scholarly journals A Systematic Literature Review of Consistency Among Business Process Models

2016 ◽  
pp. 175-195 ◽  
Author(s):  
Afef Awadid ◽  
Selmin Nurcan
Keyword(s):  
Literature Review ◽  
Business Process ◽  
Systematic Literature Review ◽  
Process Models ◽  
Business Process Models

Ten years of visualization of business process models: A systematic literature review

2019 ◽  
Vol 66 ◽  
pp. 103347 ◽  
Author(s):  
Vinicius Stein Dani ◽  
Carla Maria Dal Sasso Freitas ◽  
Lucinéia Heloisa Thom
Keyword(s):  
Literature Review ◽  
Business Process ◽  
Systematic Literature Review ◽  
Process Models ◽  
Business Process Models

A systematic literature review on the usage of eye-tracking in understanding process models

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rafael Batista Duarte ◽  
Denis Silva da Silveira ◽  
Vinícius de Albuquerque Brito ◽  
Charlie Silva Lopes
Keyword(s):  
Literature Review ◽  
Eye Tracking ◽  
Business Process ◽  
Systematic Literature Review ◽  
Data Extraction ◽  
Process Models ◽  
Future Research ◽  
Comprehensive Overview ◽  
Content Type ◽  
Tracking Device

PurposeBusiness process modeling can involve multiple stakeholders, so it is natural that problems may occur during the designing and understanding processes. One way to perceive these problems is to evaluate the comprehension of business process models through the collection of data related to the readers' eye movement via an eye-tracking device. The purpose of this paper is to provide a comprehensive overview of the use of eye-trackers in understanding process models and to offer a research roadmap to challenge the community to address the identified limitations and open issues that require further investigation.Design/methodology/approachTo achieve this goal, Systematic Literature Review (SLR) was performed following good practices from the Evidence-Based Software Engineering's (EBSE) field.FindingsThis study resulted in 10 primary studies selected for analysis and data extraction, from the 1,482 initially retrieved. The major findings indicate that the business process community still benefits little from the use of eye-tracking, e.g. not offering sufficient support for inexperienced designers and not having an explicit standardization in its use. These and other findings are synthesized in a research roadmap which results would benefit researchers and practitioners.Originality/valueIn the studies found, the methods used to explore eyes' movement in process models' comprehension analysis were presented as an advantage of the current study. Additionally, another aspect presented in this SRL as an originality is presenting a set of open questions, suggesting valuable topics for future research through a research script (research roadmap).

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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