ProcessGene-Connect: SOA Integration between Business Process Models and Enactment Transactions of Enterprise Software Systems

2009 ◽  
pp. 184-193
Author(s):  
Avi Wasser ◽  
Maya Lincoln
Keyword(s):  
Business Process ◽  
Process Models ◽  
Software Systems ◽  
Enterprise Software ◽  
Business Process Models

Tracing Links Between Business Processes and Software Systems

2013 ◽  
Vol 5 (2) ◽  
pp. 46-64 ◽  
Author(s):  
Lerina Aversano ◽  
Maria Tortorella
Keyword(s):  
Information Retrieval ◽  
Business Process ◽  
Software Maintenance ◽  
Business Processes ◽  
Semantic Analysis ◽  
Process Models ◽  
Software Systems ◽  
Software System ◽  
Business Process Models

The traceability links existing between a business process and the supporting software systems s is a critical concern for the organizations, as it directly affects their performance. Methodologies and tools are needed for detecting these kinds of relationships and keeping an evidence of the existing connections. This paper proposes an approach for modelling a business processes evidencing the links existing between their activities and the components of the supporting software systems. The approach described in this paper is concerned with the use of information retrieval techniques to software maintenance and, in particular, to the problem of recovering traceability links between the business process models and the components of the supporting software system. An information retrieval approach is introduced based on two processing phases including syntactic and semantic analysis. The application of the approach is explored through a case study.

scholarly journals From business process models to process-oriented software systems

2009 ◽  
Vol 19 (1) ◽  
pp. 1-37 ◽  
Author(s):  
Chun Ouyang ◽  
Marlon Dumas ◽  
Wil M. P. Van Der Aalst ◽  
Arthur H. M. Ter Hofstede ◽  
Jan Mendling
Keyword(s):  
Business Process ◽  
Process Models ◽  
Software Systems ◽  
Business Process Models ◽  
Process Oriented

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 Influence of diagram layout and scrolling on understandability of BPMN processes: an eye tracking experiment with BPMN diagrams

2021 ◽  
Author(s):  
Daniel Lübke ◽  
Maike Ahrens ◽  
Kurt Schneider
Keyword(s):  
Eye Tracking ◽  
Business Process ◽  
Process Modeling ◽  
Business Models ◽  
Business Process Modeling ◽  
Process Models ◽  
Software Systems ◽  
Process Diagrams ◽  
Style Guides ◽  
Important Activity

AbstractBusiness process modeling is an important activity for developing software systems—especially within digitization projects and when realizing digital business models. Specifying requirements and building executable workflows is often done by using BPMN 2.0 process models. Although there are several style guides available for BPMN, e.g., by Silver and Richard (BPMN method and style, vol 2, Cody-Cassidy Press, Aptos, 2009), there has not been much empirical research done into the consequences of the diagram layout. In particular, layouts that require scrolling have not been investigated yet. The aim of this research is to establish layout guidelines for business process modeling that help business process modelers to create more understandable business process diagrams. For establishing benefits and penalties of different layouts, a controlled eye tracking experiment was conducted, in which data of 21 professional software developers was used. Our results show that horizontal layouts are less demanding and that as many diagram elements as possible should be put on the initially visible screen area because such diagram elements are viewed more often and longer. Additionally, diagram elements related to the reader’s task are read more often than those not relevant to the task. BPMN modelers should favor a horizontal layout and use a more complex snake or multi-line layout whenever the diagrams are too large to fit on one page in order to support BPMN model comprehension.

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.

scholarly journals Explaining Non-compliance of Business Process Models Through Automated Planning

2018 ◽  
pp. 181-197 ◽  
Author(s):  
Fabrizio Maria Maggi ◽  
Andrea Marrella ◽  
Giuseppe Capezzuto ◽  
Abel Armas Cervantes
Keyword(s):  
Business Process ◽  
Automated Planning ◽  
Process Models ◽  
Business Process Models
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