Showing papers on "Business process modeling published in 1996"

A process oriented framework for assessing the business value of information technology

Abstract: In the current competitive environment, the need for better management of all organizational resources, and specifically IT, requires comprehensive assessment of their contribution to firm performance. However, there is little empirical evidence that IT is capable of creating value, nor has a comprehensive framework of business value emerged. Many of the available studies of IT productivity and business value were conducted using firm level output measures of value. The focus on firm level output variables, while important, provides only limited understanding of how value is created using IT. This paper develops a conceptual framework of the business value outcomes of IT by synthesizing the extant literature on IT business value and IT supported organization and process design. The framework provides a basis for process oriented studies of IT business value, and enhances our understanding of the links between information technology and firm performance.

Agent-Based Business Process Management

Abstract: This paper describes work undertaken in the ADEPT (Advanced Decision Environment for Process Tasks) project towards developing an agent-based infrastructure for managing business processes. We describe how the key technology of negotiating, service providing, autonomous agents was realized and demonstrate how this was applied to the BT (British Telecom) business process of providing a customer quote for network services.

Interorganizational business process redesign: merging technological and process innovation

Abstract: Interorganizational business process reengineering is a logical extension of discussions of the potential for interorganizational systems to fundamentally redefine relationships among buyers, sellers, and even competitors within an industry. This paper presents a model of the relationship between technological and process innovations and describes the interdependence of these two forces. This model is used to explain the inconsistency in the literature regarding the benefits of EDI and other interorganizational systems, which are described as providing strategic competitive advantage in some papers and as providing little or no benefits for implementing firms in other articles. The framework describes the importance of merging technological and process innovations in order to transform organizations, processes, and relationships.

Process Mapping: How to Reengineer Your Business Processes

Abstract: Do You Need a Roadmap? Reengineer Your Business Processes. Role of Process Mapping in Reengineering. Do You Really Understand Your Processes? Process Mapping Success Stories. IDEF Process Mapping Methodology. Create a Process Mapping Team. Process Mapping Software Tool Selection. How to Collect Data for Process Mapping. Process Map Implementation. Change It! Notes. Suggested Reading. Acronyms. Points of Contact. Glossary. Index.

Method and apparatus for dynamic optimization of business processes managed by a computer system

Abstract: The invention relates to a method and a device for the dynamic optimization of business processes, the business process instances of a business process being managed by a workflow management computer system. The invention is in particular characterized by collecting, investigating and storing parameters, processing data and result data, and subsequently optimizing business processes on the basis of stored information by identifying a business process instance having propitious result data, modifying the parameters of said instance and subsequent verification of such modification. The invention is further characterized by the use of genetic algorithms and orthogonal matrices for the modification of the parameters of the identified business process instance with propitious result data. The invention is suitable for being used in the process optimization in production engineering and plant engineering and in process optimization in the service field.

Using intelligent agents to manage business processes

Abstract: This paper describes work undertaken in the ADEPT (Advanced Decision Environment for Process Tasks) project towards developing an agent-based infrastructure for managing business processes. We describe how the key technology of negotiating, service providing, autonomous agents was realised and demonstrate how this was applied to the BT business process of providing a customer quote for network services.

Using Goals, Rules and Methods to Support Reasoning in Business Process Reengineering

Abstract: One step towards a more systematic approach to the design of business processes is to develop models that provide appropriate representations of the knowledge that is needed for understanding and for reasoning about business processes We present a modelling framework which uses goals, rules and methods to support the systematic analysis and design of business processes The frame-work consists of two main components—a Strategic Dependency model that describes a process organization in terms of intentional dependencies among actors, and a Strategic Rationale model that supports reasoning during process redesign Formal representation of these models allows computer-based tools to be developed as extensions to, and eventually integrated with, other tools for supporting information systems development © 1996 Wiley Periodicals, Inc

Generic business frameworks and action modeling

Abstract: The communicative action perspective of business processes and information systems has attracted much attention recently. A viable approach in this area is: Action Workflow. This paper investigates the use of Action Workflow as a generic business framework, relating it to the alternative Business as Action game Theory. The latter provides a more exhaustive description of various business actions. Action Workflow is also related to the SIMM approach with Action Diagrams, an action modelling method. A communicative action expansion of this method is suggested in this paper. A discussion is performed concerning the relations between generic business frameworks and action modelling methods.

Method engineering : principles of method construction and tool support : proceedings of the IFIP TC8, WG8.1/8.2 Working Conference on Method Engineering, 26-28 August 1996, Atlanta, USA

Abstract: Keynote paper: a primer to method engineering. Structural artifacts in method engineering: the security imperative. Characterizing IS development projects. Towards an integrated environment for method engineering. A functional framework for evaluating method engineering environments: the case of Maestro II/Decamerone and MetaEdit+ Method rationale in method engineering and use.- How to compose an object-orientated business process model? Human work as context for development of object-orientated modeling techniques. Translating OMT* to SDL, coupling object-orientated analysis and design with formal description techniques. Lazy functional Meta-CASE programming. A practical strategy for the evaluation of software tools. Core objects required for a generic CASE repository. A proposal for context-specific method. Four method engineering languages Method. Simulation-based method engineering. Information systems development. Classification of methodological framework. Method engineering. Reengineering method engineering? Method engineering: experiences in practice. Index of contributors. Keyword index.

Interorganizational business process redesign: merging technological and process innovation

Abstract: Interorganizational business process reengineering is a logical extension of discussions in the 1980s of the potential for interorganizational systems to fundamentally redefine relationships between buyers and sellers and even competitors within an industry context. The paper presents a framework or model describing the relationship between technological and process innovations, and describes the interdependence of these two forces in the context of interorganizational business process redesign. This framework can be used to examine unique characteristics of reengineering within a single organization and across multiple organizations. This model is used to explain the inconsistency in the literature regarding the benefits of EDI and other interorganizational systems, which are described as providing strategic competitive advantage in some articles, and as providing little or no benefits for implementing firms in other articles. The framework describes the importance of merging technological and process innovations in order to achieve the potential to transform both organizations and interorganizational processes and relationships.

A framework for formalizing inconsistencies and deviations in human-centered systems

Abstract: Most modern business activities are carried out by a combination of computerized tools and human agents. Typical examples are engineering design activities, office procedures, and banking systems. All these human-centered systems are characterized by the interaction among people, and between people and computerized tools. This interaction defines a process, whose effectiveness is essential to ensure the quality of the delivered products and/or services. To support these systems, process-centered environments and workflow management systems have been recently developed. They can be collectively identified with the term process technology. This technology is based on the explicit definition of the process to be followed (the process model). The model specifies the kind of support that has to be provided to human agents. An essential property that process technology mut exhibit is the ability of tolerating, controlling, and supporting deviations and inconsistencies of the real-world behaviors with respect to the proocess model. This is necessary to provide consistent and effective support to the human-centered system, still maintaining a high degree of flexibility and adaptability to the evolving needs, preferences, an expertise of the the human agents. This article presents a formal framework to characterize the interaction between a human-centered system and its automated support. It does not aim at introducing a new language or system to describe processes. Rather, it aims at identifying the basic properties and features that make it possible to formally define the concepts of inconsistency and deviation. This formal framework can then be used to compare existing solutions and guide future research work.

Introduction to Business Process Management Systems Concepts

Abstract: Business Process Management Systems (BPMS) are expected to meet the requirements of new designed business applications by supporting different frameworks which enable the modelling of current and anticipating future business application needs, integrating the existing and the new information technology enterprise environment, and providing a continuous performance method for assessment and improvement of the running business.

Product flow, breadth and complexity of business processes: An empirical study of 15 business processes in three organizations

Abstract: Describes an empirical study of 15 business processes in three organizations. Business process data were collected in the context of action research projects where the researcher was involved in organizational development activities. Suggests that business processes tend to cut across different departments owing to a contemporary phenomenon ‐ the specialization of knowledge. This leads to the specialization of work with the multiplication of functions and departments in organizations. Also suggests that 70 per cent or more of the product flow through business processes in organizations is made up of information. Discusses organizational implications of these results as regards organizational design and business process redesign focus.

Fulfilling IT Needs in Small Businesses; A Recursive Learning Model:

Abstract: This paper addresses the need for a clearer understanding of the problems associated with the adoption of computers by small firms. From the catalogue of empirical research evidence already available, the key issues in the adoption of information technology by SMEs are identified. A model of the overall process of designing, developing, supplying, adopting and absorbing small business information technology is developed to identify inefficiencies in the fulfilment of small business needs. Underlying the dynamics of this model is a theory of software as contributor to enterprise development and learning. Specific abilities required by those involved in the software supply chain, i.e. software developers, IT consultants and vendors, business advisors, owner managers and small business employees are identified from a consideration of the dynamics of the model. It is suggested that enterprise development facilitators, such as trainers, consultants and counsellors, could contribute more more significantly to the design and use of software as a vehicle for enterprise development. It is argued that the effectiveness of the dynamics of this model in practice is a crucial policy issue in respect of the competitive aplication of IT by SMEs.

Business rule extraction from legacy code

Abstract: Business rules are operational rules that business organizations follow to perform various activities. Over time, business rules evolve and the software that implemented them are also changed. As the encompassing software becomes large and aged the business rules embedded are difficult to extract and understand. Furthermore, the encompassing software is changed without changing the corresponding documents, so the business organization often trusts the code more than any other documents. It is possible to use a generic tool to extract business rules, but this can be an expensive exercise. The paper proposes a tailored solution approach to the business rule extraction problem, which combines variable classifications, program slicing, and hierarchical abstraction among other maintenance techniques. The proposed approach has been implemented as a system and successfully experimented with a number of industrial programs. The prototype has been demonstrated at several industrial software maintenance sites since June 1995.

Extracting business rules from source code

Abstract: The paper reviews the state of the art on application knowledge acquisition from existing software systems and defines the role of business rules It then goes on to present a method for identifying and extracting business rules by means of data output identification and program stripping This method has been implemented in a reverse engineering tool SOFT-REDOC for COBOL programs The results are intended to aid the business analyst in comprehending legacy programs

Business Objects: Re-engineering for Re-use

Abstract: Introduction to business information re-engineering Fundamentals of information Object orientation concepts and notation REV-ENG: an example of how to re-engineer business information The benefits of business information re-engineering Setting up your own project.

Principles of business process management

Abstract: Looks at the problems organizations face in moving from a functionally‐based structure to one that is business process‐based. Notes the drivers that demand change, such as the need for simultaneous improvement of customer focus, responsiveness and lead time and cost reductions. Based on research, presents and discusses in detail ten principles for managing business processes. Cautions that success in managing by process is not guaranteed and requires experimentation, but claims that large pay‐offs can be achieved over time.

A transactional nested process management system

Abstract: Providing flexible transaction semantics and incorporating activities, data and agents are the key issues in workflow system development. Unfortunately, most of the commercial workflow systems lack the advanced features of transaction models, and an individual transaction model with specific emphasis lacks sufficient coverage for business process management. This report presents our solutions to the above problems in developing the Open Process Management System (OPMS) at HP Laboratories. OPMS is based on nested activity modeling with the following extensions and constraints: 'in-process open nesting' for extending closed/open nesting to accommodate applications that require improved process-wide concurrency without sacrificing top-level atomicity; 'confined open' as a constraint on both open and in-process open activities for avoiding the semantic inconsistencies in activity triggering and compensation; and 'two-phase remedy' as a generalized hierarchical approach for handling failures.

The Matrix of Change: A Tool for Business Process Reengineering

Abstract: Business process reengineering efforts suffer from low success rates, due in part to a lack of tools for managing the change process. The Matrix of Change can help managers identify critical interactions among processes. In particular, this tool helps managers deal with issues such as how quickly change should proceed, the order in which changes should take place, whether to start at a new site, and whether the proposed systems are stable and coherent. When applied at a medical products manufacturer, the Matrix of Change provided unique and useful guidelines for change management.

ADEPT: Managing Business Processes Using Intelligent Agents

Abstract: This paper describes work undertaken in the ADEPT (Advanced Decision Environment for Process Tasks) project towards developing an agent-based infrastructure for managing business processes. We describe how the key technology of negotiating, service providing, autonomous agents was realised and demonstrate how this was applied to the BT business process of providing a customer quote for network services. Issues of agent visualisation are also addressed.

The PIF Process Interchange Format and Framework

Abstract: This document provides the specification of the Process Interchange Format (PIF) version 1.1. The goal of this work is to develop an interchange format to help automatically exchange process descriptions among a wide variety of business process modeling and support systems such as workflow software, flow charting tools, planners, process simulation systems, and process repositories. Instead of having to write ad hoc translators for each pair of such systems, each system will only need to have a single translator for converting process descriptions in that system into and out of the common PIF format. Then any system will be able to automatically exchange basic process descriptions with any other system. This document describes the PIF-CORE 1.1, i.e. the core set of object types (such as activities, agents, and prerequisite relations) that can be used to describe the basic elements of any process. The document also describes a framework for extending the core set of object types to include additional information needed in specific applications. These extended descriptions are exchanged in such a way that the common elements are interpretable by any PIF translator and the additional elements are interpretable by any translator that knows about the extensions.

How to compose an object-oriented business process model?

Abstract: Faced with the intensive business process reengineering activities in many companies, it is not surprising that the issue of process modelling has become a central concern. This paper shows that object-oriented system development methods can be applied to the field of business process modelling, but that certain steps are needed in advance. For example, it is necessary to compose a goal-means hierarchy, to establish necessary activities and roles, and to determine the input and output for each activity. In this paper, we examine step by step how business processes can be modelled, which data are needed for each step and which result would be produced during each step.

The Economics of Business Process Design: Motivation, Information and Coordination within the Firm

Abstract: This chapter presents a transaction cost analysis of the internal business processes of firms. Business processes are collections of activities which are technologically or managerially linked so that they jointly affect value added. Their organisation is characterised by their ‘architecture’ - the allocation of responsibilities amongst individuals and groups and communication between them for information and coordination - and their incentive structure. The overall costs of organisation are determined by losses due to imperfect motivation of process members, which flows from the incentive structure, and imperfect information and coordination, which flow from the architecture, together with the resource costs associated with incentives and architecture. Perfect motivation corresponds to ‘team behaviour’ and a quantitative model, based on team theory, indicates how the best architecture depends on the degree interaction between activities comprising the business process.

A practical guide to business process re-engineering

Abstract: 1. The context 2. managing by process 3. the nature of business re-engineering 4. requirements for success 5. roles and resources 6. structuring BPR 7. understanding the process 8. mapping the process 9. the tools 10. the principles 11. managing the change.

An integrated approach for the specification of processes and related complex structured objects in business applications

Abstract: An extension of high-level Petri nets, namely nested relation/transition nets (NR/T-nets), is described. NR/T-nets allow to model distributed processes and related complex structured objects in business applications. The paper focuses on the development of complex NR/T-net models. Due to their complexity high-level Petri net models are usually not developed in one single step. Therefore, two evolutionary development strategies are introduced: on the one hand incremental construction by iteratively evaluating, refining, formalizing and integrating net fragments, on the other hand adaptation of application-specific reference process and object models.

BPR enabling software for the financial services industry

Abstract: Part one in a three-part series, describes some software and its use for 'mapping the present process' for business process re-engineering (BPR) from a survey by three MSc students at the University of Portsmouth (further articles will cover 'analysing possible improvements' and facilitating new ways of working). Points out that while present process mapping is not essential, there are benefits for circulation to others, for consistency when different departments are involved, and professionalism of presentation. Discusses the use of flow charts, role activity diagrams (RADs), action workflow techniques, and integrated definition method (IDEF). Briefly reviews ABC Flowcharter 4.0 as an example of flow diagram modelling, RADitor 1.6 as an example of RAD modelling, and Design/IDEF 3.5 as an example of IDEF modelling.

ObjectFlow: towards a process management infrastructure

Abstract: As businesses feel competitive and economic pressures to automate and streamline their operations, they examine their day-to-day business processes and look to business process reengineering pratices to provide solutions. Improved networking capabilities and the widescale adoption of open systems architectures have allowed businesses to tie their information systems together and share data across departments. The challenge now involves coordinating and automating the flow of work between people and groups in an organization. This has prompted the emergence of a new kind of infrastructure, workflow enabler, which provides a model for business processes, and a foundation on which to build solutions supporting the execution and management of business processes. This article examines the technology trends, business benefits, and requirements which have lead to this development. It describes the logical structure and an operational model of an open workflow system, and positions ObjectFlow, a software product, within this framework to illustrate the concepts.