DISASTER RESPONSE MODELING BASE ON LANDSLIDE EARLY WARNING USING CASE MANAGEMENT MODEL AND NOTATION

There are a few handling steps in the emergency response to landslides that need thorough explanation. The flexibility of emergency response situations is ineffectively supported by traditional modeling methodologies because they are excessively inflexible. Companies have traditionally modeled their business processes using the Business Process Management Approach and Notation (BPMN) model. For design case management, such as the emergency reaction to a landslide disaster, BPMN modeling is unsuitable. because the BPMN modeling focuses how business processes flow inside a company. The Case Management Model and Notation (CMMN), the newest modeling approach from the Object Management Group (OMG), was launched in 2013 with the purpose of completing the BPMN modeling approach. The unstructured and adaptable CMMN claims to be able to handle urgent situations. This study's intention is to develop a CMMN model of a landslide emergency reaction scenario based on an emergency alert from an Early Warning System (EWS) sensor. In order to acquire the qualitative data for this study, the researcher first conducted a literature review. Then used the interview and observation methods to gather data, and from this data, we created the model using the CMMN modeling approach. The Yogyakarta Special Region Disaster Management Agency's (BPBD DIY) data flow of a disaster management information system, which was already operational, was analyzed by researchers. Then, the researchers used CMMN to model the data in order to find out opportunities to improve the disaster management information system already in use at BPBD DIY. Two CMMN models—the BPBD DIY disaster management information system model and the recommendation model for system improvements—were created in this study. The analysis of the current disaster management information system model resulted in the recomendation of this model. A prototype of feature recommendation is created as part of this research and given to specialists in natural disasters for model validation

Restrições temporais em processos de negócio

More and more organizations are adhering to the Business Processes Management (BPM) in order to reach higher levels of competitiveness and reduce operational costs. The execution of business process has, necessarily, a time dimension. Nevertheless, while recognised as important, the temporal dimension has been neglected by most of the process modelling languages to these days. The BPMN (Business Process Model and Notation) language, similarly to the recent CMMN (Case Management Model and Notation) proposal which was developed to complement it, are not the exception. Indeed, while BPMN is one of the most widely used language for business process modelling, there are temporal constraints impossible to describe in BPMN. The work behind this paper aims to contribute to solve this issue by identifying the most relevant business processes temporal constraints. The final purpose of this work is to propose a set of temporal extensions to the BPMN and CMMN languages.Cada vez mais organizações recorrem aos princípios da gestão de processos de negócio (BPM) no intuito de apresentarem maiores níveis de competitividade e redução de custos operativos. A execução de processos de negócio tem, incontornavelmente, uma dimensão temporal associada. No entanto, embora importante, a dimensão temporal tem vindo a ser negligenciada na generalidade das linguagens de modelação de processos de negócio. A notação BPMN (Business Process Model and Notation), assim como a mais recente proposta CMMN (Case Management Model and Notation) que a vem complementar, não são exceção. De facto, sendo a BPMN uma das notações mais usadas na modelação de processos de negócio, existem restrições temporais que não é possível modelar em BPMN. O trabalho subjacente a este artigo vem contribuir para resolver esta lacuna ao fazer um levantamento das restrições temporais mais relevantes associadas aos processos de negócio. O intuito deste trabalho é o de, posteriormente, fazer uma proposta de extensão temporal às linguagens BPMN e CMMN.Fundação para a Ciência e Tecnologia, within the Strategic Project plan PEst2015-2020, UID/CEC/00319/201

Business Process Temporal Constraints

More and more organizations are adhering to the Business Processes Management (BPM) in order to reach higher levels of competitiveness and reduce operational costs. The execution of business process has, necessarily, a time dimension. Nevertheless, while recognised as important, the temporal dimension has been neglected by most of the process modelling languages to these days. The BPMN (Business Process Model and Notation) language, similarly to the recent CMMN (Case Management Model and Notation) proposal which was developed to complement it, are not the exception. Indeed, while BPMN is one of the most widely used language for business process modelling, there are temporal constraints impossible to describe in BPMN. The work behind this paper aims to contribute to solve this issue by identifying the most relevant business processes temporal constraints. The final purpose of this work is to propose a set of temporal extensions to the BPMN and CMMN languages

Aplicação integrada das técnicas de modelagem BPMN e DMN em um processo administrativo de uma instituição federal de ensino superior

The Business Process Management (BPM) principles and practices that guide organizations in managing their processes can also be used in administrative processes. The management of processes has as a fundamental part the explanation of the same, allowing a knowledge of its essential elements. This explanation can be performed using modeling tools. The Business Process Model and Notation (BPMN) and Decision Model and Notation (DMN) modeling techniques, applied in an integrated manner, allow decision-aware business processes to be designed, separating process logic from decision logic. The objective of this work was the construction of process and decision models, from the integrated application of BPMN and DMN modeling techniques in an administrative process of a Federal Institution of Higher Education (IFES). A Literature Review was presented in order to portray the state of the art of the subject in question. The method used in this research was modeling, applying the problemsolving diagram through the construction of models, with the adoption of the shortcut called Loop I - II - III - I. The research cycle was carried out three times in a way sequenced, the first cycle being for process modeling and the others for decision modeling at the requirement and logic level. The integrated use of the techniques resulted in independent and complementary process and decision models, which allow the elaboration of flexible documents, which are easy to maintain and which provide knowledge management aimed at the interested party and their area of expertise. The models portray the process and decisions as they are, enabling the analysis of improvements, standardization of procedures, employee training, knowledge management and auditing in the development of activities. This research contributes to the literature, since only 04 studies were identified referring to the integrated use of modeling techniques in administrative processes, and none of them dealt specifically with the referred processes belonging to an IFES. The research collaborated in a practical way by building models that allowed the analysis and projection of improvements to the process and decisions, even enabling the construction of a model of the future state (to be). It also collaborated, proposing a roadmap for the integrated application of BPMN and DMN modeling techniques, so that it can be replicated in other administrative processes in an IFES. And, finally, it collaborated by specifying its limitations and proposing recommendations for future work.Os princípios e práticas do Business Process Management (BPM) que orientam as organizações na gestão de seus processos também podem ser utilizados em processos administrativos. O gerenciamento de processos tem como parte fundamental a explicitação dos mesmos, possibilitando um conhecimento de seus elementos essenciais. Esta explicitação pode ser realizada por meio de ferramentas de modelagem. As técnicas de modelagem Business Process Model and Notation (BPMN) e Decision Model and Notation (DMN), aplicadas de forma integrada, permitem que sejam desenhados processos de negócios conscientes de decisão, separando-se a lógica do processo da lógica de decisão. O objetivo deste trabalho foi a construção de modelos de processo e decisão, a partir da aplicação integrada das técnicas de modelagem BPMN e DMN em um processo administrativo de uma Instituição Federal de Ensino Superior (IFES). Foi apresentada uma Revisão da Literatura a fim de retratar o estado da arte do tema em questão. O método utilizado nesta pesquisa foi a modelagem, aplicando-se o diagrama de resolução de problema através da construção de modelos, com a adoção do atalhado denominado Loop I – II – III – I. Realizou-se o ciclo de pesquisa três vezes de forma sequenciada, sendo o primeiro ciclo para modelagem de processo e os demais para a modelagem de decisão no nível requisito e lógica. O uso integrado das técnicas resultou em modelos de processo e decisão independentes e complementares, que permitem a elaboração de documentos flexíveis, de fácil manutenção e que proporcionam uma gestão do conhecimento direcionada ao interessado e sua área de atuação. Os modelos retratam o processo e as decisões como estão (as is), possibilitando a análise de melhorias, a padronização dos procedimentos, o treinamento de servidores, a gestão do conhecimento e a auditoria no desenvolvimento das atividades. Esta pesquisa contribui com a literatura, visto que foram identificados apenas 04 estudos referentes ao uso integrado das técnicas de modelagem em processos administrativos, sendo que nenhum deles tratava especificamente dos referidos processos pertencentes a uma IFES. A pesquisa colaborou de forma prática construindo modelos que permitiram a análise e projeção de melhorias ao processo e as decisões possibilitando, inclusive, a construção de um modelo do estado futuro (to be). Colaborou ainda, propondo um roteiro para a aplicação integradas das técnicas de modelagem BPMN e DMN, para que possa ser replicado em outros processos administrativos em uma IFES. E, por fim, colaborou especificando suas limitações e propondo recomendações para trabalhos futuros

Augmented Business Process Management Systems: A Research Manifesto

Augmented Business Process Management Systems (ABPMSs) are an emerging class of process-aware information systems that draws upon trustworthy AI technology. An ABPMS enhances the execution of business processes with the aim of making these processes more adaptable, proactive, explainable, and context-sensitive. This manifesto presents a vision for ABPMSs and discusses research challenges that need to be surmounted to realize this vision. To this end, we define the concept of ABPMS, we outline the lifecycle of processes within an ABPMS, we discuss core characteristics of an ABPMS, and we derive a set of challenges to realize systems with these characteristics.Comment: 19 pages, 1 figur

Análise e padronização dos processos de negócio de uma empresa recém-criada: uma abordagem com recurso ao BPMN e ferramentas Lean

Atualmente, e devido à concorrência e à pressão a que as empresas estão sujeitas, torna-se cada vez mais premente a necessidade de se melhorarem e padronizarem os processos de negócio. O presente projeto, desenvolvido em contexto fabril na empresa recém- -criada Polipromotion S.A., emergiu precisamente da necessidade de se mapearem, analisarem e padronizarem os processos dessa unidade industrial. Com a finalidade de se atingirem os objetivos propostos, foi usada uma metodologia que resultou da junção de duas abordagens já conhecidas: (i) por um lado a modelização com recurso ao BPMN; (ii) por outro a padronização com recurso ao SDCA. Numa primeira fase, identificaram-se os processos, seguida da sua modelação e análise com vista à obtenção de modelos mais eficientes, tirando partido das ferramentas Lean. Numa segunda fase, adotou-se o ciclo SDCA para a respetiva padronização e estabilização a longo-prazo dos processos obtidos. Da aplicação desta metodologia resultou uma simplificação dos modelos alcançados inicialmente, através da eliminação de atividades de valor não acrescentado e obtiveram-se resultados visíveis, efeito da implementação de ações de melhoria através ferramentas LEAN, sobre problemas encontrados ao longo do projeto. De salientar que todos os modelos foram documentados e implementados no dia-a-dia da empresa, através da disponibilização dos padrões e formação dos colaboradores. Por fim, a estratégia de inclusão dos processos dentro das macros pré-definidas do grupo Polisport, a que pertence, permitiu à empresa inicializar o processo de certificação da norma ISO9001:2015 ainda antes da conclusão do projeto.Nowadays, due to the competition and the pressure to which the companies are subject, the need to improve and standardize business processes becomes more and more pressing. This project, developed in a factory context in the newly created company Polipromotion S.A., emerged precisely from the need to map, analyze and standardize the processes of this industrial unit. In order to achieve the proposed objectives, a methodology that resulted from combining two approaches already known was used: (I) on one hand the modeling using BPMN; (ii) on the other, the standardization using the SDCA. Initially, the processes were identified, followed by their modeling and analysis in order to obtain more efficient models by taking advantage of Lean tools. In a second phase, the SDCA cycle was adopted for the respective standardization and long-term stabilization of the obtained processes. The application of this methodology led to a simplification of the models initially achieved, through the elimination of non-added value activities and there were visible results, effect of the implementation of continuous improvement actions through Lean tools, on problems encountered throughout the project. It should be noted that all the models were documented and implemented in the day-to-day of the company, through the availability of standards and training of employees. Finally, the strategy of including the processes within the pre-defined macros of the Polisport group, to which it belongs, allowed the company to initiate the process of certification of the ISO9001: 2015 standard even before the conclusion of the project.Mestrado em Engenharia e Gestão Industria

Application fields for the new Object Management Group (OMG) Standards Case Management Model and Notation (CMMN) and Decision Management Notation (DMN) in the perioperative field

Purpose: Medical processes can be modeled using different methods and notations.Currently used modeling systems like Business Process Model and Notation (BPMN) are not capable of describing the highly flexible and variable medical processes in sufficient detail. Methods: We combined two modeling systems, Business Process Management (BPM) and Adaptive Case Management (ACM), to be able to model non-deterministic medical processes. We used the new Standards Case Management Model and Notation (CMMN) and Decision Management Notation (DMN). Results: First, we explain how CMMN, DMN and BPMN could be used to model non-deterministic medical processes. We applied this methodology to model 79 cataract operations provided by University Hospital Leipzig, Germany, and four cataract operations provided by University Eye Hospital Tuebingen, Germany. Our model consists of 85 tasks and about 20 decisions in BPMN. We were able to expand the system with more complex situations that might appear during an intervention. Conclusion: An effective modeling of the cataract intervention is possible using the combination of BPM and ACM. The combination gives the possibility to depict complex processes with complex decisions. This combination allows a significant advantage for modeling perioperative processes