scholarly journals SAP Speaks PDDL: Exploiting a Software-Engineering Model for Planning in Business Process Management

2012 ◽  
Vol 44 ◽  
pp. 587-632 ◽  
Author(s):  
J. Hoffmann ◽  
I. Weber ◽  
F. M. Kraft
Keyword(s):  
Software Engineering ◽  
Business Process ◽  
Business Process Management ◽  
Large Scale ◽  
Process Management ◽  
Business Environment ◽  
Suitable Model ◽  
Model Based ◽  
Sequencing Problems ◽  
Action Sequencing

Planning is concerned with the automated solution of action sequencing problems described in declarative languages giving the action preconditions and effects. One important application area for such technology is the creation of new processes in Business Process Management (BPM), which is essential in an ever more dynamic business environment. A major obstacle for the application of Planning in this area lies in the modeling. Obtaining a suitable model to plan with -- ideally a description in PDDL, the most commonly used planning language -- is often prohibitively complicated and/or costly. Our core observation in this work is that this problem can be ameliorated by leveraging synergies with model-based software development. Our application at SAP, one of the leading vendors of enterprise software, demonstrates that even one-to-one model re-use is possible. The model in question is called Status and Action Management (SAM). It describes the behavior of Business Objects (BO), i.e., large-scale data structures, at a level of abstraction corresponding to the language of business experts. SAM covers more than 400 kinds of BOs, each of which is described in terms of a set of status variables and how their values are required for, and affected by, processing steps (actions) that are atomic from a business perspective. SAM was developed by SAP as part of a major model-based software engineering effort. We show herein that one can use this same model for planning, thus obtaining a BPM planning application that incurs no modeling overhead at all. We compile SAM into a variant of PDDL, and adapt an off-the-shelf planner to solve this kind of problem. Thanks to the resulting technology, business experts may create new processes simply by specifying the desired behavior in terms of status variable value changes: effectively, by describing the process in their own language.

Big data analytics: transforming data to action

2017 ◽  
Vol 23 (3) ◽  
pp. 703-720 ◽  
Author(s):  
Daniel Bumblauskas ◽  
Herb Nold ◽  
Paul Bumblauskas ◽  
Amy Igou
Keyword(s):  
Big Data ◽  
Business Process ◽  
Data Analytics ◽  
Business Process Management ◽  
Large Scale ◽  
Process Management ◽  
Big Data Analytics ◽  
Model Framework ◽  
Content Type ◽  
Actionable Knowledge

Purpose The purpose of this paper is to provide a conceptual model for the transformation of big data sets into actionable knowledge. The model introduces a framework for converting data to actionable knowledge and mitigating potential risk to the organization. A case utilizing a dashboard provides a practical application for analysis of big data. Design/methodology/approach The model can be used both by scholars and practitioners in business process management. This paper builds and extends theories in the discipline, specifically related to taking action using big data analytics with tools such as dashboards. Findings The authors’ model made use of industry experience and network resources to gain valuable insights into effective business process management related to big data analytics. Cases have been provided to highlight the use of dashboards as a visual tool within the conceptual framework. Practical implications The literature review cites articles that have used big data analytics in practice. The transitions required to reach the actionable knowledge state and dashboard visualization tools can all be deployed by practitioners. A specific case example from ESP International is provided to illustrate the applicability of the model. Social implications Information assurance, security, and the risk of large-scale data breaches are a contemporary problem in society today. These topics have been considered and addressed within the model framework. Originality/value The paper presents a unique and novel approach for parsing data into actionable knowledge items, identification of viruses, an application of visual dashboards for identification of problems, and a formal discussion of risk inherent with big data.

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 Towards emergence phenomenon in business process management

2017 ◽  
Vol 27 (2) ◽  
pp. 263-277 ◽  
Author(s):  
Maciej Koryl ◽  
Damian Mazur
Keyword(s):  
Business Process ◽  
Process Model ◽  
Business Process Management ◽  
Process Management ◽  
Workflow Management ◽  
Business Environment ◽  
Case Based Reasoning ◽  
Workflow Systems ◽  
Emergence Theory ◽  
Complex Events

Abstract A standard solution regarding business process management automation in enterprises is the use of workflow management systems working by the Rule-Based Reasoning approach. In such systems, the process model which is designed entirely before the implementation has to meet all needs deriving from business activity of the organization. In practice, it means that great limitations arise in process control abilities, especially in the dynamic business environment. Therefore, new kinds of workflow systems may help which typically work in more agile way e.g. following the Case-Based Reasoning approach. The paper shows another possible solution – the use of emergence theory which indicates among other conditions required to fulfill stimulation of the system (for example the business environment) to run grass-roots processes that lead to arising of new more sophisticated organizing forms. The paper also points the using opportunity of such techniques as the processing of complex events to fulfill key conditions pointed by the emergence theory.

scholarly journals How to improve the assessment of BPM maturity in the era of digital transformation

2021 ◽  
Author(s):  
Marek Szelągowski ◽  
Justyna Berniak-Woźny
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Success Factors ◽  
Process Management ◽  
Business Environment ◽  
Maturity Model ◽  
Process Maturity ◽  
Capability Maturity ◽  
Maturity Assessment ◽  
The Impact

AbstractFor almost 30 years, the way of building business process management maturity models (BPM MMs), the importance assigned to individual maturity levels, and the criteria and critical success factors chosen for BPM maturity assessment have not changed significantly, despite the fact that during those three decades, the business environment and organizations themselves have changed enormously. The impact of hyperautomation and the increasing pace of change require the integration of maturity assessment with the BPM implementation methodology, including the repetition of maturity assessment for selected groups of processes. This causes an urgent need to adapt both process maturity assessment methods and BPM MMs to changing working conditions and business requirements. This conceptual paper is based on a model approach. The framework presented in the article continues and at the same time clearly deviates from the tradition of building BPM MMs on the basis of the Capability Maturity Model (CMM). It proposes a two-stage comprehensive process of organizational process maturity assessment, fully integrated into the process of BPM implementation and further business process management. The presented framework makes it possible to assess the process maturity of Industry 4.0 organizations in which dynamic knowledge-intensive business processes (kiBPs) play a key role in creating value.

Business Process Management

2016 ◽  
Vol 4 (2) ◽  
pp. 49-62 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Continuous Process ◽  
Business Environment ◽  
Business Systems ◽  
Bottom Line ◽  
Measurement And Analysis ◽  
Controllable Systems

In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and documentation, communicating, measurement and analysis, to continuous process management and improvement. BPM is the orchestration of various business systems into identifiable and controllable systems. This paper through in depth literature review and keen observation attempts to look at what BPM means, what it includes and how it would be strategically advantageous if the organizations adopt it.

Building the Agile Enterprise with Service-Oriented Architecture, Business Process Management and Decision Management

2013 ◽  
pp. 149-165
Author(s):  
Marinela Mircea
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Enterprise Architecture ◽  
Service Oriented Architecture ◽  
Business Environment ◽  
Service Oriented ◽  
Decision Management ◽  
Agile Enterprise ◽  
Organizational Architecture

Organizations are permanently confronted with the need for adaptation to a complex business environment that is in a continuous change and transformation. Thus, the organization’s agility represents a key element in obtaining the strategic advantage and the market success. The paper analyzes the connection between the Service-Oriented Architecture (SOA), the Business Process Management (BPM) and the Decision Management, as well as the way in which these modern approaches contribute to obtaining organization agility. The main changes determined by the organization’s service orientation, changes that are necessary for the success of the transition to the agile organization, are also identified and presented within the paper. Obtaining and maintaining agility implies the existence of an agile architecture at the level of organization. For that matter, the final part of the paper analyzes the creation of an organizational architecture based on standards and oriented on services. Four relevant approaches have been selected, which joined may lead to obtaining an agile enterprise architecture, namely: SOA, Cloud Computing, BPM, and Decision Management.

Business Process Management in Financial Services

2012 ◽  
pp. 240-251 ◽  
Author(s):  
Randall E. Duran
Keyword(s):  
North America ◽  
Financial Institutions ◽  
Business Process ◽  
Financial Services ◽  
Business Process Management ◽  
Process Management ◽  
Business Environment ◽  
Agile Development ◽  
Improve Efficiency ◽  
New Business

This chapter examines the context, benefits, and challenges of applying business process management (BPM) to financial services. First, it reviews how processes and technology have evolved in the financial services industry, and identifies how BPM technologies can improve efficiency and profitability of financial institutions. Next, the chapter discusses the strategic benefits that BPM can provide. Agile development of new business ideas, standardization and reuse of processes, and management of business environment complexity are three strategic benefits that are explored. Finally, practical concerns related to applying BPM in banks are examined along with approaches for overcoming common challenges. The observations and analysis presented are based on experiences implementing BPM projects for financial institutions based in Asia, Europe, and North America.

Using an Architecture Approach to ManageBusiness Processes

2011 ◽  
pp. 3940-3946
Author(s):  
Shuk Ying Ho
Keyword(s):  
Business Process ◽  
Operations Management ◽  
Business Process Management ◽  
Process Management ◽  
Business Environment ◽  
Early Research ◽  
Future Trends ◽  
Research Findings ◽  
Speed Up ◽  
Process Perspective

Business process management has long been a topic of great interest in operations management research. Early research on business process management focuses on workflow analysis and process optimization. These types of research evaluate and analyze a predefined set of procedures from a process perspective. That said, with a list of activities, constraints and criteria, the procedural workflow are specified and examined. Then, process analysts come up with suggestions to optimize the process and speed up the workflow. Research findings are widely applied in production and logistics; however, some works are criticized as being too rigid and only suitable for a stable business environment (Burns, 1993). The article describes an architecture approach for business process management, and is organized as follows: first, we review the literature on architecture. Next, we outline a de facto standard for the architecture approach, and highlight the strength of using an architecture approach. Finally, we describe future trends, and conclude the article.

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