties, Classifications, Knowledge, Business Objects, and Business Rules to name a few. Typical Business Objects include: Business and social entities; Locations including spaces, places, and channels; Activity including events and processes; Items including products and services; Business Records including orders and other forms of demand, inventory, jobs, deliverables, statements, transaction history et. al.

Business Modelling Is Not Process Modelling

Abstract: Innovative e-business projects start with a design of the e-business model.We often encounter the view, in research as well as industry practice, that an e-business model is similar to a business process model, and so can be specified using UML activity diagrams or Petri nets. In this paper, we explain why this is a misunderstanding. The root cause is that a business model is not about process but about value exchanged between actors. Failure to make this separation of concerns leads to poor business decision-making and inadequate business requirements.

Integrated process modeling: an ontological evaluation

Abstract: Process modeling has gained prominence in the information systems modeling area due to its focus on business processes and its usefulness in such business improvement methodologies as Total Quality Management, Business Process Reengineering, and Workflow Management. However, process modeling techniques are not without their criticisms [13]. This paper proposes and uses the Bunge-Wand-Weber (BWW) representation model to analyze the five views - process, data, function, organization and output - provided in the Architecture of Integrated Information Systems (ARIS) popularized by Scheer [39, 40, 41]. The BWW representation model attempts to provide a theoretical base on which to evaluate and thus contribute to the improvement of information systems modeling techniques. The analysis conducted in this paper prompts some propositions. It confirms that the process view alone is not sufficient to model all the real-world constructs required. Some other symbols or views are needed to overcome these deficiencies. However, even when considering all five views in combination, problems may arise in representing all potentially required business rules, specifying the scope and boundaries of the system under consideration, and employing a top-down approach to analysis and design. Further work from this study will involve the operationalization of these propositions and their empirical testing in the field. (C) 2000 Elsevier Science Ltd. All rights reserved.

Knowledge Management and New Organization Forms: A Framework for Business Model Innovation

Abstract: The concept of knowledge management is not new in information systems practice and research. However, radical changes in the business environment have suggested limitations of the traditional information-processing view of knowledge management. Specifically, it is being realized that the programmed nature of heuristics underlying such systems may be inadequate for coping with the demands imposed by the new business environments. New business environments are characterized not only by rapid pace of change but also discontinuous nature of such change. The new business environment, characterized by dynamically discontinuous change, requires a re-conceptualization of knowledge management as it has been understood in information systems practice and research. One such conceptualization is proposed in the form of a sense-making model of knowledge management for new business environments. Application of this framework will facilitate business model innovation necessary for sustainable competitive advantage in the new business environment characterized by dynamic, discontinuous and radical pace of change.

ERP implementation critical success factors-the role and impact of business process management

Abstract: Variously called enterprises resource planning (ERP) systems, enterprise-wide systems, or enterprise business system, these comprehensive, package software solutions seek to integrate the complete range of a business's processes and functions in order to present a holistic view of the business from a single information and IT architecture. The critical success factors for ERP implementation include top management support, a clear business vision and issues specific to ERP such as ERP strategy and software configuration. However, some of the more important factors are the issue related to re-engineering business processes and the integration of various core processes to the ERP system.

Modeling Processes and Workflows by Business Rules

Abstract: This contribution describes a rule-based method for modeling business processes and workflows. Business rules are defined as statements about guidelines and restrictions with respect to states and processes in an organization. After introducing an extended Event-Condition-Action (ECA) notation, an approach for the refinement of business rules is developed in order to achieve a consistent decomposition of the business processes. Thus, ECA rules serve as an integration layer between different process modeling and (workflow) specification languages. Finally, we propose an architecture of a rule-oriented repository supporting the modeling and refinement process.

CORBA wrappers for rules automation technology

Abstract: A method, system, and software product in which wrappers for rules automation technology are provided. Business rules, business objects, and at least one object agent, representing a corresponding one of the business objects, are provided. The object agent is inserted into a business rules agenda for executing the business rules so that the business rules are directly applied to the object agent, and thereby, are indirectly applied to the corresponding business object. This approach advantageously allows unsophisticated users of rules automation technology to interface with complex business objects and prevents an exception from destroying a business transaction.

Implementing a Business Process Management System Using ADEPT: A Real-World Case Study

Abstract: This article describes how the agent-based design of ADEPT (advanced decision environment for process tasks) and implementation philosophy was used to prototype a business process management system for a real-world application. The application illustrated is based on the British Telecom (BT) business process of providing a quote to a customer for installing a network to deliver a specified type of telecommunications service. Particular emphasis is placed upon the techniques developed for specifying services, allowing agents with heterogeneous information models to interoperate, allowing rich and exible interagent negotiation to occur, and on the issues related to interfacing agent-based systems and humans. This article builds upon the companion article (Applied Artificial Intelligence Vol. 14, no. 2, pgs. 145¨189) that provides details of the rationale and design of the ADEPT technology deployed in this application.

Business Process Oriented Development of Data Warehouse Structures

Abstract: In recent years data warehouse projects have become popular to most companies. Unfortunately many of these projects come to grief due to missing engineering strategies and modeling standards. The common method for developing multidimensional data structures is deriving relevant datasets from underlying operational data sources. But in fact developing large data schemata for decision support applications requires more knowledge about the underlying business domain. It is obvious that for efficient decision making an approach is required which additionally focuses on goals and strategies of the company. This information can not be extracted by analyzing the operational data sources. We realized that commonly applied business process models can be used to handle this problem. In this paper we present a completely new approach to warehouse development — the derivation of data warehouse structures from business process models.

Assessing the quality of business process modelling techniques

Abstract: The conceptual modelling of business processes is becoming popular. The number of techniques and tools is growing fast. At the same time, an appropriate framework for understanding the quality of these modelling techniques is lacking. We report upon the development of a framework for understanding the quality of business process modelling techniques, called the QME framework. The framework defines the elements that constitute a modelling technique and presents a number of quality properties as well as ways to operationalise them. The framework is applied to illustrate the quality of the Dynamic Essential Modelling of Organisations (DEMO) business modelling technique. Conclusions are drawn both on the quality of DEMO and on the application of the framework to study DEMO.

On Capturing Exceptions in Workflow Process Models

Abstract: Exceptions have always been a major source of complexity and limitation in business process automation. In this paper we review exception handling from the perspective of large business processes that involve several, possibly heterogeneous and distributed information systems. The aim is to capture behavior which represents deviations from the normal process, but still can be anticipated, and handled accordingly. These exceptions are useful and a key to effective and flexible processes. Using workflow techniques as instruments of business process modeling, we provide methodological guidelines for analyzing exceptional behavior and designing special constructs within the process model that support useful exceptions.

Modeling, Simulation and Analysis of Business Processes

Abstract: Building and analyzing models of business processes has gained increased importance for any activity that requires a close examination of the business processes involved, e.g., Business Process Reengineering efforts. In this chapter we introduce a Petri net based approach to support such activities. Business processes are modeled using standard place/transition nets enhanced with some notions needed to integrate all aspects of business processes that are relevant with respect to analysis purposes, e.g., the notion of time and costs. The Petri net models of business processes are simulated by generating partially ordered runs. We will show how these runs can then be used for performance analysis of important key indicators such as throughput time. All introduced concepts are summarized in a 3-step approach that supports users to base their decision between possible alternatives for the design of a business process on facts.

Beneath the surface of organizational processes: a social representation framework for business process redesign

Abstract: This paper raises the question, “What is an effective representation framework for organizational process design?” By combining our knowledge of existing process models with data from a field study, the paper develops criteria for an effective process representation. Using these criteria and the case study, the paper integrates the process redesign and information system literatures to develop a representation framework that captures a process' social context. The paper argues that this social context framework, which represents people's motivations, social relationships, and social constraints, gives redesigners a richer sense of the process and allows process redesigners to simultaneously change social and logistic systems. The paper demonstrates the framework and some of its benefits and limitations.

On the challenges of business modeling in large-scale reengineering projects

Abstract: Modeling existing and future business processes is crucial to the outcome of large-scale reengineering projects. The use of parameterized or standard components does not render business models redundant, but shifts the modeling focus even more from technical aspects to the real-world business processes. In current reengineering projects, however, there is often a lack of coordination of modeling activities and the consistency of conceptual models across project activities can be threatened. There are often several models of the same phenomenon that are used by different people, in different phases, or for different purposes. This paper discusses some of the challenges of business modeling and presents a three-tier model description that explains some of the model variants found in reengineering projects. The findings from a large-scale SAP project in Europe underline the importance of a balanced business model and show how individually tailored conceptual models may hamper the formation of a common understanding of the domain and badly affect the reengineering of the business processes.

Re‐engineering manufacturing processes through simulation modelling

Abstract: Previous research suggests that developing dynamic models of business processes prior to their radical change could increase the success of BPR projects Identifies barriers encountered in existing business processes and presents an overview of business process modelling methods that can be used to identify ways of eliminating these barriers A case study is used to demonstrate how simulation modelling can be used to effectively re‐engineer manufacturing processes The developed model is then manipulated, with results being generated to discover the possibilities of increasing the through‐put of the system The usability of simulation modelling for evaluating alternative business process strategies is then investigated Guidelines for achieving more widespread use of business process simulation are then proposed

How conceptual system architecture leads to business process

Abstract: While designing a global bank's Money-Link, the clustering of non-functional properties suggested two “lobes”: (1) transactional (enabling payments among affiliate banks), which required high-availability, high-security, and geographical distribution; and (2) analytic, with traditional database requirements These purely architectural components coincided with business processes separately identified by business analysts Architecture provided problem domain insight

Method and system for integrating core banking business processes

Abstract: A system and method are provided for integrating core banking business processes which includes a business platform in which two or more selected banking processes common to the core banking business are integrated. The business platform includes at least one database for sharing data between the core banking business processes and to provide the system with customer and business information. The business platform invokes a basic business rule library formed of two or more basic business operations to be implemented and a common function library which includes at least one common function program which is called by the basic business operations. One or more application business subsystems each formed of a combination of the basic business operations are called by the business platform to perform selected operations as required by a particular banking transaction.

Generic Linear Business Process Modeling

Abstract: Visual-oriented process modeling concepts and languages used today often lead to modeling of "spaghetti-processes". Thus, the process models are not applicable effectively in distributed, partially automated and dynamic scenarios. They also support permanent adaptation and composition of process models insufficiently. The approach of Generic Linear Business Process Modeling describes a meta model that aims to avoid these inadequacy. According to the concept of linear programming, nested logic blocks are applied to model the process flow. Additionally, by using generic blocks composition and amplifying of process models on different levels of detail is achieved. Further the approach outlines the visualization of generic linear process models and an XML based format in order to exchange the models in a networked business environment.

Using Formal Analysis Techniques in Business Process Redesign

Abstract: Formal analysis techniques can deliver important support during business process redesign efforts. This chapter points out the (potential) contribution of these formal analysis techniques by giving an outline on the subject first. Next, a specific, newly developed formal technique is discussed.

Transparent-box business simulators: an aid to manage the complexity of organizations

Abstract: The various methods and tools most commonly used for management training at the present time are insufficient to deal with the complexity of organizations. It seems clear that the system dynamics (SD) approach would allow the treatment of complexity in a more realistic way. The possibility of relating the system’s structure to its behavior is one of the main features of SD because it helps to understand the reasons behind this behavior and should favor decision making and an understanding of the phenomena observed. This possibility is offered by transparent-box business simulators that, in this way, help to overcome the deficiencies of other education tools.

EULE: a knowledge-based system to support business processes

Abstract: Office tasks related to the processing of contracts in the insurance business are complex and highly dependent on legal and company-specific regulations. Furthermore, due to increasing competition on the market there is a strong pressure to increase the efficiency and quality of office task performance. The only way to meet these manifold requirements is to provide a computer-based guidance and interactive support for office workers. At Swiss Life, we have developed the EULE system that fulfills these requirements. EULE's functionality is in the triangle of Knowledge Representation, Business Process Modeling, and Knowledge Management — the latter because EULE encodes and stores knowledge which is crucial for the company. The system relies on a knowledge representation language which covers data and process aspects as well as the relevant legislation and company regulations.

The Business of Software: the case for a new business model

Abstract: TE R R Y M IU R A There is no doubt the triumph of modern production has been the development of the manufacturing process. From Eli Whitney’s cotton gin, through Simeon North’s use of standardized rifle parts, to Frederick W. Taylor’s scientific management concepts, the concept of assembly and manufacturing achieved its ultimate expression in Henry Ford’s Dearborn assembly plant. Underlying the techniques these pioneers devised was one principle: Product is king. This principle is so omnipresent in business, it is largely unquestioned. The application of similar structures to the business of the production of software is also somewhat unquestioned. The push is for standardized parts, for process, for automation, and for repetitive operations. But there is an underlying misassumption we make in this drive for engineering credibility and consistency. It is this: Software is not a product. “What do you mean our software is not a product?” the general manager recoiled as if bitten. “We’ve been pounding it into people’s heads that it is. We’ve been saying it’s the most important product we produce! This nonproduct is currently replacing key

Supporting Different Dimensions of Adaptabilityin Workflow Modeling

Abstract: This paper discusses the theme of workflow system adaptability in relation to process modeling Starting from a discussion on the role of formal constructs in cooperation, the main claim is that adaptability involves different dimensions of process modeling These dimensions concern the possibility to flexibly combine a rich set of basic categories in order to obtain the most suitable language for modeling the target business process and the work practices around its to take into account various levels of visibility of the contexts of definition and use of a process models and finally to allow for temporary as well as permanent modifications of the process itself Ariadne, a notation conceived for the above purpose, is illustrated by means of a working example Moreover, the paper presents the main design principles governing Ariadne's implementation

Business process framework for reinsurance

Abstract: An improved method and system for developing a reinsurance administration system. Developers may build application programs for reinsurance administration with increased re-use of existing functionality and decreased development time. A business process framework may include common functionality for a plurality of business processes and a template for executing steps in the business processes. The common functionality may include behavior for GUI elements such as windows and buttons, error logging, and database commit and rollback transactions. One or more business process subclasses may be derived from abstract business process classes in the business process framework. One or more support processes in the business process framework may be specified for a business process. The support processes may include support processes for data or syntax validation, GUI, persistent data storage, security, and/or precondition checks. One or more hook methods in the business process framework may be overridden by a business process to identify methods to be performed at various points during execution of the business process. The business processes may be combined to build one or more application programs.