scholarly journals Using UML and Petri nets for visualization of business document flow

2012 ◽  
Vol 60 (2) ◽  
pp. 299-306 ◽  
Author(s):  
Ivana Rábová
Keyword(s):  
Petri Nets ◽  
Business Process ◽  
Process Management ◽  
Process Analysis ◽  
Business Environment ◽  
Activity Diagram ◽  
Concurrent Execution ◽  
State Charts ◽  
Definition Of ◽  
Execution Semantics

The article deals with two principles of business workflow modeling, Petri nets and UML notation, that are the acceptable approaches to business modeling and can be used also for business documents workflow. The special type of Petri nets, WF-nets and UML activity diagrams are used in this article and both modeling ways are presented on the concrete business workflow and then there are presented and specified their advantage and disadvantage for business documents flows. At beginning it is explained the word workflow in context business documents, its features, principles and using in business environment. After that it is clarified that the UML is OMG’s most-used specification, and the way the world models not only application structure, behavior, and architecture, but also business process, workflows and data structure. Activity diagram UML is good way to show how different workflows in the business are managed, how they start, go and stop. Diagrams also show many different decision paths that can be taken from start to finish. State charts can be used as a detail the transitions or changes of states when documents can go through in the business. They show how a documents moves from one state to another and the rules that govern that change. Petri-nets offer a graphical notation for stepwise processes that include choice, iteration, and concurrent execution. Unlike UML Petri nets have an exact mathematical definition of their execution semantics, with a well-developed mathematical theory for process analysis. In the article there are modeled a special type of Petri nets, the WF-nets. The practical part of article incorporates two models of concrete business documents workflows presented in these notations, their comparison and recommendation for using these diagrams in business process management.

scholarly journals Integrating BPMN and DMN: Modeling and Analysis

2021 ◽  
Author(s):  
Massimiliano de Leoni ◽  
Paolo Felli ◽  
Marco Montali
Keyword(s):  
Business Process ◽  
Process Management ◽  
Process Models ◽  
Operational Decisions ◽  
Modeling And Analysis ◽  
Business Goals ◽  
Wide Range ◽  
Definition Of ◽  
Execution Semantics ◽  
Verification Techniques

AbstractThe operational backbone of modern organizations is the target of business process management, where business process models are produced to describe how the organization should react to events and coordinate the execution of activities so as to satisfy its business goals. At the same time, operational decisions are made by considering internal and external contextual factors, according to decision models that are typically based on declarative, rule-based specifications that describe how input configurations correspond to output results. The increasing importance and maturity of these two intertwined dimensions, those of processes and decisions, have led to a wide range of data-aware models and associated methodologies, such as BPMN for processes and DMN for operational decisions. While it is important to analyze these two aspects independently, it has been pointed out by several authors that it is also crucial to analyze them in combination. In this paper, we provide a native, formal definition of DBPMN models, namely data-aware and decision-aware processes that build on BPMN and DMN S-FEEL, illustrating their use and giving their formal execution semantics via an encoding into Data Petri nets (DPNs). By exploiting this encoding, we then build on previous work in which we lifted the classical notion of soundness of processes to this richer, data-aware setting, and show how the abstraction and verification techniques that were devised for DPNs can be directly used for DBPMN models. This paves the way towards even richer forms of analysis, beyond that of assessing soundness, that are based on the same technique.

Business Process Management in the Computer Games Industry

2011 ◽  
pp. 383-400
Author(s):  
Fernando Belfo
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
User Interfaces ◽  
Computer Games ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Computer Game ◽  
Management Approach ◽  
Definition Of

Computer games conceptualization and development are processes that have particular features with significant complexity. The life cycle at computer games development should attend the dynamism, the challenge and the opportunities of the game market. Business process management (BPM) pretends to give an alternative perspective of management to the departmental and hierarchical one. Game firm’s business should be seen with an integrated attitude, incentivising employees from different departments to work together in the same process with a common mission and persecuting same objectives. The importance of integrating the strategic level plans and the task level deployment is crucial for increased alignment and so, organizational performance. This can be better done if there is a process strategy definition, which links strategic initiatives with all needs of a process infrastructure. The processes´ standardizing tendency opens the chance to outsource parts of them bringing possible benefits to game firm and customers. The definition of a clear framework at the strategic level allows lower processes description and global business process architecture specification. Other important aspects of business process management approach at computer games industry should include ownership clarification, performance measurement mechanisms and obviously the identification and activation of improvement opportunities. Author elects business processes customization, integration of flows between firm and its supply chain partners and superior user interfaces using specialized workflow tools as being three improvement opportunities at games industry. In addition to those components, three additional extra concepts are considered critical to have a complete understanding of BPM. They are the conscious process management, the macro process management and the centrality of process. This chapter is going to follow these vectors in order to understand possible opportunities powered by BPM to gain competitive advantages in computer game industry.

Defining Social Business Process Management

2019 ◽  
Vol 11 (1) ◽  
pp. 68-82
Author(s):  
Dalia Suša Vugec
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Delphi Study ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Traditional Approach ◽  
Social Software ◽  
The Social ◽  
Definition Of

Business process management (BPM) is a holistic discipline which is focused on improving organizational performance by managing the business processes of the organization. In recent decades, it has been widely accepted and implemented across many different organizations with some success. However, there were some issues regarding the traditional approach to BPM, like the reality-model divide, etc. As a response, a new discipline, called social BPM has emerged which is based on the principles of social software. For the purpose of this article, a Delphi study has been conducted with the aim of defining the social BPM as well as to identify its main characteristics. The results are presented in this article, proposing a single definition of social BPM and the list of its characteristics.

AWARENESS PROVISIONING IN COLLABORATION MANAGEMENT

2002 ◽  
Vol 11 (01n02) ◽  
pp. 145-173 ◽  
Author(s):  
DONALD BAKER ◽  
DIMITRIOS GEORGAKOPOULOS ◽  
HANS SCHUSTER ◽  
ANDRZEJ CICHOCKI
Keyword(s):  
Process Management ◽  
Relevant Information ◽  
External Information ◽  
Time Interval ◽  
Advanced Level ◽  
Collaboration Management ◽  
Definition Of ◽  
Collaboration Process ◽  
Execution Semantics ◽  
Process Participant

Collaboration management involves capturing the collaboration process, coordinating the activities of the participating applications and humans, and/or providing awareness, i.e. information that is highly relevant to a specific role and situation of a process participant. In this paper, we propose an awareness provisioning solution that allows focusing, customizing, and temporally constraining the awareness delivered to each process participant. Unlike existing collaboration management technologies (such as workflow and groupware) that provide only a few built-in awareness choices, the proposed awareness solution allows the specification of what information is to be given to what users and at what time. To support this advanced level of awareness, we require the definition of awareness roles and the specification of corresponding awareness descriptions. Awareness roles can be dynamically created and associated with any process scope. Awareness descriptions define what information is to be given to users in an awareness role. Since awareness roles are created or become visible when they are needed, the existence of an awareness role also determines the appropriate time interval during which the information specified in the awareness description can be delivered. This awareness provisioning approach minimizes information overloading and allows the combination of process-relevant information with external information as needed by the process participants. The proposed awareness provisioning solution is employed by the Collaboration Management Infrastructure (CMI), a federated system for collaboration process management. In this paper, we introduce an Awareness Model (AM) for creating awareness specifications and defining related execution semantics. Awareness specifications in AM are specialized composite event specifications that define patterns of process-related events and external events, as well as how information should be digested from them. We also describe the implementation of CMI's awareness provisioning engine and related tools.

scholarly journals Organization and Business Environment Collaborative Model to Increase the Innovation Capacity

2018 ◽  
Vol 24 (1) ◽  
pp. 296-301
Author(s):  
Bogdan Fleaca
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Models ◽  
Organizational Innovation ◽  
Business Environment ◽  
Coordination Mechanism ◽  
Current State ◽  
Modern Business ◽  
Innovation Capacity

Abstract The research aims to identify a modern Business Process Management solution to simulate integrated coordination mechanisms with impact on organization’s innovation. From a scientific and socio-economic perspective, the article is aligned with the European innovation trend that supports organizations' preoccupation to introduce innovation and upgrading processes, technologies and business models. The issues that the author has identified and sought to find answers are to identify that mild method of Business Process Management that can be correlated with the dimensions of organizational innovation in areas such as: the organization's infrastructure, partnership between business members, innovation "inside". The second issue is to limit current approaches by analyzing the current state of knowledge. The research has been included within the boundaries of modeling and simulation of business process flows with impact on organizational innovation vectors. Thus, the paper proposes and presents a set of integrated processes of collaboration between the organization and the business environment using Business Process Management as an integrated coordination mechanism of the organization's innovation

scholarly journals No Longer Out of Sight, No Longer Out of Mind? How Organizations Engage with Process Mining-Induced Transparency to Achieve Increased Process Awareness

2021 ◽  
Author(s):  
Julia Eggers ◽  
Andreas Hein ◽  
Markus Böhm ◽  
Helmut Krcmar
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Process Mining ◽  
Process Analysis ◽  
Structured Interviews ◽  
Business Process Analysis ◽  
Starting Point ◽  
Shared Awareness ◽  
Induced Transparency

AbstractIn recent years, process mining has emerged as the leading big data technology for business process analysis. By extracting knowledge from event logs in information systems, process mining provides unprecedented transparency of business processes while being independent of the source system. However, despite its practical relevance, there is still a limited understanding of how organizations act upon the pervasive transparency created by process mining and how they leverage it to benefit from increased process awareness. Addressing this gap, this study conducts a multiple case study to explore how four organizations achieved increased process awareness by using process mining. Drawing on data from 24 semi-structured interviews and archival sources, this study reveals seven sociotechnical mechanisms based on process mining that enable organizations to create either standardized or shared awareness of sub-processes, end-to-end processes, and the firm’s process landscape. Thereby, this study contributes to research on business process management by revealing how process mining facilitates mechanisms that serve as a new, data-driven way of creating process awareness. In addition, the findings indicate that these mechanisms are influenced by the governance approach chosen to conduct process mining, i.e., a top-down or bottom-up driven implementation approach. Last, this study also points to the importance of balancing the social complications of increased process transparency and awareness. These results serve as a valuable starting point for practitioners to reflect on measures to increase organizational process awareness through process mining.

Workflow Management Based on Mobile Agent Technology

2011 ◽  
pp. 1615-1623 ◽  
Author(s):  
Marina Flores-Badillo ◽  
Ernesto López-Mellado
Keyword(s):  
Business Process ◽  
Mobile Agent ◽  
Process Management ◽  
Business Processes ◽  
Workflow Management ◽  
Critical Issue ◽  
Agent Technology ◽  
Workflow Management Coalition ◽  
Manufacturing Applications ◽  
Definition Of

Nowadays Information Systems (IS) are designed for individual task execution control allowing coordinating, monitoring, and supporting the logistical aspects of a business process, in other words, the IS has to manage the flow of work through the organization. The WorkFlow Management represents a critical issue for achieving enterprise competitiveness among organizations. Many companies have realized that the business processes (BP) within their organizations, and between the companies and their partners have not been clearly described and there are not enough techniques and methods to automate the processes. The Workflow Management Coalition (WFMC) states that workflow (WF) is concerned with the automation of procedures where documents, information, or tasks are passed to the participants according to a defined set of rules to achieve, or contribute to, an overall business goal (WfMC, 1999). Another definition of WF can be found in (Rusinkiewicz & Seth, 1994) where workflows are activities involving the coordinated execution of multiple tasks performed by different processing entities (persons or machines). A task or process involves a piece of work and a process entity which executes the work. Workflow Management (WFM) is a fast evolving technology which is increasingly being exploited by businesses in a variety of industries. Its primary characteristic is the automation of processes involving combinations of human and machine-based activities (Aalst & Hee, 2002), (Aalst, 1998). A Workflow Management System (WFMS) provides procedural automation of a business process by management of the sequence of work activities and the invocation of appropriate human and/or IT resources associated with the various activity steps. Although the most prevalent use of WFMS is within the office environment in staff intensive operations such as insurance, banking, legal and general administrations, etc, it is also applicable to some classes of industrial and manufacturing applications (WfMC, 1995). WFMS needs to integrate other technologies such that agent technology, which provides flexible, distributed, and intelligent solutions for business process management. This work presents a methodology for mobile agentbased WFMS development. The proposed methodology consists of a modular and gradual specification of the system where a mobile agent guides the process through organizational units and executes different tasks. Several mobile agents evolve through the system executing concurrently their assigned task.

Business Process Management in the Computer Games Industry

2012 ◽  
pp. 1267-1285
Author(s):  
Fernando Belfo
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
User Interfaces ◽  
Computer Games ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Computer Game ◽  
Management Approach ◽  
Definition Of

Computer games conceptualization and development are processes that have particular features with significant complexity. The life cycle at computer games development should attend the dynamism, the challenge and the opportunities of the game market. Business process management (BPM) pretends to give an alternative perspective of management to the departmental and hierarchical one. Game firm’s business should be seen with an integrated attitude, incentivising employees from different departments to work together in the same process with a common mission and persecuting same objectives. The importance of integrating the strategic level plans and the task level deployment is crucial for increased alignment and so, organizational performance. This can be better done if there is a process strategy definition, which links strategic initiatives with all needs of a process infrastructure. The processes´ standardizing tendency opens the chance to outsource parts of them bringing possible benefits to game firm and customers. The definition of a clear framework at the strategic level allows lower processes description and global business process architecture specification. Other important aspects of business process management approach at computer games industry should include ownership clarification, performance measurement mechanisms and obviously the identification and activation of improvement opportunities. Author elects business processes customization, integration of flows between firm and its supply chain partners and superior user interfaces using specialized workflow tools as being three improvement opportunities at games industry. In addition to those components, three additional extra concepts are considered critical to have a complete understanding of BPM. They are the conscious process management, the macro process management and the centrality of process. This chapter is going to follow these vectors in order to understand possible opportunities powered by BPM to gain competitive advantages in computer game industry.

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