FORMAL ANALYSIS OF BPMN MODELS: A NuSMV-BASED APPROACH

Author(s):  
VITUS S. W. LAM

Business Process Modeling Notation (BPMN) plays a significant role in the specification of business processes. To ascertain the validity of BPMN models, a disciplined approach to analyze their behavior is of particular interest to the field of business process management. This paper advocates a semantics-preserving method for transforming BPMN models into New Symbolic Model Verifier (NuSMV) language as a means to verify the models. A subset of BPMN is specified rigorously in the form of a mathematical model. With this foundation in place, the translation for the subset of BPMN notational elements is then driven by a set of formally defined rules. The practicality of our approach is exemplified using an on-line flight reservation service.

1995 ◽  
Vol 04 (02n03) ◽  
pp. 145-164 ◽  
Author(s):  
VOLKER GRUHN

Most of today’s approaches to business process engineering (also called business process management) start from an activity-centered perspective. They describe activities to be carried out within a business process and their relationships, but they usually pay little attention to the objects manipulated within processes. In this article, we discuss an approach to business process modeling, model analysis, and business process enaction (also called workflow management) which is based on data modeling, activity modeling, and organization modeling. In fact, the ℒeu approach to business process management considers data models (describing types of objects to be manipulated in a business process and their relationships), activity models (describing activities to be carried out in a business process), and organization models (describing organizational entities involved in a business process) as separate, but equally important, facets of business processes.


Author(s):  
Witold Abramowicz ◽  
Agata Filipowska ◽  
Monika Kaczmarek ◽  
Tomasz Kaczmarek

Semantic Business Process Management (SBPM) bridges the gap between business and IT by taking advantage of the Semantic Web technologies. The foundation for SBPM is the detailed ontological description of enterprise models. These models encompass also business processes taking place in enterprises. Within this chapter, we show how the process-oriented knowledge may be captured for the needs of SBPM. For this reason, we describe semantically enhanced Business Process Modeling Notation (sBPMN) being a conceptualization of one of the main process modeling notations with the fast growing popularity among the tool vendors, namely BPMN. The sBPMN ontology is based on the BPMN specification and may be used as a serialization format by the BPMN modeling tools, thus, making creation of annotations invisible to users. In this chapter, we also present an example of a process model description.


Author(s):  
Matthias Kloppmann ◽  
Dieter Koenig ◽  
Simon Moser

This chapter introduces a set of languages intended to model and run business processes. The Business Process Modeling Notation 1.1 (BPMN) is a notation used to graphically depict business processes. BPMN is able to express choreographies, i.e. the cooperation of separate, autonomous business processes to jointly achieve a larger scenario. Since BPMN is only a notation, there is no specification for a meta-model that allows rendering BPMN choreographies into an executable form. This chapter describes how the Service Component Architecture (SCA) and the Web Services Business Process Execution Language (WS-BPEL) help to close that gap. BPMN, SCA and WS-BPEL can jointly be used and combined to model, deploy and execute business process choreographies. We will also integrate the related BPEL4People specification, since BPMN allows human ‘user tasks’, but WS-BPEL focuses only on automated business process. The authors argue that, based on these specifications, the dichotomy between modeling and execution can be addressed efficiently. In this chapter, we will show that a key aspect of the future of Business Process Management is to combine graphical modeling (via BPMN) with a precise specification of an executable business process (via WS-BPEL and related standards).


2011 ◽  
Vol 5 (1) ◽  
pp. 57-67 ◽  
Author(s):  
Antoni Ligęza

Business Process Modeling Notation has become a powerful and widely accepted visual language for modeling business processes. Despite its expressive power and high usability, a weak point of BPMN is the lack of formal semantics and difficulties with assuring correctness of the overall process. In this paper an attempt is made towards investigation and development of foundations for a logical, declarative model for BPMN. Such model should enable formal analysis of desired properties referring to correct operation of Business Processes modeled with use of BPMN.


Author(s):  
Donald R. Chand ◽  
Alina M. Chircu

This chapter presents a variety of business process modeling notations that range from programming logic flowcharts to the new standard, BPMN (Business Process Modeling Notation), as put forth by the Business Process Management Initiative (BPMI) (http://www.bpmi.org). Specifically, it discusses (1) the use of unstructured programming flowcharts in modeling business processes and their adaptation in process flow diagramming notation, (2) the UML activity diagram, and (3) BPMN, a comprehensive notation for documenting and modeling complex business processes. Using simple examples, this chapter brings out the inherent complexity of modeling business processes and the need for modeling tools that synchronize and align the mental models of business users, process analyst and information technology (IT) systems developers in order to correctly represent the intended process.


2018 ◽  
Vol 7 ◽  
pp. 166
Author(s):  
Marino Luiz Eyerkaufer ◽  
Ana Carolina Sedlacek

O Business Process Management (BPM), denominado no Brasil de gestão de processos de trabalho é considerado um modelo direcionador a estratégia organizacional que combina processos, pessoas e tecnologia para conectar estratégias de negócio ao foco do cliente. A gestão de processos de riscos e desastres, por sua vez, carece de colaboração intersetorial e comunitária, para o qual a coordenação demanda de uma governança otimizada a fim de promover essa integração entre mecanismos e instituições. O objetivo do presente trabalho é apresentar a gestão e modelagem de processos colaborativos de trabalho para a governança em riscos e desastres a nível local, para o qual apresenta-se em seu desenvolvimento, processos de trabalho na visão do Business Process Modeling Notation (BPMN), utilizando para sua modelagem o Software Bizagi Modeler. Para isso, uma análise de cenário local foi utilizada, no caso, a cidade de Ibirama (SC). Conclui-se ao final do estudo que os desafios para desenvolver processos de trabalho em gestão de riscos e desastres pode ter dimensões muito próximas das dificuldades atuais de coordenação encontradas ao nível local, o que reforça a importância de desenvolver os processos de trabalho que favorecem ao alinhamento organizacional e a definição clara dos papeis e responsabilidades de cada um dos envolvidos em cada processo, favorecendo à sua governança. 


Author(s):  
Ute Riemann

Business processes are not only variable they are as well dynamic. A key benefit of Business Process Management (BPM) is the ability to adjust business processes accordingly in response to changing market requirements. In parallel to BPM, enterprise cloud computing technology has emerged to provide a more cost effective solution to businesses and services while making use of inexpensive computing solutions, which combines pervasive, internet, and virtualization technologies (). Despite the slow start, the business benefits of cloud computing are as such that the transition of BPM to the cloud is now underway. Cloud services refer to the operation of a virtualized, automated, and service-oriented IT landscape allowing the flexible provision and usage-based invoicing of resources, services, and applications via a network or the internet. The generic term “X-as-a-Service” summarize the business models delivering almost everything as a service. BPM in the cloud is often regarded as a SaaS application. More recently, BPM is being regarded as a PaaS as it facilitates the creation and deployment of applications, in this case business process solutions. The PaaS landscape is the least developed of the four cloud based software delivery models previously discussed. PaaS vendors, such as IBM, Oracle, and Microsoft delivered an application platform with managed cloud infrastructure services however, more recently the PaaS market has begun to evolve to include other middleware capabilities including process management. BPM PaaS is the delivery of BPM technology as a service via a cloud service provider. For the classification as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, hosting should be off premise and it should offer elasticity and metering by use capabilities. When we refer to BPM in the cloud, what we are really referring to is a combination of BPM PaaS and BPaaS (Business Process as a Service). Business Process as a Service (BPaaS) is a set of pre-defined business processes that allows the execution of customized business processes in the cloud. BPaaS is a complete pre-integrated BPM platform hosted in the cloud and delivered as a service, for the development and execution of general-purpose business process application. Although such a service harbors an economic potential there are remaining questions: Can an individual and company-specific business process supported by a standardized cloud solution, or should we protect process creativity and competitive differentiation by allowing the company to design the processes individually and solely support basic data flows and structures? Does it make sense to take a software solution “out of the box” that handles both data and process in a cloud environment, or would this hinder the creativity of business (process) development leading to a lower quality of processes and consequently to a decrease in the competitive positioning of a company? How to manage the inherent compliance and security topic. Within a completely integrated business application system, all required security aspects can be implemented as a safeguarding with just enough money. Within the cloud, however, advanced standards and identity prove is required to monitor and measure information exchange across the federation. Thereby there seems to be no need for developing new protocols, but a standardized way to collect and evaluate the collected information.


2018 ◽  
Vol 30 (1) ◽  
pp. 95-105
Author(s):  
Marco Aurélio de Souza MENDES ◽  
Marcello Peixoto BAX

Abstract Enterprise information architectures still do not deliver all the value that comes from integrating structured and unstructured information. Enterprise Content Management and Business Process Management were developed as autonomous disciplines. Thus, Enterprise Content Management still occurs without formally considering the business processes that generate and manipulate content, while Business Process Management initiatives arise without a documented treatment of materials produced by the processes. The non-integrated approach to these disciplines collaborates to reduce the potential benefits expected in Organizational Change Management programs. In such context, the article discusses the interrelation between Business Process Management and Enterprise Content Management, approaching from a historical view of these disciplines, their conceptual limits, technological support, and dialogues that would benefit both initiatives. The paper contributes to clarify a question still vague in the field of Information Management, which is how to integrate Business Process Management and Enterprise Content Management treating structured and unstructured information in a unified manner. It discusses how to approach this issue in a broad scope of IM by combining the concepts of Enterprise Content Management and Business Process Management. Based on a literature review, the paper analyzes and synthesizes experiences in Enterprise Content Management and Business Process Management acquired in the context of a project carried out in a Power Sector Company. The article reveals problems in separating approaches to Enterprise Content Management and Business Process Management. It shows the importance of an effort for integration and presents three instruments that promote the linkage of the two initiatives, approximating process offices and analysts’ information.


2019 ◽  
Vol 25 (6) ◽  
pp. 1291-1316 ◽  
Author(s):  
Sarah Zelt ◽  
Jan Recker ◽  
Theresa Schmiedel ◽  
Jan vom Brocke

Purpose Many researchers and practitioners suggest a contingent instead of a “one size fits all” approach in business process management (BPM). The purpose of this paper is to offer a contingency theory of BPM, which proposes contingency factors relevant to the successful management of business processes and that explains how and why these contingencies impact the relationships between process management and performance. Design/methodology/approach The authors develop the theory by drawing on organizational information processing theory (OIPT) and applying an information processing (IP) perspective to the process level. Findings The premise of the model is that the process management mechanisms such as documentation, standardization or monitoring must compensate for the uncertainty and equivocality of the nature of the process that has to be managed. In turn, managing through successful adaptation is a prerequisite for process performance. Research limitations/implications The theory provides a set of testable propositions that specify the relationship between process management mechanisms and process performance. The authors also discuss implications of the new theory for further theorizing and outline empirical research strategies that can be followed to enact, evaluate and extend the theory. Practical implications The theory developed in this paper allows an alternative way to describe organizational processes and supports the derivation of context-sensitive management approaches for process documentation, standardization, monitoring, execution and coordination. Originality/value The theoretical model is novel in that it provides a contextualized view on BPM that acknowledges different types of processes and suggests different mechanisms for managing these. The authors hope the paper serves as inspiration both for further theory development as well as to empirical studies that test, refute, support or otherwise augment the arguments.


2019 ◽  
Vol 26 (1) ◽  
pp. 191-211
Author(s):  
Patricia Bazan ◽  
Elsa Estevez

Purpose The purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area. Design/methodology/approach The methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 51 papers that were selected and analyzed in depth. Findings Main results show that there are several studies investigating modeling approaches for socializing process activities and for capturing implicit knowledge possessed and used by process actors, enabling to add some kind of flexibility to business processes. However, despite the proven interest in the area, there are not yet adequate tools providing effective solutions for Social BPM. Based on our findings, the authors propose a research agenda comprising three main lines: contributions of social software (SS) to Social BPM, Social BPM as a mechanism for adding flexibility to and for discovering new business processes and Social BPM for enhancing business processes with the use of new technologies. The authors also identify relevant problems for each line. Practical implications Some SS tools, like wikis, enable managing social aspects in executing business processes and can be used to coordinate simple business processes. Despite they are commonly used, they are not yet mature tools supporting Social BPM and more efficient tools are yet to appear. The lack of tools preclude organizations from benefitting from implicit knowledge owned by and shared among business process actors, which could contribute to better-informed decisions related to organizational processes. In addition, more research is needed for considering Social BPM as an approach for organizations to benefit from the adoption of new technologies in their business processes. Originality/value The paper assesses the state of the art in Social BPM, an incipient area in research and practice. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, the use of social software, including social media tools, for leveraging on implicit knowledge shared by business process actors to improving efficiency of business processes.


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