A Model Driven Methodology for Business Process Engineering

1995 ◽  
Author(s):  
Bipin Chadha
Keyword(s):  
Business Process ◽  
Information Technologies ◽  
Business Processes ◽  
Cost Benefit Analysis ◽  
Process Analysis ◽  
Essential Elements ◽  
Process Engineering ◽  
Process Models ◽  
Improvement Program ◽  
Model Driven

Abstract Having competitive processes has become as important (if not more) as having competitive products. Simply designing good products is not enough to gain competitive edge. Business processes have grown complex and fragmented in an ad-hoc manner. They span several departments and are very inefficient. Often the work being performed conflicts with the organizations’ goals and strategic objectives. Traditional practices and policies tend to encourage this, resulting in being part of the problem instead of being part of the solution. This paper presents a model driven methodology for Business Process Engineering (BPE) to support an organization’s migration to effective, agile and efficient processes. The essential elements of the methodology are process modeling, process analysis, and process execution by utilizing an array of information technologies. The methodology steps depend on process models for understanding, analyzing, simulating, improving, innovating, and implementing the business processes. The methodology starts by defining the goals and objectives of the BPE project. Candidate business processes are identified. The selected strategic “As-Is” business processes are analyzed to find where problems exist. Several techniques are employed to engineer the “To-Be” process. The new process may be a radical departure from the old process. The alternatives are evaluated using cost/benefit analysis. The selected processes are then implemented using a phased approach that relies on information technology solutions alongwith the implementation of recommended organizational and cultural changes. A continuous improvement program is put into place to ensure long term success.

Obtaining secure business process models from an enterprise architecture considering security requirements

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Luis San Martín ◽  
Alfonso Rodríguez ◽  
Angélica Caro ◽  
Ignacio Velásquez
Keyword(s):  
Business Process ◽  
Process Model ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Process Models ◽  
Security Requirements ◽  
Content Type ◽  
Model Driven ◽  
Transformation Rules ◽  
Secure Business Process

PurposeSecurity requirements play an important role in software development. These can be specified both in enterprise architecture models and in business processes. Enterprises increasingly carry out larger amounts of business processes where security plays a major role. Business processes including security can be automatically obtained from enterprise architecture models by applying a model-driven architecture approach, through a CIM to CIM transformation. The aim of this article is to present the specification of transformation rules for the correspondence between enterprise architecture and business process model elements focusing on security.Design/methodology/approachThis work utilizes motivational aspects of the ArchiMate language to model security in the business layer of enterprise architectures. Next, a set of transformation rules defined with the Atlas Transformation Language are utilized to obtain the correspondence of the enterprise architecture elements in a business process, modelled with a security extension of BPMN.FindingsA total of 19 transformation rules have been defined. These rules are more complex than element to element relations, as they take into consideration the context of the elements for establishing the correspondence. Additionally, the prototype of a tool that allows the automatic transformation between both models has been developed.Originality/valueThe results of this work demonstrate the possibility to tackle complex transformations between both models, as previous literature focuses on semantic correspondences. Moreover, the obtained models can be of use for software developers applying the model-driven approach.

A Model-Driven Solution for the Automatic Generation of Executable Code from Business Process Models

2014 ◽  
pp. 213-253
Author(s):  
Javier Fabra ◽  
Valeria de Castro ◽  
Verónica Andrea Bollati ◽  
Pedro Álvarez ◽  
Esperanza Marcos
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Automatic Generation ◽  
Process Models ◽  
Business Process Models ◽  
Model Driven ◽  
Business Goals ◽  
Executable Code ◽  
The One

The business goals of an enterprise process are traced to business process models with the aim of being carried out during the execution stage. The automatic translation from these models to fully executable code that can be simulated and round-trip engineered is still an open challenge in the Business Process Management field. Model-driven Engineering has proposed a set of methodologies to solve the existing gap between business analysts and software developers, but the expected results have not been reached yet. In order to rise to this challenge, in this chapter the authors propose a solution based on the integration of three previous proposals: SOD-M, DENEB, and MeTAGeM. On the one hand, SOD-M is a model-driven method for the development of service-oriented systems. Business analysts can use SOD-M to transform their business goals into composition service models, a type of model that represents business processes. On the other hand, DENEB is a platform for the development and execution of flexible business processes, represented by means of workflow models. The authors' approach focuses on the automatic transformation of SOD-M models to DENEB workflow models, resulting in a business process that is coded by a class of high-level Petri-nets, and it is directly executable in DENEB. The model transformation process has been automated using the MeTAGeM tool, which automatically generates the set of ATL rules required to transform SOD-M models to DENEB workflows. Finally, the integration of the three proposals has been illustrated by means of a real system related to the management of medical images.

Business Process Analysis

2011 ◽  
pp. 78-82 ◽  
Author(s):  
Jesu´s Arias Fisteus ◽  
Carlos Delgado Kloos
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Process Analysis ◽  
Process Models ◽  
Work Flow ◽  
Functional Verification ◽  
Flow Management ◽  
Business Process Analysis ◽  
And Performance ◽  
Work Flow Management

Business-process management (BPM) is nowadays a key technology for the automation and support of processes in medium-sized and large organizations. This technology has been successfully applied to business-to-consumer (B2C) and business-to-business (B2B) e-commerce since the ’90s, and it is now being applied also in e-government for the management of administrative procedures. As stated in Aalst, Hofstede, and Weske (2003), the origins of BPM technologies can be found in the ’70s with the research on office information systems. Research in this area was almost stopped in the ’80s, but it rose again in the ’90s under the name of work-flow management. Now it is evolving with a more integral approach and a new name: BPM. It is defined in Aalst, Hofstede, and Weske (2003, p. 4) as “supporting business processes using methods, techniques, and software to design, enact, control, and analyze operational processes involving humans, organizations, applications, documents and other sources of information.” The main functionalities provided by a BPM system are defining business processes, automatically enacting them, controlling their enactment, and analyzing them. This article is focused on the last functionality: business-process analysis (BPA). BPA can be defined as a set of technologies that provide support for obtaining relevant properties of business-process models in order to reason about them, detect functional errors, or improve their performance. BPA was a neglected area in the work-flow management systems developed in the ’90s. Will van der Aalst (1998) was one of the first researchers in this field. He proposed the use of petri nets for modeling business processes and the application of the analysis theory developed for this formalism to demonstrate the correctness of the developed processes, analyze performance, and so forth. Since then, other approaches, based on formal methods, were proposed. BPA is important for BPM because it provides the technology for improving the reliability and efficiency of the business process of organizations. Reliability considerably reduces expenses caused by errors in transactions. Efficiency reduces expenses caused by an inefficient use of resources and can improve the satisfaction of customers. The next section provides a background on the most important analysis technologies: functional verification and performance measuring. Then, the discussion is focused on functional verification. An overview on how different authors applied functional verification to business processes is presented. Then these works are analyzed and an open, modular, and extensible architecture for the functional verification of business processes is presented. Later, the future trends on this topic are outlined. Finally, the conclusion highlights the main concepts introduced in this article.

Business Process Analysis

2011 ◽  
pp. 691-697
Author(s):  
Jesús Arias Fisteus ◽  
Carlos Delgado Kloos
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Process Analysis ◽  
Process Models ◽  
Work Flow ◽  
Functional Verification ◽  
Flow Management ◽  
Business Process Analysis ◽  
And Performance ◽  
Work Flow Management

Business-process management (BPM) is nowadays a key technology for the automation and support of processes in medium-sized and large organizations. This technology has been successfully applied to business-to-consumer (B2C) and business-to-business (B2B) e-commerce since the ’90s, and it is now being applied also in e-government for the management of administrative procedures. As stated in Aalst, Hofstede, and Weske (2003), the origins of BPM technologies can be found in the ’70s with the research on office information systems. Research in this area was almost stopped in the ’80s, but it rose again in the ’90s under the name of work-flow management. Now it is evolving with a more integral approach and a new name: BPM. It is defined in Aalst, Hofstede, and Weske (2003, p. 4) as “supporting business processes using methods, techniques, and software to design, enact, control, and analyze operational processes involving humans, organizations, applications, documents and other sources of information.” The main functionalities provided by a BPM system are defining business processes, automatically enacting them, controlling their enactment, and analyzing them. This article is focused on the last functionality: business-process analysis (BPA). BPA can be defined as a set of technologies that provide support for obtaining relevant properties of business-process models in order to reason about them, detect functional errors, or improve their performance. BPA was a neglected area in the work-flow management systems developed in the ’90s. Will van der Aalst (1998) was one of the first researchers in this field. He proposed the use of petri nets for modeling business processes and the application of the analysis theory developed for this formalism to demonstrate the correctness of the developed processes, analyze performance, and so forth. Since then, other approaches, based on formal methods, were proposed. BPA is important for BPM because it provides the technology for improving the reliability and efficiency of the business process of organizations. Reliability considerably reduces expenses caused by errors in transactions. Efficiency reduces expenses caused by an inefficient use of resources and can improve the satisfaction of customers. The next section provides a background on the most important analysis technologies: functional verification and performance measuring. Then, the discussion is focused on functional verification. An overview on how different authors applied functional verification to business processes is presented. Then these works are analyzed and an open, modular, and extensible architecture for the functional verification of business processes is presented. Later, the future trends on this topic are outlined. Finally, the conclusion highlights the main concepts introduced in this article.

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 Pengujian Unit Plugin Pemberian Anotasi Efek Secara Semantik pada Proses Bisnis BPMN

2021 ◽  
Vol 6 (3) ◽  
pp. 170
Author(s):  
Hilman Nuril Hadi
Keyword(s):  
Business Process ◽  
Process Model ◽  
Business Processes ◽  
Process Models ◽  
Unit Testing ◽  
Business Process Model ◽  
Testing Technique ◽  
Modeling Tools ◽  
Path Testing ◽  
Future Business

Business process model was created to make it easier for business process stakeholders to communicate and discuss the structure of the process more effectively and efficiently. Business process models can also be business artifacts and media that can be analyzed further to improve and maintain organizational competitiveness. To analyze business processes in a structured manner, the effect/results of the execution of business processes will be one of the important information. The effect/result of the execution of certain activities or a business process as a whole are useful for managing business processes, including for improvements related to future business processes. This effect annotation approach needs to be supported by business process modeling tools to assist business analysts in managing business processes properly. In previous research, the author has developed a plugin that supports business analysts to describe the effects semantically attached to activities in the Business Process Model and Notation (BPMN) business process model. In this paper, the author describes the unit testing process and its results on the plugin of semantic effect annotation that have been developed. Unit testing was carried out using the basic path testing technique and has obtained three test paths. The results of unit test for plugin are also described in this paper.

scholarly journals Relation between process and service logics

2013 ◽  
Vol 61 (2) ◽  
pp. 411-416
Author(s):  
Milan Mišovič ◽  
Jan Turčínek
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Process Analysis ◽  
Information Modeling ◽  
General Context ◽  
Enterprise Information ◽  
Business Services ◽  
Enterprise Information Systems ◽  
Information Engineering

It is generally accepted that the process control of a small and medium-sized manufacturing business enterprise is the foundation of high quality care of firm’s business processes. Any business process is seen as an indivisible sequence of activity steps designed to perform complex business activities. In its statutory documents the company should have concise descriptions of at least the main processes, along with their contexts in a given department of the company and the employee position.The main business processes, of course many others, are not immutable, on the contrary, they are very often changing. Many processes occur, others are modified others disappear as antiquated and useless to support strategic business objectives. All this is a consequence of the firms’ effort needed to maintain competitiveness in the harsh and dynamic consumer market.Business processes are not isolated, many of them are part of a relatively large process chains, so-called enterprise services, see (Erl, 2005). The discipline of Software Engineering responded to the possibility of consolidating enterprise functionality with enterprise services with the method SOA (Service Oriented Architecture) leading to new applications for enterprise information systems.In contrast to business processes, business services are still not sufficiently recognized in the statutory documents of enterprises. Informaticians, producing software applications for enterprise information systems, must draw on company management knowledge relating to the general context and processes together with management to prepare business services. There are therefore more relevant questions based on the emergence of corporate services and information modeling in the discipline of Information Engineering. Acceptable responses are not included in a lot of publications or in publications of the doyen of SOA Thomas Erl, see (Erl, 2006) and thus the proposed SOA paradigm suffers from the same problem.The present article tries to give an answer to those questions and show the relevant theoretical basis for finding service solutions of business process logic. Furthermore, this article wants to show possible conversions of known methods of process analysis of Information Engineering disciplines, such as the method Eriksson – Penker Business Extensions, or the method ARIS by prof. Scheer, into the platform of enterprise services.

scholarly journals Collaborative method to maintain business process models updated

2014 ◽  
Vol 11 (2) ◽  
pp. 461-480 ◽  
Author(s):  
Nuno Castela ◽  
Paulo Dias ◽  
Marielba Zacarias ◽  
José Tribolet
Keyword(s):  
Case Studies ◽  
Business Process ◽  
Process Model ◽  
Business Processes ◽  
Process Models ◽  
Organizational Environment ◽  
Business Process Model ◽  
Business Process Models ◽  
Definition Of ◽  
Over Time

Business process models are often forgotten after their creation and its representation is not usually updated. This appears to be negative as processes evolve over time. This paper discusses the issue of business process models maintenance through the definition of a collaborative method that creates interaction contexts enabling business actors to discuss about business processes, sharing business knowledge. The collaboration method extends the discussion about existing process representations to all stakeholders promoting their update. This collaborative method contributes to improve business process models, allowing updates based in change proposals and discussions, using a groupware tool that was developed. Four case studies were developed in real organizational environment. We came to the conclusion that the defined method and the developed tool can help organizations to maintain a business process model updated based on the inputs and consequent discussions taken by the organizational actors who participate in the processes.

scholarly journals A Business Process Model for IT Management Based on Enterprise Architecture

2014 ◽  
Vol 17 (2) ◽  
Author(s):  
Jonas Montilva ◽  
Judith Barrios ◽  
Isabel Besembel ◽  
William Montilva
Keyword(s):  
Business Process ◽  
Process Model ◽  
Information Technologies ◽  
Enterprise Architecture ◽  
Business Processes ◽  
It Management ◽  
Business Process Model ◽  
Business Alignment ◽  
Management Processes ◽  
Key Factor

The successful application of Information Technologies (IT) in an organization depends on the business processes used for managing such technologies. It is widely recognized that the use of the Enterprise Architecture (EA) practice for organizing these technologies into a framework is a key factor for achieving a better IT - business alignment. This article presents a business process model for the IT Management that can be used in medium and large organizations as a framework for modelling and analysing their IT management processes. The main difference between the described model and others found in the literature is that our model places EA concept at the centre of the organization of IT Management activities. It provides a better definition, organization and comprehension of the essential and support IT management activities. The described model is being used in several organizations as a referential framework to improve their current IT Management processes.

scholarly journals BUSINESS PROCESS THROUGHPUT METRICS

2018 ◽  
pp. 43-50
Author(s):  
Ivan Vasilevich Artamonov
Keyword(s):  
Business Process ◽  
Queuing Theory ◽  
Information Technologies ◽  
Manufacturing Systems ◽  
Process Management ◽  
Business Processes ◽  
Performance Metrics ◽  
Simulation Modelling ◽  
Computer Hardware ◽  
Depth Analysis

In the course of development and implementation of information technologies it is necessary to measure performance of the designed and improved business processes. A developed system of performance metrics for such analysis is determined by the specific nature of a business process, while its quality depends on the analyst’s experience. Current technologies do not provide a method for objective measuring of future business processes throughput efficiency being either too primitive or too complex for real-world enterprise models. Some experience on performance measuring is collected in the theory of manufacturing systems, computer hardware and software, queuing theory and quality of service of business processes. Summing up the achievements it is possible to create a general-purpose and abstract set of performance parameters that can be applied to any business process and used for depth analysis of processes in the systems of simulation modelling and of business process management. The set consists of four groups evaluating efficiency by the time of operation, quantitative parameters, workload of employees and compliance to standards and conventions. For these parameters there have been developed a number of boundary values, reaching them leads to undesirable effects. Besides, the definition of dangerous events has been proposed to determine abnormal, out-of-bound process behavior or state causing business process failure.

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