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Showing papers on "Process modeling published in 2004"


Journal ArticleDOI
TL;DR: A framework for classifying business process-modelling techniques according to their purpose is proposed and discussed, and a process model can provide a comprehensive understanding of a process.

918 citations


Journal ArticleDOI
TL;DR: The topic of process mining is put into context, the main issues around process mining are discussed, and the papers in this special issue are introduced.

643 citations


01 Jan 2004
TL;DR: This paper reviews how two graphical process modeling notations, tShe BPMN Business Process Diagram from the Business Process Management Initiative (BPMI), and the UML 2.0 Activity Diagramfrom the Object Management Group (OMG), can represent the workflow patterns.
Abstract: The research work of Wil van der Aalst, Arthur ter Hofstede, Bartek Kiepuszewski, and Alistair Barros has resulted in the identification of 21 patterns that describe the behavior of business processes. This paper reviews how two graphical process modeling notations, tShe BPMN Business Process Diagram from the Business Process Management Initiative (BPMI), and the UML 2.0 Activity Diagram from the Object Management Group (OMG), can represent the workflow patterns. The solutions of the two notations are compared for technical ability to represent the patterns as well as their readability. INTRODUCTION The research work of Wil van der Aalst, Arthur ter Hofstede, Bartek Kiepuszewski, and Alistair Barros has resulted in the identification of 21 patterns that describe the behavior of business processes. The rationale for the development of the patterns was to describe the potential capabilities that a workflow server may have during the performance of business processes. The patterns range from very simple to very complex and cover the behaviors that can be captured within most business process models. The researchers have developed a web site that contains descriptions and examples of these patterns, plus supporting papers and evaluations of how workflow products support the patterns. The purpose of this paper is to examine how two modeling notations, the BPMN Business Process Diagram from BPMI, and the UML 2.0 Activity Diagram from the OMG, can graphically represent the workflow patterns. For each of pattern, there will be a comparison of the two notations about how well they handled the pattern. The focus of the comparison will be both technical and how visually intuitive each notation represents the pattern. BASIC CONTROL PATTERNS The first five patterns are fairly simple examples of process behavior. They define the basic modeling patterns of business processes. WORKFLOW PATTERN: SEQUENCE The Sequence pattern is defined as being an ordered series of activities, with one activity starting after a previous activity has completed. The WfMC defines this behavior as a “Sequential Routing.” Business Process Diagram A Business Process Diagram defines this pattern as a series of activities connected by Sequence Flow (see Figure 1). The direction of the Sequence Flow arrowheads determines the order of the Sequence. The behavior of this pattern can be described by the use of a conceptual “Token” that travels down a Sequence Flow from the source object to the target object—as shown by the directionality of the arrows. For this pattern, when an activity completes, a Token will travel through the Sequence Flow from that activity to the next activity in the Sequence. There is no conditionality or any other type of control put upon the Token. In BPMN, any control placed upon the flow of Tokens will be indicated by a diamond shape, with either a Gateway object or a conditional Sequence Flow. Examples of the flow control will be seen in the other workflow patterns. Tokens will be used to describe the behavior of the patterns covered in this paper. 1 http://tmitwww.tm.tue.nl/research/patterns/patterns.htm 2 The Workflow Management Coalition Terminology & Glossary (1999) BPTrends March, 2004 Process Modeling Notations and Workflow Patterns Copyright Steven A. White (2004) All rights reserved www.bptrends.com 2 Figure 1: WP #1: Sequence—Business Process Diagram Activity Diagram The UML Activity Diagram defines this pattern as a series of activities connected by control flow (see Figure 2). The direction of the control flow arrowheads determines the order of the Sequence. As with the Business Process Diagram, when an activity completes, a Token will travel through the control flow from that activity to the next activity in the Sequence. Figure 2: WP #1: Sequence—Activity Diagram Comparison There is no major difference between BPMN and UML in diagramming the Sequence pattern. Both notations use rounded rectangles to notate activities. The exact degree of rounding for the corners of the rectangles is up to the modeler or tool vendor. Both use solid, directed lines to show the direction of flow. However, the arrowheads are different between the two standards. UML uses a line arrowhead for control flow and standard object flow, while BPMN uses a solid arrowhead for its Sequence Flow. UML does use a solid arrowhead, but this is used for streaming object flow edges—which means that multiple object Tokens can enter the activity without generating new instances of that activity. This type of behavior handled through Association links in BPMN (refer to the respective UML and BPMN specifications for more details on these types of behaviors). The arrowhead differences will apply to all the patterns described below. WORKFLOW PATTERN: PARALLEL SPLIT The Parallel Split pattern is defined as being a mechanism that will allow activities to be performed concurrently, rather than serially. A single path through the process is split into two or more paths so that two or more activities will start at the same time. The WfMC defines this behavior as an “AND-Split.” Business Process Diagram A BPMN Business Process Diagram provides three mechanisms for creating the Parallel Split pattern. The first mechanism allows that a flow object can have two or more outgoing Sequence Flow (see Figure 3). A special flow control object is not required to fork the path, since it is considered uncontrolled flow; that is, flow will proceed down each path without any dependencies or conditions—i.e., there is no Gateway that controls the flow. A Token will be generated for each of the outgoing Sequence Flow. Forking Sequence Flow can be generated from a Task, SubProcess, or a Start Event. Figure 3: WP #2: Parallel Split—Business Process Diagram, Version 1 The second mechanism uses a Parallel Gateway (A diamond with a plus sign internal marker—see Figure 4). For situations as shown in Figure 4, a Gateway is not required, since the same behavior can be created through multiple outgoing Sequence Flow, as shown in Figure 3. However, some modelers and modeling tools may use a forking Gateway as a “best practice.” After the Token arrives at the Gateway, there will be a Token immediately sent down each of the outgoing Sequence Flow. BPTrends March, 2004 Process Modeling Notations and Workflow Patterns Copyright Steven A. White (2004) All rights reserved www.bptrends.com 3 There are other situations where the Parallel Gateway would be required, such as a Parallel Split that follows an Exclusive Choice (see Figure 10 for an example of an Exclusive Choice). Figure 4: WP #2: Parallel Split—Business Process Diagram, Version 2 A third mechanism can be used to create the Parallel Split pattern. If a Process or a Sub-Process does not have a Start Event, which is optional, then any activity that does not have any incoming Sequence Flow will start when the Sub-Process starts. A Token will be provided for each of the starting activities. The general idea is that the modeler can create a “parallel box,” as seen in Figure 5, and create a parallel situation with a compact and visually distinct technique. Figure 5: WP #2: Parallel Split—Business Process Diagram, Version 3 Activity Diagram The UML Activity Diagram uses a fork node to create a set of parallel paths (a vertical or horizontal bar—see Figure 6). The bar shown in the figure indicates that all outgoing control flow from the bar will create a set of parallel flows. A Token will be generated for each of the outgoing control flow. The target activities for each of those flows will be available to start at the same time. Figure 6: WP #2: Parallel Split—Activity Diagram Comparison The mechanisms for providing the Parallel Split pattern are different between the two notations. BPMN provides much simpler mechanisms with the multiple outgoing Sequence Flow and the “parallel box.” If a control object is required or desired, then a parallel Gateway is available. UML requires that a graphical object, a fork node, create the Parallel Split. In general, the approach for controlling flow is different between the two notations. BPMN employs a single shape, a diamond, to represent any control or constraint on the flow of Tokens between activities. Internal markers indicate the exact type of control (e.g., alternative or parallel splits). The diamond shape was chosen since it is widely recognized as a decision object in flow charting. The BPMN approach provides for a smaller set of core modeling objects. UML employs two different types of objects (a diamond and a bar) to represent control of Token flow. This provides a easier distinguishing between the two basic types of control (alternative and parallel), but when more complex control is required, such as a N out of M Join or a Synchronizing Merge, which contain both alternative an parallel behavior, then the distinction becomes less clear. BPTrends March, 2004 Process Modeling Notations and Workflow Patterns Copyright Steven A. White (2004) All rights reserved www.bptrends.com 4 WORKFLOW PATTERN: SYNCHRONIZATION The Synchronization pattern combines the paths that were generated by a Parallel Split pattern. The final set of activities within the flows must be completed before the process can continue. This is the “synchronization” of the parallel paths. The WfMC defines this behavior as an “AND-Join.” Business Process Diagram In BPMN, there are two mechanisms for the Synchronization pattern. The first mechanism involves the use of a Parallel Gateway (see Figure 7). This Gateway also functions for the Parallel Split pattern (see Figure 4), and can perform both functions simultaneously. The Gateway will accept multiple incoming Sequence Flow and wait for a Token to arrive from each flow before a single Token will continue past the Gateway. This mechanism is used for both of the first two types of Parallel Split patterns (see Figure 3 and Figure 4). A Gateway must be used in this case since the flow of

278 citations


Journal ArticleDOI
TL;DR: It is concluded that internal transparency may well be a concept that offers significant potential for MIS research as well as a discussion about the applicability and credibility of participatory action research for this project.
Abstract: While many large businesses start out as a small enterprise, remarkably little is known about how an organization actually changes internally during the periods of growth. Small business growth is known to strain internal communication processes, for example, which likely limits growth opportunities. Information systems are often called upon to remedy such deficiencies. Through a participatory action research project, we investigated the ways in which a small business management team developed an IS-enabled solution to address their growth needs. During the progression of the project, a new outcome of organizational effectiveness, internal transparency, was identified and developed. Adopting a punctuated equilibrium perspective, a theoretical process model is proposed that sheds light on a relationship between internal transparency, small business growth, and IS. The paper concludes with observations that internal transparency may well be a concept that offers significant potential for MIS research as well as a discussion about the applicability and credibility of participatory action research for this project.

268 citations


Journal ArticleDOI
TL;DR: In this paper, a new data-based method for nonlinear process modeling is developed, where both distance measure and angle measure are used to evaluate the similarity between data, which is not exploited in the previous work.

265 citations


Book
16 Feb 2004
TL;DR: An introduction to Business Process Design, a Simulation Based Methodology for Designing Business Processes, and basic tools for Process Design.
Abstract: 1. Introduction to Business Process Design. 2. Process Management and Process Oriented Improvement Programs. 3. A Simulation Based Methodology for Designing Business Processes. 4. Basic Tools for Process Design. 5. Managing Process Flows. 6. Introduction to Queuing and Simulation. 7. Introduction to Extend. 8. Modeling and Simulating Business Processes. 9. Input and Output Data Analysis. 10. Optimizing Business Process Performance. 11. Process Benchmarking with Data Envelopment Analysis.

234 citations


Journal ArticleDOI
TL;DR: This paper presents a methodology to bridge the gap between business process modeling and workflow specification and is illustrated using event-driven process chains as a business process modeled language and Petri nets as the workflow specification language.
Abstract: This paper presents a methodology to bridge the gap between business process modeling and workflow specification. While the first is concerned with intuitive descriptions that are mainly used for communication, the second is concerned with configuring a process-aware information system, thus requiring a more rigorous language less suitable for communication. Unlike existing approaches the gap is not bridged by providing formal semantics for an informal language. Instead it is assumed that the desired behavior is just a subset of the full behavior obtained using a liberal interpretation of the informal business process modeling language. Using a new correctness criterion (relaxed soundness), it is verified whether a selection of suitable behavior is possible. The methodology consists of five steps and is illustrated using event-driven process chains as a business process modeling language and Petri nets as the workflow specification language.

188 citations


Journal ArticleDOI
TL;DR: In this article, an approach to modeling polymers for composites fibers is described, based on the Dominant Flow Process (DFP) and a detailed overview of manufacturing processes.
Abstract: Introduction Motivation and Contents Preliminaries Polymer Matrices for Composites Fibers Classification General Approach to Modeling Organization of the Book Overview of Manufacturing Processes Background Classification Based on Dominant Flow Process Short Fiber Suspension Manufacturing Methods Advanced Thermoplastic Manufacturing Methods Advanced Thermoset Composite Manufacturing Methods Transport Equations for Composite Processing Introduction to Process Models Conservation of Mass (Continuity Equation) Conservation of Momentum (Equation of Motion) Stress-Strain Rate Relationship Examples to Solve Viscous Flow Problems Conservation of Energy Constitutive Laws and Their Characterization Resin Viscosity Viscosity of Aligned Fiber Thermoplastic Laminates Suspension Viscosity Reaction Kinetics Thermoplastic Reactive Processing Crystallization Kinetics Permeability Fiber Stress Model Simplifications and Solution Formulation of Models Model and Geometry Simplifications Dimensionless Analysis and Dimensionless Numbers Customary Assumptions in Polymer Composite Processing Boundary Conditions for Flow Analysis Convection of Variables Process Models from Simplified Geometries Mathematical Tools for Simplification Solution Methods Numerical Methods Validation Short Fiber Composites Compression Molding Extrusion Injection Molding Exercises Advanced Thermoplastic Manufacturing Processes Composite Sheet Forming Processes Pultrusion Thermal Model Online Consolidation of Thermoplastics Processing Advanced Thermoset Fiber Composites Autoclave Molding Liquid Composite Molding Filament Winding of Thermosetting Matrix Composites Summary and Outlook MATLAB Files Solution to Example 8.13 using FDM Additional Examples with LIMS to Model Liquid Mold Filling Bibliography Index

186 citations



Patent
04 Mar 2004
TL;DR: In this paper, a real-time monitoring, validation, optimization, and predictive fault analysis system for process control systems is presented, which monitors process operations by continuously analyzing sensor measurements and providing predictive alarms using models of normal process operation and statistical parameters corresponding to normal process data, and generating secondary residual process models.
Abstract: The present invention provides an improved method and system for real-time monitoring, validation, optimization and predictive fault analysis in a process control system. The invention monitors process operations by continuously analyzing sensor measurements and providing predictive alarms using models of normal process operation and statistical parameters corresponding to normal process data, and generating secondary residual process models. The invention allows for the creation of a fault analyzer directly from linearly independent models of normal process operation, and provides for automatic generation from such process models of linearly dependent process models. Fuzzy logic is used in various fault situations to compute certainty factors to identify faults and/or validate underlying assumptions. In one aspect, the invention includes a real-time sensor data communications bridge module; a state transition logic module; a sensor validation and predictive fault analysis module; and a statistical process control module; wherein each of the modules operates simultaneously.

138 citations


Journal ArticleDOI
TL;DR: The modelling approach described in this paper is composed of three widely used modelling methods: IDEF0 to establish functional models, IDEF3 to capture process descriptions, and DFD to describe information/data flow among the activities.

Dissertation
Håvard D. Jørgensen1
01 Jan 2004
TL;DR: The next generation of business process systems will be built to automate routine procedures, with well-understood domains, repetitive processes, clear organisational roles, and an established terminol role.
Abstract: Contemporary business process systems are built to automate routine procedures. Automation demands well-understood domains, repetitive processes, clear organisational roles, an established terminol ...

Journal ArticleDOI
TL;DR: Any off-the-shelf RE process is about composition and reconciliation: you start with a general set of business process and data requirements, then explore standard ERP functionality to see how closely it matches your organization's process andData needs.
Abstract: Standard off-the-shelf requirements engineering processes have become a key to conceptualizing any integrated, corporate-wide solution based on packaged enterprise resource planning software. A generic RE model offers defined processes, suggests process stakeholders, specifies steps to accomplish tasks, indicates task dependencies, and provides standard tool support for ERP RE. Essentially, any off-the-shelf RE process is about composition and reconciliation: you start with a general set of business process and data requirements, then explore standard ERP functionality to see how closely it matches your organization's process and data needs.

Journal ArticleDOI
TL;DR: Using ANN-GA and SVR-GA strategies, a number of sets of optimized operating conditions leading to maximized yield and selectivity of the benzene isopropylation reaction product, namely cumene, were obtained.

01 Jan 2004
TL;DR: This paper will outline a methodology, which facilitates the creation of configurative process models, and show how these models can be used to provide information on business processes to different user groups in an appropriate and efficient manner.
Abstract: Business processes comprise an indispensable element of the behavior of contemporary organizations rendering Business Process Management essential. Information models are a valuable tool for providing information on business processes. As with any model, business process models serve a specific purpose. This purpose makes it nearly impossible to adequately communicate them to all user groups within an organization, because each user group has a specific perspective of business processes rendering certain aspects irrelevant. To address this problem, configurative process models can be used to provide information on business processes to different user groups in an appropriate and efficient manner. In this paper, we will outline a methodology, which facilitates the creation of configurative process models.

Proceedings Article
05 Aug 2004
TL;DR: The proposed article is to depict how new trends in the IS area can lead to a convergence of BPA and BI and therefore deliver appropriate support for an integrated corporate performance management (CPM).
Abstract: In recent years, companies have tried to realize efficiency gains of business process orientation by implementing business process automation (BPA) systems coordinating the interaction of existing function-oriented enterprise applications according to the logic of specific business processes. Additionally, business intelligence (BI) applications have been installed to support management in measuring the company’s performance and deriving appropriate decisions. BI and BPA initiatives are usually organized as separate IS projects that are not properly coordinated, leading in turn to an unsatisfactory alignment of strategic management and operational business process execution. The proposed article is to depict how new trends in the IS area can lead to a convergence of BPA and BI and therefore deliver appropriate support for an integrated corporate performance management (CPM). The utilization of IS in an integrated CPM solution is illustrated by an example from the telecommunications sector.

01 Jan 2004
TL;DR: This paper presents a new foundational ontology, UFO, and shows how it can be used as a guideline in business modeling and for evaluating business modeling methods.
Abstract: Foundational ontologies provide the basic concepts upon which any domain-specific ontology is built. This paper presents a new foundational ontology, UFO, and shows how it can be used as a guideline in business modeling and for evaluating business modeling methods. UFO is derived from a synthesis of two other foundational ontologies, GFO/GOL and OntoClean/DOLCE. While their main areas of application are natural sciences and linguistics/cognitive engineering, respectively, the main purpose of UFO is to provide a foundation for conceptual modeling, including business modeling.

Posted Content
TL;DR: This paper proposes a logic-based verification method that is based on a well-known formalism, i.e., propositional logic, and demonstrates that logic- based workflow verification is capable of detecting process anomalies in workflow models.
Abstract: The increasing complexity of business processes in the era of e-business has heightened the need for workflow verification tools. However, workflow verification remains an open and challenging research area. As an indication, most of commercial workflow management systems do not yet provide workflow designers with formal workflow verification tools. We propose a logic-based verification method that is based on a well-known formalism, i.e., propositional logic. Our logic-based workflow verification approach has distinct advantages such as its rigorous yet simplistic logical formalism and its ability to handle generic activity-based process models. In this paper, we present the theoretical framework for applying propositional logic to workflow verification and demonstrate that logic-based workflow verification is capable of detecting process anomalies in workflow models.

Book ChapterDOI
07 Jun 2004
TL;DR: The paper discusses and characterizes causes for process invalidity and suggests ways to avoid these situations, and proposes a generic theory-based process modeling (GPM) framework and criteria for validity evaluation of process models.
Abstract: Business process modeling and design, which has attracted much attention in recent years, emphasizes mainly graphical representation, usually without an underlying theory. The lack of a theoretical foundation causes several important issues to remain intuition- rather than theory -based. In particular, many process-modeling methods, being semi-formal, lack a mechanism for verifying the ”correctness” of a process in terms of completeness, consistency, and feasibility. The paper proposes a generic theory-based process modeling (GPM) framework and criteria for validity evaluation of process models. The framework, which is based on Bunge’s ontology, is formal and notation- independent. Validity is defined as the possibility of the process to achieve its goal. The paper discusses and characterizes causes for process invalidity and suggests ways to avoid these situations. The concepts of the framework and their usefulness for evaluating the validity of process models are demonstrated by applying them to a process taken from the Supply-Chain Operations Reference-model (SCOR).

Book
19 Nov 2004
TL;DR: Process Management in Design and Construction as discussed by the authors provides students on construction and project management related courses with a description of the state of process management in design and construction, including current process models, as well as future vision based on up-to-date research findings and good practice in the construction industry.
Abstract: Process Management in Design and Construction will provide students on construction and project management related courses with a description of the state of process management in design and construction - including current process models - as well as future vision based on up-to-date research findings and good practice in the construction industry. The book also offers practical guidance to industrial and consultancy organisations on undertaking and implementing process management projects…

Journal ArticleDOI
TL;DR: An integrative viewpoint in which the transactional aspects of agent-centric concerns--for example, economic incentives for agents to perform--are integrated with decision and informational aspects of a process is explored.
Abstract: This paper presents an approach to organizational modeling that combines both agent-centric and activity-centric approaches. Activity-centric approaches to process modeling capture the mechanistic components of a process (including aspects of workflow, decision, and information), but agent-centric approaches capture specific aspects of the human component. In this paper, we explore an integrative viewpoint in which the transactional aspects of agent-centric concerns--for example, economic incentives for agents to perform--are integrated with decision and informational aspects of a process. To illustrate issues in this approach, we focus on modeling incentive mechanisms in a specific sales process and present results from an extensive simulation experiment. Our results highlight the importance of considering the effects of incentives when decision and informational aspects of a process undergo changes.

Dissertation
01 Jan 2004
TL;DR: Apart from process schema evolution and change propagation a flexible process management system must also enable instance-specific (ad-hoc) changes, for example, if exceptional situations occur.
Abstract: Continuously arising new trends in information technology and developments at the (e-business) market let companies crave for automated business process support. Process management systems offer the promising possibility to (electronically) define, control, and monitor business processes. However, if this technology shall be applicable in practice it must be possible to change running business processes even at runtime. Basically, such process changes can take place at two levels - the process type level and the process instance level. If a process type is modified a new version of the respective process type schema is created. Then, at minimum, the process instances running according to the old process type schema version must be able to finish without being disturbed. However, this simple versioning approach is only sufficient for short-running business processes. For long-running ones like, for example, car leasing contracts or medical treatment processes which may last from 3 up to 5 years, it must be possible to apply the process type changes to the collection of running process instances as well, but without causing inconsistencies or errors in the sequel. Apart from process schema evolution and change propagation a flexible process management system must also enable instance-specific (ad-hoc) changes, for example, if exceptional situations occur. If then a process type change takes place the challenging question arises how to adequately deal with the interplay of process type and process instance changes.

Journal ArticleDOI
01 Dec 2004
TL;DR: This work develops a uniform approach to manage state mappings between internal processes and process-views that enhances prevalent activity-based process models adaptable to collaborative environments.
Abstract: When cooperating with each other, enterprises must closely monitor internal processes and those of partners to streamline business-to-business (B2B) workflows. This work applies the process-view model, which extends beyond conventional activity-based process models, to design workflows across multiple enterprises. A process-view is an abstraction of an implemented process. An enterprise can design various process-views for different partners based on diverse commercial relationships and, in doing so, establish an integrated process that consists of internal processes and process-views that each partner provides. Participatory enterprises can obtain appropriate progress information from their own integrated processes, allowing them to collaborate effectively. Furthermore, B2B workflows are coordinated through virtual states of process-views. This work develops a uniform approach to manage state mappings between internal processes and process-views. The proposed approach enhances prevalent activity-based process models adaptable to collaborative environments.

Book ChapterDOI
17 Jun 2004
TL;DR: The links between process and decision modeling domains are formalized using a common semantic model that provides the bridge for future development of integrated tools.
Abstract: Goal-oriented business process modeling is driven by the need to ensure congruence of business processes and decisions with the values and vision of the business while meeting continuous demands for increased business productivity However, existing business process modeling tools fail to address effectiveness and efficiency concerns in an integrated manner Building upon the previous research by the authors aimed at addressing this gap through integration of process and decision modeling, in this paper, the links between process and decision modeling domains are formalized using a common semantic model that provides the bridge for future development of integrated tools


Journal ArticleDOI
TL;DR: In this paper, a review of recent developments in modeling techniques for the calculation of polymer properties including molecular weight distribution, copolymer composition distribution, sequence length distribution and long chain branching is presented.
Abstract: Complex reaction kinetics and mechanisms, physical changes and transport effects, non-ideal mixing, and strong process nonlinearity characterize polymerization processes. Polymer reaction engineering is a discipline that deals with various problems concerning the fundamental nature of chemical and physical phenomena in polymeriza- tion processes. Mathematical modeling is a powerful tool for the development of process understanding and advanced reactor technology in the polymer industry. This review discusses recent developments in modeling techniques for the calculation of polymer properties including molecular weight distribution, copolymer composition distribution, sequence length distribution and long chain branching. The application of process models to the design of model-based reactor optimizations and controls is also discussed with some examples.

Journal ArticleDOI
TL;DR: From the various possible variants of hybrid model, three are selected which were applied for important biotechnical processes, two of them from existing production processes and show that hybrid models are powerful tools for process optimisation, monitoring and control.
Abstract: Hybrid models aim to describe different components of a process in different ways. This makes sense when the corresponding knowledge to be represented is different as well. In this way, the most efficient representations can be chosen and, thus, the model performance can be increased significantly. From the various possible variants of hybrid model, three are selected which were applied for important biotechnical processes, two of them from existing production processes. The examples show that hybrid models are powerful tools for process optimisation, monitoring and control.

Book ChapterDOI
TL;DR: The α-algorithm is a process mining algorithm whose application is not limited to ubiquitous and/or mobile systems, but it is unable to tackle so-called “short loops”, i.e., the repeated occurrence of the same event.
Abstract: Ubiquitous Mobile Systems (UMSs) allow for automated capturing of events. Both mobility and ubiquity are supported by electronic means such as mobile phones and PDAs and technologies such as RFID, Bluetooth, WLAN, etc. These can be used to automatically record human behavior and business processes in detail. UMSs typically also allow for more flexibility. The combination of flexibility (i.e., the ability to deviate from standard procedures) and the automated capturing of events, provides an interesting application domain for process mining. The goal of process mining is to discover process models from event logs. The α-algorithm is a process mining algorithm whose application is not limited to ubiquitous and/or mobile systems. Unfortunately, the α-algorithm is unable to tackle so-called “short loops”, i.e., the repeated occurrence of the same event. Therefore, a new algorithm is proposed to deal with short loops: the α+-algorithm. This algorithm has been implemented in the EMiT tool.

Journal ArticleDOI
TL;DR: This paper presents a concept for an integration platform that allows for the integration of modelling tools, combining their models to build up a process model and performing computer-aided studies based on this integrated process model.
Abstract: A large number of modelling tools exist for the construction and solution of mathematical models of chemical processes. Each (chemical) process modelling tool provides its own model representation and model definition functions as well as its own solution algorithms, which are used for performing computer-aided studies for the process under consideration. However, in order to support reusability of existing models and to allow for the combined use of different modelling tools for the study of complex processes, model integration is needed. This paper presents a concept for an integration platform that allows for the integration of modelling tools, combining their models to build up a process model and performing computer-aided studies based on this integrated process model. In order to illustrate the concept without getting into complicated algorithmic issues, we focus on steady-state simulation using models comprising only algebraic equations. The concept is realized in the component-based integration platform CHEOPS, which focuses on integrating and solving existing models rather than providing its own modelling capabilities.

Patent
03 May 2004
TL;DR: In this paper, a system and method is provided for predictive modeling of technical and non-technical components in a business infrastructure that implementing one or more business solutions, and the accuracy of the predictive modeling is improved by mathematically expressing the dynamic characteristics and behavior of each infrastructure component as a result of direct and indirect effects of the infrastructure components impacting one another.
Abstract: A system and method is provided for predictive modeling of technical and non-technical components in a business infrastructure that implementing one or more business solutions According to a first aspect of the invention, performance metrics generated from a predictive model of a business infrastructure are translated into enterprise decision or indicators that correspond to the service, performance and financial states of a business enterprise As a result, non-technical executives can utilize the enterprise decision metrics or indicators to evaluate, support, and monitor the effect of business decisions, for example, with respect to profitability, productivity, growth, and risk of the business According to a second aspect of the invention, the accuracy of the predictive modeling is improved by mathematically expressing the dynamic characteristics and behavior of each infrastructure component as a result of direct and indirect effects of the infrastructure components impacting one another Perturbation theory can be used to express direct and indirect effects