Service oriented model driven architecture for dynamic workflow changes

Collaborative workflow management systems in logistic companies require strong information systems and computer support. These IT integration requirements have expanded considerably with the advent of e-business; utilizing web services for B2B (Business to Business) and P2P (Partner to Partner) e-commerce. This paper proposes service oriented model driven architecture for dynamic workflow changes and strategy for implementation of these changes by isolation of services and business processes where by existing workflow systems can easily incorporate and integrate the changes following a step by step process replacement synchronization in workflow. This paper will also describe conceptual framework for prototype implementation resulting in dynamic collaborative workflow management

Research in Business Process Management: A bibliometric analysis

It contains several growing subtopics such as process mining, process flexibility and process compliance. BPM is also highly relevant for numerous related fields, such as Business Intelligence, ERP systems or Knowledge Management. The growing number of publications and the variety of topics in BPM make it useful to apply bibliometric methods on this scientific field. With bibliometric methods, topical clusters, essential authors and the relationships between them can be discovered. In this work, the BibTechMon software from the Austrian Institute of Technology is utilized to perform the bibliometric analyses. As a novelty for the work with BibTechMon, data from Google Scholar is used as the basis of the analyses. The nature of Google Scholar data differs significantly from the data of other scientific databases. These differences lead to changes on how the bibliometric analyses can be performed. After these changes have been assessed, several bibliometric analyses in the BPM field and related fields are performed. As a result of these analyses, diverse topical clusters in BPM and its related fields could be discovered. Additionally, important authors for each cluster and for the BPM field as a whole were determined. In order to evaluate the results of the bibliometric analyses, I conducted an interview on BPM with Professor Reichert, who is an active researcher in the field. Subsequently, his statements are compared with the results of the bibliometric analyses and the match between the bibliometric analyses and his statements is assessed

HUBS AND CENTERS AS TRANSITIONAL CHANGE STRATEGY FOR LIBRARY COLLABORATION

Libraries of science and technology universities worldwide are adapting to a changing environment where cyberinfrastructure, eResearch, and new technology-intensive approaches to teaching and learning are transforming the very nature of universities. While many have adopted new technologies and the resources and expertise to manage them, this is only an initial step. Libraries are experimenting with organizational models that will transform their work capacity and expertise. The goal of these libraries is being an entity that feeds and produces collaborative synergies between faculty, students, information professionals, and technologists. Virginia Tech, among the top research universities in the United States, and its constituent libraries are adopting a unique organizational change strategy that implements eScience and cyberlearning roles. This two-part strategy begins with establishing ‘hubs’. The hubs are collaborative, cross-departmental groups in which library employees of varying backgrounds and skills come together on common themes of strategic importance. The hubs act in one sense as a ‘research & development lab’ to explore, imagine, and brainstorm new library initiatives as well as engender deeper understandings of the university’s core academic enterprise. They also are a ‘strike force’ that implements, supports, and assesses emerging library roles in relation to the institution’s academic mission. In these ways, hubs also create learning and scholarship opportunities for their participants beyond the individual task-oriented projects. The second part of this strategy involves the establishment of research and service centers. At Virginia Tech, these are the Center for Innovation in Learning (CIL) and the Center for Digital Research and Scholarship (CDRS). These centers are designed to incubate and sustain new collaborative synergies between libraries, researchers, instructors, and learners by providing expertise, resources, and new infrastructures to address specific academic research-based needs. The centers become focal points for library action, focused on learning and research activities within other university entities. Benefits to library employees come in the form of scholarship and research with potential for collaboration and new initiatives as relationships grow among project participants. The authors will discuss transformational aspects of the change management model, with lessons from their early experiences. They also will discuss how the model can be adapted by other libraries of science and technology-centered universities