Development of a Game-Based Approach for Business Process Knowledge

2021 ◽  
pp. 271-276
Author(s):  
Julian Bozem ◽  
Johannes Beckert ◽  
Alexander Dobhan
Keyword(s):  
Business Process ◽  
Process Knowledge

Semantic Annotation of Process Models for Facilitating Process Knowledge Management

2010 ◽  
Vol 1 (3) ◽  
pp. 45-67 ◽  
Author(s):  
Yun Lin ◽  
John Krogstie
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Semantic Annotation ◽  
Empirical Evaluation ◽  
Process Models ◽  
Process Knowledge ◽  
Business Process Models ◽  
Distributed Process

Enterprise/business process models that represent knowledge of business processes are generally designed for particular applications in a range of different enterprises. It is a considerable challenge to manage the knowledge of processes that are distributed throughout many different information systems, due to the heterogeneity of the process models used. In this paper, the authors present a framework for semantic annotation that tackles the problem of the heterogeneity of distributed process models to facilitate management of process knowledge. The feasibility of the approach is demonstrated by means of exemplar studies, and a comprehensive empirical evaluation is used to validate the authors’ approach.

Evolution of Business Process Notation

2009 ◽  
pp. 1-23
Author(s):  
Roberto Paiano ◽  
Anna Lisa Guido ◽  
Andrea Pandurino
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Large Range ◽  
Process Knowledge ◽  
Whole Process

The analysis of the business processes, realized through visits and interviews to the employees, must necessarily aim to provide for visibility to a large range of operation of the whole process knowledge; this misses very often to the company: each operator sees only the part of the process that tightly competes with it and only an analysis realized by an external team (or that succeeds in abstracting from the specific problems of every actor of the business process) can gather the process in its entirety.

A framework to capture and reuse process knowledge in business process design and execution using social tagging

2016 ◽  
Vol 22 (4) ◽  
pp. 835-859 ◽  
Author(s):  
Mohammad Ehson Rangiha ◽  
Marco Comuzzi ◽  
Bill Karakostas
Keyword(s):  
Business Process ◽  
Ad Hoc ◽  
Single Case ◽  
Social Tagging ◽  
Case Scenario ◽  
Process Knowledge ◽  
Capture Process ◽  
Content Type ◽  
The Social

Purpose – The purpose of this paper is to present a framework for social business process management (BPM) in which social tagging is used to capture process knowledge emerging during the design and enactment of the processes. Process knowledge concerns both the type of activities chosen to fulfil a certain goal and the skills and experience of users in executing specific tasks. This knowledge is exploited by recommendation tools to support the design and enactment of current and future process instances. Design/methodology/approach – The literature about traditional BPM is analysed to highlight the limitations of traditional BPM regarding management of ad hoc and semi-structured processes. Having identified this gap, an innovative BPM framework based on social tagging is proposed to address these limitations. This model is exemplified in a real case scenario and evaluated through the implementation of a prototype and a case study in real world non-profit organisation. Findings – An overview of the social BPM framework is presented, introducing the concepts of role and task recommendation, which are supported by social tagging. The prototype shows the buildability of the social BPM framework as an extension of a Wiki platform. The case study demonstrates that the social BPM framework improves user collaborativeness in designing and executing process instances. Research limitations/implications – The applicability of the framework is targeted to ad hoc and possibly semi-structured business processes and it does not extend to highly procedural and codified processes. A single case study limits the generalisability of the evaluation results. Originality/value – The social BPM framework is the first to introduce task and role recommendation supported by social tagging to overcome the limitations of traditional BPM models.

Sign in / Sign up

Export Citation Format

Share Document