Flexible support for business processes: extending cooperative hypermedia with process support

1999 ◽  
Vol 41 (6) ◽  
pp. 355-366 ◽  
Author(s):  
Jörg M Haake ◽  
Weigang Wang
Keyword(s):  
Business Processes ◽  
Flexible Support ◽  
Process Support

Object-Aware Business Processes

2011 ◽  
Vol 2 (2) ◽  
pp. 19-46 ◽  
Author(s):  
Vera Künzle ◽  
Barbara Weber ◽  
Manfred Reichert
Keyword(s):  
Process Modeling ◽  
Process Management ◽  
Business Processes ◽  
Data Driven ◽  
Process Support ◽  
Management Technology ◽  
It Support ◽  
Business Objects ◽  
Knowledge Intensive

Despite the increasing maturity of process management technology not all business processes are adequately supported by it. Support for unstructured and knowledge-intensive processes is missing, especially since they cannot be straight-jacketed into predefined activities. A common characteristic of these processes is the role of business objects and data as drivers for process modeling and enactment. This paper elicits fundamental requirements for effectively supporting such object-aware processes; i.e., their modeling, execution, and monitoring. Imperative, declarative, and data-driven process support approaches are evaluated and how well they support object-aware processes are investigated. A tight integration of process and data as major steps towards further maturation of process management technology is considered.

On Flexibility in Business Process Management Systems

2012 ◽  
pp. 184-198
Author(s):  
Amit V. Deokar ◽  
Nazim Taskin
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Support Systems ◽  
Management Systems ◽  
Literature Study ◽  
Organizational Contexts ◽  
Process Support ◽  
Key Dimensions

Business Process Management Systems (BPMS) provide the necessary infrastructure for managing business processes, in both intra-organizational and inter-organizational contexts. These process support systems also provide the technical support for managing changes in business processes, either at design time or run-time. Consequently, it is necessary for a BPMS to be flexible and amenable to changes at various levels. This chapter highlights key dimensions along which process support systems such as BPMS can be made more flexible, provides an overview of the existing body of knowledge on these dimensions, and motivates the future work in this direction. The intention is to provide the reader a strong starting point for either conducting a more detailed literature study or pursuing further research along any of these dimensions.

scholarly journals SUPPORTING END-USER ARTICULATIONS IN EVOLVING BUSINESS PROCESSES: A CASE STUDY TO EXPLORE INTUITIVE NOTATIONS AND INTERACTION DESIGNS

2012 ◽  
Vol 21 (04) ◽  
pp. 263-296 ◽  
Author(s):  
JAN HESS ◽  
CHRISTIAN REUTER ◽  
VOLKMAR PIPEK ◽  
VOLKER WULF
Keyword(s):  
Business Processes ◽  
End Users ◽  
Work Environments ◽  
Process Models ◽  
End User ◽  
Interaction Technique ◽  
Process Support ◽  
Local Practices ◽  
Modeling Systems

Adaptations of business processes are important in work environments, specifically when process-support needs to be tailored according to changing needs. The creation, management, and adaptation of the process models require typically modeling-experts. While these actors are knowledgeable in formalizing and operationalizing processes end-users who do not necessarily possess sophisticated modeling skills know typically local practices and framing conditions best. In this paper, we present an approach to support users in articulating their needs and to involve them into the (re-)design of process specifications. We explore how end-users reflect upon and articulate about business processes. Based on results of a qualitative study, we present a new, paper-based interaction technique, which enables users with little skills to model processes. The resulting process specifications can be transferred either in paper or in digital form into traditional modeling systems for further elaboration.

Motives for Feral Systems in Denmark

2016 ◽  
pp. 193-222
Author(s):  
Torben Tambo ◽  
Martin Olsen ◽  
Lars Bækgaard
Keyword(s):  
Case Studies ◽  
Business Models ◽  
Business Processes ◽  
Low Cost ◽  
Software Systems ◽  
Work Processes ◽  
Systems Architecture ◽  
General Acceptance ◽  
Process Support ◽  
Information Systems Architecture

Feral systems have largely been regarded as the users' response to discrepancies between official IT software systems and actual business processes. Inadequacies, discrepancies, and absence of systems support to work processes might lead to users initiating systems development themselves: systems involving any combination of software and manual processes. Feral systems are unofficial and exhibit a conflict between formal and actual operational implementation. In this chapter, the use and implementation of feral systems in Denmark are analysed and discussed. It is found interesting to aim for an understanding of feral systems in a small, relatively agile economy with traditionally positive to rapid adoption of information technology in enterprises. The method being used is qualitative case studies in selected companies representing various complexities of their respective business models and industries. The case studies address both issues of organisational and technological nature of the feral systems typically with an offset in the companies' overall information systems architecture. Among findings are (1) feral systems as a known choice when reflecting business processes with open and non-routinised character, (2) a general acceptance not related to the size or industry, (3) feral systems have received attention as implementations of innovation, (4) feral systems start as opposed to formal and official systems, but during their lifetime they can drift towards a more official status, and (5) feral systems are accepted as low-cost solutions to fill gaps in business process support where ERP systems come short.

A TAXONOMY OF TRANSACTIONAL WORKFLOW SUPPORT

2006 ◽  
Vol 15 (01) ◽  
pp. 87-118 ◽  
Author(s):  
PAUL GREFEN ◽  
JOCHEM VONK
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Specification Language ◽  
Management Systems ◽  
Transaction Management ◽  
Business Organizations ◽  
Web Based ◽  
Process Support

Structured business processes are the veins of complex business organizations. Workflows have generally been accepted as a means to model and support these processes, be they interactive or completely automated. The fact that these processes require robustness and clear semantics has generally been observed and has led to the combination of workflow and transaction concepts. Many variations on this combination exist, leading to many approaches to transactional workflow support. No clear classification of these approaches has been developed, however, resulting in a badly understood field. To deal with this problem, we describe a clear taxonomy of transactional workflow models in this paper, based on the relation between workflow and transaction concepts. We show that the classes in the taxonomy can be directly related to specification language and architecture types for workflow and transaction management systems. We compare the various classes with respect to their characteristics and place existing approaches in the taxonomy. We cover both "traditional" workflow approaches and more recent web-based approaches, including inter-organizational workflow approaches. Together, this paper offers a well-structured and concise analysis of the field of transactional business process support.

A COOPERATIVE HYPERMEDIA APPROACH TO FLEXIBLE PROCESS SUPPORT FOR MANAGING DISTRIBUTED PROJECTS

2009 ◽  
Vol 18 (03n04) ◽  
pp. 481-512 ◽  
Author(s):  
WEIGANG WANG ◽  
KEVIN FINCH ◽  
JESSICA RUBART ◽  
JOERG M. HAAKE
Keyword(s):  
Project Management ◽  
Process Model ◽  
Business Processes ◽  
Workflow Management ◽  
Project Planning ◽  
Project Teams ◽  
Management Systems ◽  
Workflow Management Systems ◽  
Team Members ◽  
Process Support

Due to the separation of project management systems and workflow management systems, there is a gap between project plans and process support used to implement them. Often, managers could not see what was going on in their businesses until it was too late to react. In this paper, a cooperative hypermedia approach and an integration framework are developed to provide an integrated support for project planning, workflow management, information management and teamwork. The cooperative hypermedia-based process model has many desirable computational properties. The cooperative hypermedia tools built on this model can support distributed project teams to create, analyze, execute, monitor and adapt a project plan cooperatively. Case studies and user experiences of the cooperative hypermedia system demonstrate that the cooperative hypermedia approach can facilitate team members to identify emerging problems, to discuss and adapt the plan cooperatively. It is a promising approach to bridge the gap between project management and workflow management systems so as to support flexible business processes of real-time project teams.

Motives for Feral Systems in Denmark

2014 ◽  
pp. 129-160
Author(s):  
Torben Tambo ◽  
Martin Olsen ◽  
Lars Bækgaard
Keyword(s):  
Case Studies ◽  
Business Models ◽  
Business Processes ◽  
Low Cost ◽  
Software Systems ◽  
Work Processes ◽  
Systems Architecture ◽  
General Acceptance ◽  
Process Support ◽  
Information Systems Architecture

Feral systems have largely been regarded as the users’ response to discrepancies between official IT software systems and actual business processes. Inadequacies, discrepancies, and absence of systems support to work processes might lead to users initiating systems development themselves: systems involving any combination of software and manual processes. Feral systems are unofficial and exhibit a conflict between formal and actual operational implementation. In this chapter, the use and implementation of feral systems in Denmark are analysed and discussed. It is found interesting to aim for an understanding of feral systems in a small, relatively agile economy with traditionally positive to rapid adoption of information technology in enterprises. The method being used is qualitative case studies in selected companies representing various complexities of their respective business models and industries. The case studies address both issues of organisational and technological nature of the feral systems typically with an offset in the companies’ overall information systems architecture. Among findings are (1) feral systems as a known choice when reflecting business processes with open and non-routinised character, (2) a general acceptance not related to the size or industry, (3) feral systems have received attention as implementations of innovation, (4) feral systems start as opposed to formal and official systems, but during their lifetime they can drift towards a more official status, and (5) feral systems are accepted as low-cost solutions to fill gaps in business process support where ERP systems come short.

Object-Aware Business Processes

2013 ◽  
pp. 1-29
Author(s):  
Vera Künzle ◽  
Barbara Weber ◽  
Manfred Reichert
Keyword(s):  
Process Modeling ◽  
Process Management ◽  
Business Processes ◽  
Data Driven ◽  
Process Support ◽  
Management Technology ◽  
It Support ◽  
Business Objects ◽  
Knowledge Intensive

Despite the increasing maturity of process management technology not all business processes are adequately supported by it. Support for unstructured and knowledge-intensive processes is missing, especially since they cannot be straight-jacketed into predefined activities. A common characteristic of these processes is the role of business objects and data as drivers for process modeling and enactment. This paper elicits fundamental requirements for effectively supporting such object-aware processes; i.e., their modeling, execution, and monitoring. Imperative, declarative, and data-driven process support approaches are evaluated and how well they support object-aware processes are investigated. A tight integration of process and data as major steps towards further maturation of process management technology is considered.

The People Integration Challenge

2011 ◽  
pp. 274-298
Author(s):  
Karsten Ploesser ◽  
Nick Russell
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Support Systems ◽  
State Of The Art ◽  
Language Assessment ◽  
Process Support ◽  
The People ◽  
Common Framework ◽  
Service Oriented ◽  
Integration Challenge

This chapter discusses the challenges associated with integrating work performed by human agents into automated workflows. It briefly recounts the evolution of business process support systems and concludes that although the support for people integration continues to evolve in these offerings, in broad terms it has not advanced markedly since their inception several decades ago. Nevertheless, people are an integral part of business processes and integration of human work deserves special consideration during process design and deployment. To this end, the chapter explores the requirements associated with modelling human integration and examines the support for people integration offered by WS-BPEL, which (together with its WS-BPEL4People and WS-HumanTask extensions) currently represents the state of the art when defining and implementing business processes in a service-oriented environment. In order to do this, it utilises a common framework for language assessment, the workflow resource patterns, both to illustrate the capabilities of WS-BPEL and to identify future technical opportunities.

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