Maintaining Transactional Integrity in Long Running Workflow Services

2013 ◽  
pp. 135-164
Author(s):  
Stephan Reiff-Marganiec ◽  
Manar S. Ali
Keyword(s):  
Hierarchical Structure ◽  
Management System ◽  
Business Processes ◽  
Reactive System ◽  
Business Logic ◽  
Enterprise Integration ◽  
New Techniques ◽  
Notable Feature ◽  
System Components ◽  
System Controller

This chapter presents a framework to provide autonomous handling of long running transactions based on dependencies which are derived from the workflow. Business Processes naturally involve long running activities and require transactional behaviour across them. This framework presents a solution for forward recovery from errors by automatic application of compensation to executing instances of workflows. The mechanism is based on propagation of failures through a recursive hierarchical structure of transaction components (nodes and execution paths). The authors discuss a transaction management system that is implemented as a reactive system controller, where system components change their states based on rules in response to triggering of events, such as activation, failure, force-fail, completion, or compensation events. One notable feature of the model is the distinction of vital and non-vital components, allowing the process designer to express the cruciality of activities in the workflow with respect to the business logic. Another novel feature is that in addition to dependencies arising from the structure of the workflow, the approach also permits the workflow designer to specify additional dependencies which will also be enforced. Thus, the authors introduce new techniques and architectures supporting enterprise integration solutions that cater to the dynamics of business needs. The approach is implemented through workflow actions executed by services and allows management of faults through a policy-driven framework.

Effective outsourcing

2020 ◽  
Author(s):  
Nadezhda Rodinova ◽  
Vladimir Ostrouhov ◽  
Vladimir Bereznyakovsky ◽  
Irina Petrova
Keyword(s):  
Management System ◽  
Business Processes ◽  
Management Decisions ◽  
Economic Mechanism ◽  
Use Of Resources ◽  
Operational Management

The tutorial is aimed at the problems of using outsourcing as a factor of the reorganization of business processes of an enterprise to achieve efficient use of resources and competitiveness of the enterprise. The article reveals the organizational and economic mechanism for making management decisions on the transfer of individual business processes of enterprises to outsourcing, which contributes to their operational management in the management system.

The Design of Enterprise Cooperative Platform Based on Workflow

2014 ◽  
Vol 568-570 ◽  
pp. 1616-1620
Author(s):  
Min Qin ◽  
Shi Quan Qiao
Keyword(s):  
Business Process ◽  
Management System ◽  
Business Processes ◽  
Computer Network ◽  
Workflow Management ◽  
Workflow Management System ◽  
Workflow Engine ◽  
Operation Efficiency ◽  
Business Operation ◽  
Whole Process

At present, the enterprise has many business processes. It need transfer many forms involving personnel, procurement and other aspects. The workflow management system uses computer network to realize the automation of the business process. This paper analyses the workflow management system, describes the operational principle of the workflow engine and presents a cooperative platform design based on workflow. It can effectively track the whole process and realize standardized management. Otherwise, it can enhance the enterprise business operation efficiency.

Stimulation and limits of cloud-based ITSM system application by Russian companies

2021 ◽  
Vol 19 (10) ◽  
pp. 2001-2010
Author(s):  
Yurii P. KISHKOVICH
Keyword(s):  
Information Systems ◽  
Comparative Analysis ◽  
Financial Performance ◽  
System Application ◽  
Management System ◽  
Business Processes ◽  
Enterprise Management ◽  
Practical Application ◽  
Russian Economy ◽  
Enterprise Management System

Subject. This article discusses the use of information systems in various spheres of the Russian economy. Objectives. The article aims to assess the prospects for the use of cloud-based ITSM systems by Russian medium-sized and large companies. Methods. For the study, I used a comparative analysis. Results. The article finds that the cloud-based ITSM system reduces the time of business processes significantly and saves money resources. Conclusions. The practical application of cloud-based ITSM systems expands the opportunities and capabilities of medium-sized and large enterprises significantly and contributes to improving the financial performance of their activities. The enterprise management system is an important factor the implementation of these systems depends on.

scholarly journals Perceptions of organisational readiness for the performance management system: A case study of a University of technology

2012 ◽  
Vol 8 (3) ◽  
pp. 39-47
Author(s):  
Bethuel Sibongiseni Ngcamu
Keyword(s):  
Performance Management ◽  
Management System ◽  
Quantitative Research ◽  
Business Processes ◽  
Survey Method ◽  
Performance Management System ◽  
System A ◽  
Management Interventions ◽  
University Of Technology ◽  
The University

The absence of a single performance management system (PMS) aligned to institutional strategy and business processes often results in failure to deliver anticipated benefits as it is not cascaded down to all departments, teams or individuals. This study aims to determine employees’ expectations for the proposed PMS and their perceptions of the system’s impact on effectiveness within the university concerned. This study adopted a quantitative research design and a survey method was used, whereby, a structured questionnaire was administered by the researcher to a selected population size of 150 of which 108 completed questionnaires, generating a response rate of 72%. The study reflects a disproportionately high percentage of 34% of the respondents who disagreed and 21.3% who were undecided as to whether PMS is needed at the university concerned where the majority of these respondents being academics and those with matriculation. The university concerned should develop a PMS which is aligned to the university strategic plan and to other university policies coupled with structured change management interventions focusing on academics and semi-skilled employees.

scholarly journals Implementasi Knowledge Management System Pada Bank Tabungan Negara di Provinsi Sumatera Selatan

2019 ◽  
Vol 10 (2) ◽  
Author(s):  
Fery Antony
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Success Factors ◽  
Business Processes ◽  
Reference Model ◽  
Core Competencies ◽  
Organizational Factors ◽  
Knowledge Management System ◽  
Savings Bank ◽  
Banking Institutions

<p align="center"><strong>ABSTRACT</strong></p><p><em>This study discusses the Implementation of Knowledge Management System (KMS) at the National Savings Bank (BTN) in South Sumatra, as a government bank. Given the role of banks in the economy and the extraordinary level of competition. This research is expected to be a reference in implementing KMS in banking.</em><em> </em><em>Banks need KMS to run business processes in the application of expertise in organizations, because KMS is able to improve the bank's core competencies. KMS acts as a liaison in the knowledge provider to broaden and deepen knowledge, contribute to overcoming competition between banks in raising funds to create forms of innovative product services provided to the public.</em><em> </em><em>This research is to identify the implementation of KMS in the organization, so it can be seen the success factors of KMS in banking institutions. Data collected by questionnaire, then made a research model. The survey results revealed that the KMS model suitable for use as a reference model for KMS implementation in BTN South Sumatra was influenced by factors, namely KM; organizational factors measurement objectives / specific strategies and leadership support, information technology and service innovation to consumers.</em></p><p><strong><em>Keywords</em></strong><strong><em> </em></strong><strong><em>:</em></strong><strong><em> </em></strong><em>Implementation KMS, KMS on Banking, KMS Success Factors</em></p><p align="center"><strong>ABSTRAK</strong></p><p><em>Penelitian ini membahas Implementasi Knowledge Management System (KMS) di Bank Tabungan Negara (BTN) di Sumatera Selatan, sebagai Bank pemerintah. Mengingat peran bank dalam perekonomian dan tingkat persaingan yang luar biasa. Penelitian ini diharapkan dapat menjadi referensi dalam mengimplementasikan KMS di perbankan.</em><em> </em><em>Bank membutuhkan KMS untuk menjalankan proses bisnis dalam penerapan keahlian dalam organisasi, karena KMS mampu meningkatkan kompetensi inti bank. KMS bertindak sebagai penghubung dalam penyedia pengetahuan untuk memperluas dan memperdalam pengetahuan, berkontribusi untuk mengatasi persaingan antara bank dalam mengumpulkan dana untuk menciptakan bentuk-bentuk layanan produk inovatif yang disediakan untuk publik.</em><em> </em><em>Penelitian ini untuk mengidentifikasi implementasi KMS dalam organisasi, sehingga dapat dilihat faktor keberhasilan KMS di lembaga perbankan. Data yang dikumpulkan dengan kuesioner, kemudian dibuat model penelitian. Hasil survei mengungkapkan model KMS yang cocok untuk digunakan sebagai model referensi implementasi KMS di BTN Sumatera Selatan dipengaruhi oleh faktor-faktor, yaitu KM; faktor organisasi tujuan pengukuran / strategi tertentu dan dukungan kepemimpinan, teknologi informasi dan inovasi layanan kepada konsumen</em><em>.</em></p><strong><em>Kata kunci : </em></strong><em>Implementasi KMS, KMS di Perbankan, Faktor Keberhasilan KMS</em>

scholarly journals Determining the Level of Maturity of the Business Process Management System on the Example of an Agro-Industrial Enterprise

2020 ◽  
Vol 12 (515) ◽  
pp. 446-454
Author(s):  
Dongcheng Wang ◽  
Keyword(s):  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Current Level ◽  
Industrial Enterprise ◽  
Maturity Model ◽  
Characteristic Features ◽  
Four Levels

The article is aimed at determining the level of maturity of the business process management system of an agro-industrial enterprise. The existing common approaches to assessing the maturity of the business process management system are identified, their defining features are determined. A definition of maturity of the business process management system of the enterprise is made. The features of the process and enterprise maturity model (PEMM) developed by M. Hammer are described in detail. Four levels of business processes that form the system according to the Hammer model are characterized. The aspects and directions of research of maturity of the business process management system of enterprise according to the PEMM model by M. Hammer are specified. The scale of assessment of the level of maturity of the business process management system of enterprise according to certain criteria is provided. The procedure for assessing the maturity level of the business process management system of the enterprise under research is described and a scale is provided that helps to determine the current level of maturity of the system from the very low to the very high (five such levels are defined in general). Descriptions of the levels of business processes according to the PEMM model are specified in terms of the aspects of Projecting, Contractors, Process Owner, Infrastructure and Indicators. For each aspect, an assessment of the business process management system of the enterprise under research was carried out. The results are presented both by a separate direction and by each aspect of the assessment of the maturity of the business process management system of enterprise. For each aspect of the assessment of the system maturity, the characteristic features are determined, the main disadvantages and achievements are indicated. On the basis of the determined estimates of the business process management system of the enterprise under research, an assessment of the maturity of the business process management system of this enterprise in view of certain aspects is computed, as well as its current level is defined. To identify the most problematic areas in the business process management system, the existing level of maturity of the system is depicted using a petal chart. The main directions of further improvement of the existing system are defined.

IMPLEMENTATION OF THE SOFTWARE ROBOT IN THE DIRECTUM DOCUMENT MANAGEMENT SYSTEM

2020 ◽  
pp. 97-108
Author(s):  
Ф.Ф. Иванов ◽  
К.Г. Семенов
Keyword(s):  
Management System ◽  
Business Processes ◽  
Document Management ◽  
Document Management System

В статье рассмотрена реализация модели программного робота в системе управления документами DIRECTUM. Данная реализация показала возможность осуществлять автоматизацию бизнес-процессов документооборота, посредством внесения в платформу системы управления документами функциональности, обеспечивающей подход к работе с системой документооборота по подобию человека. Для робота реализовано множество правил, которые осуществляют прикладную функциональность, взаимодействуя с системой документооборота. The article deals with the implementation of the software robot model in the document management system DIRECTUM. This implementation has shown the opportunity to automate the business processes of document circulation, by introducing the functionality of the document management system that provides approaches to working with the document system in the likeness of a person. For work, many rules are implemented that implement applied functionality, interacting with the document management system.

Manufacturing and Business Processes Integration based upon Structured Bill of Materials (BOM) for Logic Based Product Lifecycle Management System (LBPLMS)

2013 ◽  
Author(s):  
R. Sharma ◽  
Bo-ram Kim ◽  
Tae-wan Kim
Keyword(s):  
Operations Management ◽  
Management System ◽  
Business Processes ◽  
Product Lifecycle Management ◽  
Product Lifecycle ◽  
Successful Operation ◽  
Skeleton Model ◽  
Bill Of Materials ◽  
Business Operations ◽  
Lifecycle Management

In logic based product lifecycle management system (LBPLMS) for the shipbuilding industries, all the manufacturing and business processes are reflected in the structured bill of materials (BOM) and operated through structured BOM, Sharma et al. (2011) and Sharma and Kim (2010). The efficient representation of the product structured BOM and application of the manufacturing and business operations management techniques to adapt products to the high demands of quality and in-time delivery are pivotal to the successful operation in the world of shipbuilding. In this work, we study the data organization and management of structured BOM through various stages of manufacturing and business operations, propose a unified structured BOM skeleton model to achieve automatic conversion of structured BOM to ensure consistency, and provide a unified structured BOM method and technique for manufacturing management and business process integration.

Instruments and Methods for the Integration of Sustainability in the Project Management

2013 ◽  
pp. 394-407
Author(s):  
Aleksander Janeš ◽  
Armand Faganel
Keyword(s):  
Project Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Business Performance ◽  
Business Processes ◽  
Long Term Effects ◽  
Strategic Goals ◽  
Short And Long Term

The purpose of this chapter is to propose a framework that is supporting achievement of the sustainable strategy of the organization. The research frames the methodology that integrates project management and Balanced Scorecard (BSC) in the management system of the organization. In this applicative project research, the authors identified and analyzed the Key Performance Indicators (KPIs) that significantly contribute to the benefits of the business processes exploitation. The involved company executes monitoring of its business performance in the four perspectives of the BSC. With this case study, the authors attempted to get deeper understanding, and to clarify and evaluate the causalities between strategic goals and their respective KPIs. For this purpose, they developed an Error Correction Model with which they performed application on the KPIs and estimated short and long term effects between them. The developed model also supports improvements of the performance management system and monitoring of projects.

Sign in / Sign up

Export Citation Format

Share Document