Showing papers on "Business Process Model and Notation published in 2005"

Consistent set of interfaces derived from a business object model

Abstract: Methods and systems consistent with the present invention provide a data processing system having a business object model reflecting the data used during a business transaction. Consistent interfaces are generated from the business object model. These interfaces are suitable for use across industries, across businesses, and across different departments within a business during a business transaction.

Case handling: a new paradigm for business process support

Abstract: Case handling is a new paradigm for supporting flexible and knowledge intensive business processes. It is strongly based on data as the typical product of these processes. Unlike workflow management, which uses predefined process control structures to determine what should be done during a workflow process, case handling focuses on what can be done to achieve a business goal. In case handling, the knowledge worker in charge of a particular case actively decides on how the goal of that case is reached, and the role of a case handling system is assisting rather than guiding her in doing so. In this paper, case handling is introduced as a new paradigm for supporting flexible business processes. It is motivated by comparing it to workflow management as the traditional way to support business processes. The main entities of case handling systems are identified and classified in a meta model. Finally, the basic functionality and usage of a case handling system is illustrated by an example.

The Business Model: An Integrative Framework for Strategy Execution

Abstract: We have many useful frameworks for formulating business strategy, i.e., devising a theory of how to compete. Frameworks for strategy execution are comparatively fragmented and idiosyncratic. This paper proposes a business model framework to link the firm's theory about how to compete to its execution. The framework captures previous ideas about business models in a simple logical structure that reflects current thinking in strategy. The business model framework provides a consistent logical picture of the firm that is a useful tool for the strategist, for teaching, and potentially for research on business models in strategy.

Semantic business process management: a vision towards using semantic Web services for business process management

Abstract: Business process management (BPM) is the approach to manage the execution of IT-supported business operations from a business expert's view rather than from a technical perspective However, the degree of mechanization in BPM is still very limited, creating inertia in the necessary evolution and dynamics of business processes, and BPM does not provide a truly unified view on the process space of an organization We trace back the problem of mechanization of BPM to an ontological one, ie the lack of machine-accessible semantics, and argue that the modeling constructs of semantic Web services frameworks, especially WSMO, are a natural fit to creating such a representation As a consequence, we propose to combine SWS and BPM and create one consolidated technology, which we call semantic business process management (SBPM)

Business alignment: using process mining as a tool for Delta analysis and conformance testing

Abstract: Increasingly, business processes are being controlled and/or monitored by information systems As a result, many business processes leave their “footprints” in transactional information systems, ie, business events are recorded in so-called event logs Process mining aims at improving this by providing techniques and tools for discovering process, control, data, organizational, and social structures from event logs, ie, the basic idea of process mining is to diagnose business processes by mining event logs for knowledge In this paper we focus on the potential use of process mining for measuring business alignment, ie, comparing the real behavior of an information system or its users with the intended or expected behavior We identify two ways to create and/or maintain the fit between business processes and supporting information systems: Delta analysis and conformance testing Delta analysis compares the discovered model (ie, an abstraction derived from the actual process) with some predefined processes model (eg, the workflow model or reference model used to configure the system) Conformance testing attempts to quantify the “fit” between the event log and some predefined processes model In this paper, we show that Delta analysis and conformance testing can be used to analyze business alignment as long as the actual events are logged and users have some control over the process

Using BPMN to Model a BPEL Process

Abstract: The Business Process Modeling Notation (BPMN) has been developed to enable business user to develop readily understandable graphical representations of business processes. BPMN is also supported with appropriate graphical object properties that will enable the generation of executable BPEL. Thus, BPMN creates a standardized bridge for the gap between the business process design and process implementation. This paper presents a simple, yet instructive example of how a BPMN diagram can be used to generate a BPEL process.

Adaptive process management with ADEPT2

Abstract: In the ADEPT project we have been working on the design and implementation of next generation process management software. Based on a conceptual framework for dynamic process changes, on novel process support functions, and on advanced implementation concepts, the developed system enables the realization of adaptive, process-aware information systems (PAIS). Basically, process changes can take place at the type as well as the instance level: changes of single process instances may have to be carried out in an ad-hoc manner and must not affect system robustness and consistency. Process type changes, in turn, must be quickly accomplished in order to adapt the PAIS to business process changes. ADEPT2 offers powerful concepts for modeling, analyzing, and verifying process schemes. Particularly, it ensures schema correctness, like the absence of deadlock-causing cycles or erroneous data flows. This, in turn, constitutes an important prerequisite for dynamic process changes as well. ADEPT2 supports both ad-hoc changes of single process instances and the propagation of process type changes to running instances.

Concept and Evolution of Business Models

Abstract: Although the term ‘business model’ is widely used in the business world, the academic research on this issue is sparse. This paper tries to close that gap by developing a typology of different busi...

Comparing Two Business Model Ontologies for Designing e-Business Models and Value Constellations

Abstract: Business models have been an important topic in various disciplines and particularly ebusiness. Yet, little research has tempted to compare and integrate the different business model approaches. This paper compares two business model ontologies, the Business Model Ontology BMO and the e3value ontology, for the design of business models and value constellations. For that purpose it introduces a framework that allows the comparison of different conceptual approaches to business models. The two ontologies are illustrated through a case study in the domain of rights music management. The outcome of the analysis is twofold. Firstly, it permits a better understanding of business model research. Secondly, it highlights the possible paths to integrate the two ontologies in order to improve the representation, design, and analysis of business models.

Business Process Management Systems: Strategy and Implementation

Abstract: Theories of Process Management What is Process Management? Early Process Concepts Modern Process Management Theories Total Quality Management Movement (TQM) Six Sigma Business Process Reengineering (BPR) Comparing Business Process Reengineering (BPR), Total Quality Management (TQM), and Six Sigma Business Process Management Business Process Management (BPM) Concepts Business Process Management (BPM) Principles Business Process Management (BPM) Practices The Value of Information Technology (IT) Convergence of Process-Focused Management Practices Process Management Lifecycle Overview of Business Process Management System Key Capabilities of Business Process Management Systems (BPMS) Introduction of the Process Layer How Business Process Management Systems (BPMS) Can Benefit Business Process Reengineering (BPR) Initiatives How Business Process Management (BPM) Can Benefit Quality Programs Data Integration Technology Open Database Connectivity (ODBC) Object Linking & Embedding Database (OLE DB) Java Database Connectivity (JDBC) Messaging-Based Integration Technology Point-to-Point Messaging Process Component-Based Integration Technology Remote Procedure Call (RPC) The Shift Toward Object-Oriented Programming Advent of Component-Based Technology Common Object Request Broker Architecture (CORBA) Microsoft Component Technologies Java Component Technologies Summary Workflow Technology Different Types of Workflows Workflow Reference Model Differences Between Workflow Management System (WfMS) and Business Process Management System (BPMS) Different Types of Business Process Management Systems Types of Business Process Management System (BPMS) Process Data-Centric Integration Product Application-Centric Integration Products Process-Centric Integration Product Future BPMS Developments Business Process Management Systems (BPMS) Standards Development of Business Process Management System (BPMS) Standards Overview of the Process Definition Standards Comparing XML Process Definition Language (XPDL), Business Process Modeling Language (BPML), and Business Process Execution Language (BPEL) Overview of Process Interaction Standards Summary Business Process Management Implementation Methodology Lessons from Business Process Reengineering (BPR) Business Process Management (BPM) Implementation Methodology Phase 1 Commit Phase 2 Research Phase 3 Analyze Phase 4 Design Phase 5 Implement Phase 6 Support Conclusion

Interaction protocols as design abstractions for business processes

Abstract: Business process modeling and enactment are notoriously complex, especially in open settings, where business partners are autonomous, requirements must be continually finessed, and exceptions frequently arise because of real-world or organizational problems. Traditional approaches, which attempt to capture processes as monolithic flows, have proven inadequate in addressing these challenges. We propose (business) protocols as components for developing business processes. A protocol is an abstract, modular, publishable specification of an interaction among different roles to be played by different participants. When instantiated with the participants' internal policies, protocols yield concrete business processes. Protocols are reusable and refinable, thus simplifying business process design. We show how protocols and their composition are theoretically founded in the phi;-calculus.

Service-oriented architecture and business process choreography in an order management scenario: rationale, concepts, lessons learned

Abstract: Effective and affordable business-to-business process integration is a key success factor in the telecommunications industry. A large telecommunication wholesaler, supplying its services to more than 150 different service retailers, enhanced the process integration capabilities of its core order management system through widespread use of SOA, business process choreography and Web services concepts. This core order management system processes 120 different complex order types.On this project, challenging requirements such as complexity of business process models and multi-channel accessibility turned out to be true proof points for the applied SOA concepts, tools, and runtime environments. To implement an automated and secured business-to-business Web services channel and to introduce a process choreography layer into a large existing application were two of the key requirements that had to be addressed. The solution complies with the Web Services Interoperability Basic Profile 1.0 and makes use of executable business process models defined in the Business Process Execution Language (BPEL).This paper discusses the rationale behind the decision for SOA, process choreography, and Web services, and gives an overview of the BPEL-centric process choreography architecture. Furthermore, it features lessons learned and best practices identified during design, implementation, and rollout of the solution.

Business rules integration in BPEL - a service-oriented approach

Abstract: Business rules change quite often. These changes cannot be handled efficiently by representing business rules embedded in the source code of the business logic. Efficient handling of rules that govern ones business is one factor for success. That is where business rules engines play an important role. The service-oriented computing paradigm is becoming more and more popular. Services offered by different providers, are composed to new services by using Web service composition languages such as BPEL. Such process-based composition languages lack the ability to use business rules managed by different business rules engines in the composition process. In this paper, we propose an approach on how to use and integrate business rules in a service-oriented way into BPEL.

On the notion of soft‐goals in business process modeling

Abstract: Purpose – The paper aims at providing a conceptual framework based on clearly defined concepts and notions, which integrates goals into process modeling and specifically distinguishes goals from soft‐goals or business measures. The application of this framework facilitates a systematic use of soft‐goals in process design.Design/methodology/approach – The framework is developed on the basis of Bunge's well‐established ontology. It is applied to processes taken from the SCOR supply chain reference model for demonstration and evaluation.Findings – Applying the framework to the SCOR processes resulted in a set of focused relations between soft‐goals and processes, as opposed to the ones suggested originally in the SCOR model. This demonstrates the usefulness of the framework in process design.Research limitations/implications – The approach presented in the paper is still rather a theoretical framework than a fully validated procedure. It should be tested on larger‐scale cases in more practical settings and e...

Do process modelling techniques get better? A comparative ontological analysis of BPMN

Abstract: Current initiatives in the field of Business Process Management (BPM) strive for the development of a BPM standard notation by pushing the Business Process Modeling Notation (BPMN). However, such a proposed standard notation needs to be carefully examined. Ontological analysis is an established theoretical approach to evaluating modelling techniques. This paper reports on the outcomes of an ontological analysis of BPMN and explores identified issues by reporting on interviews conducted with BPMN users in Australia. Complementing this analysis we consolidate our findings with previous ontological analyses of process modelling notations to deliver a comprehensive assessment of BPMN.

Toward an on demand service-oriented architecture

Abstract: The success of an on demand e-business requires that business process, application, and information technology (IT) infrastructure integration merge into a comprehensive and cohesive architecture, where business process transformation drives service-oriented development and on demand enterprise computing. This enabling architecture is often described as a service-oriented architecture (SOA) and is a prerequisite accelerator for on demand solutions. The primary focus of SOA has been on dynamic reconfiguration of services from defined business processes, and on developing business services based on Web services and, more recently, grid services. Current descriptions of SOA are less focused on overall IT infrastructure enablement, both from a business policy perspective and within the context of service-oriented development. In this paper, we extend the current thinking on SOA to include a more comprehensive integration of business process transformation and the enabling technologies of service-oriented development and policy-based IT management. We call this extension on demand SOA. We develop these concepts by using an existing scenario: a financial services sector "Life Change" business process scenario, which involves distributed and disjoint transactions as well as stateless high-performance computing (HPC) applications.

Querying business processes with BP-QL

Abstract: A business process consists of a group of business activities undertaken by one or more organizations in pursuit of some particular goal. It usually depends upon various business functions for support, e.g. personnel, accounting, inventory, and interacts with other business processes/activities carried by the same or other organizations. Consequently, the software implementing a business processes typically operates in a cross-organization, distributed environment.

A strategy driven business process modelling approach

Abstract: – Most of the process models concentrate on who does what, when, ie on the description of the operational performance of tasks The goal driven approaches try to establish a close relationship between the “whys” and the “whats” The former captures the strategic goals of the organisation whereas the latter tells us how they are achieved through tasks carried out by actors In addition, managers do not naturally make the distinction between what to achieve (the goal) and the manner to achieve it (the strategy) This confusion often leads to the expression of manners as goals In order to make clear the fundamental distinction between these two concerns and to master the complexity of process modelling, this paper seeks to propose a goal‐perspective, the map‐driven process modelling approach, – The map representation system conforms to goal models in the fact that it recognises the concept of a goal but departs from those by introducing the concept of strategy to attain a goal, – A business and its supporting system change in a concurrent way In order to help the propagation of the intentional changes onto operational ones, we adopted the two levels hierarchical spiral process model The intentional spiral deals with the production of the business process models using the map formalism and the operational one deals with the specifications of the supporting systems, – A business process is defined in terms of goals and strategies of reaching these goals The approach allows choosing an appropriate level of details when analysing and redesigning business processes

Do Process Modelling Techniques Get Better? A Comparative Ontological Analysis of BPMN

Abstract: Current initiatives in the field of Business Process Management (BPM) strive for the development of a BPM standard notation by pushing the Business Process Modeling Notation (BPMN). However, such a proposed standard notation needs to be carefully examined. Ontological analysis is an established theoretical approach to evaluating modelling techniques. This paper reports on the outcomes of an ontological analysis of BPMN and explores identified issues by reporting on interviews conducted with BPMN users in Australia. Complementing this analysis we consolidate our findings with previous ontological analyses of process modelling notations to deliver a comprehensive assessment of BPMN.

Mining of ad-hoc business processes with TeamLog

Abstract: The design of workflows is a complicated task. In those cases where the control flow between activities cannot be modeled in advance but simply occurs during enactment time (run time), we speak of ad-hoc processes. Ad-hoc processes allow for the flexibility needed in real-life business processes. Since ad-hoc processes are highly dynamic, they represent one of the most difficult challenges, both, technically and conceptually. Caramba is one of the few process-aware collaboration systems allowing for ad-hoc processes. Unlike in classical workflow systems, the users are no longer restricted by the system. Therefore, it is interesting to study the actual way people and organizations work. In this paper, we propose process mining techniques and tools to analyze ad-hoc processes. We introduce process mining, discuss the concept of mining in the context of ad-hoc processes, and demonstrate a concrete application of the concept using Caramba, process mining tools such as EMiT and MinSoN, and a newly developed extraction tool named Teamlog.

System and method for automatically processing dynamic business rules in a content management system

Abstract: A business rule processing system automatically processes dynamic business rules in a content management system, allowing frequent updates to the business rules The updates can be automatically adapted by the system without restarting the content management system The system utilizes a stand-alone rule engine Business logic is encoded as business rule definition files using a platform-independent language; the business rule definition files are stored in a central business rule repository The business rules are managed and executed by the rules engine; the rules engine provides business rule processing services to other parts of the content management system The system reduces development and maintenance cost, accelerates the business rule update cycle, and simplifies administration efforts

iBOM: a platform for intelligent business operation management

Abstract: As IT systems become more and more complex and as business operations become increasingly automated, there is a growing need from business managers to have better control on business operations and on how these are aligned with business goals. This paper describes iBOM, a platform for business operation management developed by HP that allows users to i) analyze operations from a business perspective and manage them based on business goals; ii) define business metrics, perform intelligent analysis on them to understand causes of undesired metric values, and predict future values; iii) optimize operations to improve business metrics. A key aspect is that all this functionality is readily available almost at the click of the mouse. The description of the work proceeds from some specific requirements to the solution developed to address them. We also show that the platform is indeed general, as demonstrated by subsequent deployment domains other than finance.

Ontology Based Business Process Description.

Abstract: Coupling of cross-organizational business processes in electronic markets is a difficult and time-consuming task. In practice business processes are geographically distributed which makes it particulary difficult for business partners to coordinate their supply chains and customer relationship management with business units. By using formal description languages such as Petri nets for modeling inter-organizational business processes, purely syntactic composition problems of distributed business environments can be solved. However, the missing semantic representation of Petri nets can hamper the interconnectivity of business processes. Usually, several business partners, even if they share similar demands, have their own specific vocabularies. By representing business processes with Petri nets in combination with the Web Ontology Language (OWL) our approach provides flexibility, ease of integration and a significant level of automation of loosely coupled business processes even if they do not share their respective vocabularies.

A Petri Net Semantics for BPEL

Abstract: We present a pattern-based Petri net semantics for the Business Process Execution Language for Web Services (BPEL). Our semantics is complete – it covers the standard behaviour of BPEL as well as the exceptional behaviour (e.g. faults, events, compensation). Therefore every business process specified in BPEL can be transformed into a Petri net.

Business process outsourcing

Abstract: Systems and methods for determining an outsourcing readiness for business processes. The method can include defining process characteristics for the business processes, determining a readiness index for the business processes based on the process characteristics for the business processes, and ranking the at least one business processes according the readiness index for the business process.

Semantics of Business Vocabulary & Business Rules (SBVR).

Abstract: Business Rules Team The Business Rules Team was formed to respond to the OMG’s ”Business Semantics of Business Rules” RFP. its proposed standard is titled, ”Semantics of Business Vocabulary & Business Rules” (SBVR). The Business Rules Team would like to contribute to this W3C Workshop for the following reasons: the interchange of business rules, and the business vocabularies on which their definition is based, is a primary objective of SBVR. the “Logical Formulation of Semantics Vocabulary” (SBVR section 2.3) is a prime candidate to become the W3C standard for the ‘Logic’ layer of the Semantic Web architecture because: the “Meaning and Representation Vocabulary” (SBVR section 2.2) is very similar to RDF and readily mapable to OWL; its Semantic Formulations provide a concise, comprehensive, open-ended and declarative means to specify unambiguously both the semantics of definitions and rules governing actions -in terms of first order and restricted higher-order predicate logic plus relevant forms of intensional logic including modality; its Semantic Formulations can specify all types of logic relevant to the operation of an organization and to the business meaning of data content. SBVR is independent of both information systems and classes-of-platform, and therefore can be a common bridge between the business and the information system, as well as between classes-of-platform (production rules engine, relational database, business object component). the Business Rules Team is a body of professionals with a very substantial practice in the use of business rules, and in building tools to support the use of business rules by the business. SBVR provides the synergy of its synthesis of four disciplines: business rules practice, the ISO Terminology standard, formal logics and linguistics.

CCBR–Driven business process evolution

Abstract: Process-aware information systems (PAIS) allow coordinating the execution of business processes by providing the right tasks to the right people at the right time. In order to support a broad spectrum of business processes, PAIS must be flexible at run-time. Ad-hoc deviations from the predefined process schema as well as the quick adaptation of the process schema itself due to changes of the underlying business processes must be supported. This paper presents an integrated approach combining the concepts and methods provided by the process management systems ADEPT and CBRFlow. Integrating these two systems enables ad-hoc modifications of single process instances, the memorization of these modifications using conversational case-based reasoning, and their reuse in similar future situations. In addition, potential process type changes can be derived from cases when similar ad-hoc modifications at the process instance level occur frequently.

KMDL - Capturing, Analysing and Improving Knowledge-Intensive Business Processes

Abstract: Existing approaches in the area of knowledge-intensive processes focus on integrated knowledge and process management systems, the support of processes with KM systems, or the analysis of knowledge-intensive activities. For capturing knowledge-intensive business processes well known and established methods do not meet the requirements of a comprehensive and integrated approach of process-oriented knowledge management. These approaches are not able to visualise the decisions, actions and measures which are causing the sequence of the processes in an adequate manner. Parallel to conventional processes knowledge-intensive processes exist. These processes are based on conversions of knowledge within these processes. To fill these gaps in modelling knowledge-intensive business processes the Knowledge Modelling and Description Language (KMDL) got developed. The KMDL is able to represent the development, use, offer and demand of knowledge along business processes. Further it is possible to show the existing knowledge conversions which take place additionally to the normal business processes. The KMDL can be used to formalise knowledge- intensive processes with a focus on certain knowledge-specific characteristics and to identify process improvements in these processes. The KMDL modelling tool K-Modeler is introduced for a computer-aided modelling and analysing. The technical framework and the most important functionalities to support the analysis of the captured processes are introduced in the following contribution.