Sensemaking in Dual Artefact Tasks – The Case of Business Process Models and Business Rules

2020 ◽  
pp. 105-118
Author(s):  
Tianwa Chen ◽  
Shazia Sadiq ◽  
Marta Indulska
Keyword(s):  
Business Process ◽  
Process Models ◽  
Business Rules ◽  
Business Process Models

A Rule-Based Approach to Model Business Process

2013 ◽  
pp. 424-441
Author(s):  
Gang Xue ◽  
Zhongwei Wu ◽  
Kun Zhang ◽  
Shaowen Yao
Keyword(s):  
Flow Control ◽  
Business Process ◽  
Process Modeling ◽  
Business Process Modeling ◽  
Process Models ◽  
Business Rules ◽  
Rule Based ◽  
Plain Text ◽  
Business Process Models ◽  
Rule Based Approach

Up to the present, the modeling of business process manly focuses on the flow-control perspective, regardless of the logic relationships between models. Although the value of business rules in business process modeling has been recognized by many organizations, it is not fully clear how business rules can be used to model business process models. Business rules are powerful representation forms that can potentially define the semantics of business process models and business vocabulary. This chapter is committed to model the business process based on SBVR, then use the method mentioned below to transform a plain text rule statement into BPMN files.

Composition of executable business process models by combining business rules and process flows

2007 ◽  
Vol 33 (1) ◽  
pp. 221-229 ◽  
Author(s):  
Sunjae Lee ◽  
Tae-Young Kim ◽  
Dongwoo Kang ◽  
Kwangsoo Kim ◽  
Jae Yeol Lee
Keyword(s):  
Business Process ◽  
Process Models ◽  
Business Rules ◽  
Business Process Models

Mining business rules from business process model repositories

2015 ◽  
Vol 21 (4) ◽  
pp. 820-836 ◽  
Author(s):  
Jantima Polpinij ◽  
Aditya Ghose ◽  
Hoa Khanh Dam
Keyword(s):  
Business Process ◽  
Process Model ◽  
Process Mining ◽  
Process Models ◽  
Sequential Patterns ◽  
Business Rules ◽  
Data Set ◽  
Content Type ◽  
Market Growth ◽  
Business Process Models

Purpose – Business process has become the core assets of many organizations and it becomes increasing common for most medium to large organizations to have collections of hundreds or even thousands of business process models. The purpose of this paper is to explore an alternative dimension to process mining in which the objective is to extract process constraints (or business rules) as opposed to business process models. It also focusses on an alternative data set – process models as opposed to process instances (i.e. event logs). Design/methodology/approach – The authors present a new method of knowledge discovery to find business activity sequential patterns embedded in process model repositories. The extracted sequential patterns are considered as business rules. Findings – The authors find significant knowledge hidden in business processes model repositories. The hidden knowledge is considered as business rules. The business rules extracted from process models are significant and valid sequential correlations among business activities belonging to a particular organization. Such business rules represent business constraints that have been encoded in business process models. Experimental results have indicated the effectiveness and accuracy of the approach in extracting business rules from repositories of business process models. Social implications – This research will assist organizations to extract business rules from their existing business process models. The discovered business rules are very important for any organization, where rules can be used to help organizations better achieve goals, remove obstacles to market growth, reduce costly mistakes, improve communication, comply with legal requirements, and increase customer loyalty. Originality/value – There has very been little work in mining business process models as opposed to an increasing number of very large collections of business process models. This work has filled this gap with the focus on extracting business rules.

scholarly journals Evaluation and Lessons Learned from a Campus as a Living Lab Program to Promote Sustainable Practices

2021 ◽  
Vol 13 (4) ◽  
pp. 1739
Author(s):  
Paul Save ◽  
Belgin Terim Cavka ◽  
Thomas Froese
Keyword(s):  
Learning Curve ◽  
Business Process ◽  
Lessons Learned ◽  
Process Models ◽  
Sustainable Practices ◽  
Business Process Models ◽  
District Energy ◽  
University Of British Columbia ◽  
Living Lab ◽  
The University

Any group that creates challenging goals also requires a strategy to achieve them and a process to review and improve this strategy over time. The University of British Columbia (UBC) set ambitious campus sustainability goals, including a reduction in its greenhouse gas emissions to 33% below the 2007 level by 2015, and 100% by 2050 (UBC, 2006). The University pursued these goals through a number of specific projects (such as major district energy upgrade and a bioenergy facility) and, more generally, through a “Campus as a Living Lab” (CLL) initiative to marry industry, campus operations, and research to drive innovative solutions. The CLL program has achieved significant successes while also demonstrating many opportunities for improvements and lessons learned. The aim of this study was to examine the UBC CLL program, to identify and formalize its operations, to extract key transferable characteristics, and to propose replicable processes that other universities and municipalities can follow to expand their sustainable practices in similar ways. There was a learning curve with implementing a CLL program at UBC; thus, the goal of this study was to potentially shorten this learning curve for others. The research involved an ethnographic approach in which researchers participated in the CLL process, conducted qualitative analysis, and captured the processes through a series of business process models. The research findings are shared in two parts: 1. generalized lessons learned through key transferrable characteristics; 2. a series of generic organizational charts and business process models (BPMs) culminated with learned strategies through defined processes that illustrate what was required to create a CLL program at UBC. A generalized future improvement plan for UBC CLL programs is defined, generic BPMs about CLL projects are evaluated, and the level of engagement of multiple stakeholders through phases of project life cycle given in the conclusion for future use of other Living Lab organizations.

scholarly journals Using business process models for the specification of manufacturing operations

2020 ◽  
Vol 123 ◽  
pp. 103297
Author(s):  
Jonnro Erasmus ◽  
Irene Vanderfeesten ◽  
Konstantinos Traganos ◽  
Paul Grefen
Keyword(s):  
Business Process ◽  
Process Models ◽  
Business Process Models ◽  
Manufacturing Operations

scholarly journals Business processes exceptions in relation to operational performance

2019 ◽  
Vol 25 (5) ◽  
pp. 908-922 ◽  
Author(s):  
Remco Dijkman ◽  
Oktay Turetken ◽  
Geoffrey Robert van IJzendoorn ◽  
Meint de Vries
Keyword(s):  
Business Process ◽  
Process Model ◽  
Business Processes ◽  
Process Models ◽  
Operational Performance ◽  
Normal Flow ◽  
Throughput Time ◽  
Content Type ◽  
Business Process Models ◽  
Practical Implications

Purpose Business process models describe the way of working in an organization. Typically, business process models distinguish between the normal flow of work and exceptions to that normal flow. However, they often present an idealized view. This means that unexpected exceptions – exceptions that are not modeled in the business process model – can also occur in practice. This has an effect on the efficiency of the organization, because information systems are not developed to handle unexpected exceptions. The purpose of this paper is to study the relation between the occurrence of exceptions and operational performance. Design/methodology/approach The paper does this by analyzing the execution logs of business processes from five organizations, classifying execution paths as normal or exceptional. Subsequently, it analyzes the differences between normal and exceptional paths. Findings The results show that exceptions are related to worse operational performance in terms of a longer throughput time and that unexpected exceptions relate to a stronger increase in throughput time than expected exceptions. Practical implications These findings lead to practical implications on policies that can be followed with respect to exceptions. Most importantly, unexpected exceptions should be avoided by incorporating them into the process – and thus transforming them into expected exceptions – as much as possible. Also, as not all exceptions lead to longer throughput times, continuous improvement should be employed to continuously monitor the occurrence of exceptions and make decisions on their desirability in the process. Originality/value While work exists on analyzing the occurrence of exceptions in business processes, especially in the context of process conformance analysis, to the best of the authors’ knowledge this is the first work that analyzes the possible consequences of such exceptions.

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