Reusing artifact-centric business process models : a behavioral consistent specialization approach

Process reuse is one of the important research areas that address efficiency issues in business process modeling. Similar to software reuse, business processes should be able to be componentized and specialized in order to enable flexible process expansion and customization. Current activity/control-flow centric workflow modeling approaches face difficulty in supporting highly flexible process reuse, limited by their procedural nature. In comparison, the emerging artifact-centric workflow modeling approach well fits into these reuse requirements. Beyond the classic class level reuse in existing object-oriented approaches, process reuse faces the challenge of handling synchronization dependencies among artifact lifecycles as parts of a business process. In this article, we propose a theoretical framework for business process specialization that comprises an artifact-centric business process model, a set of methods to design and construct a specialized business process model from a base model, and a set of behavioral consistency criteria to help check the consistency between the two process models. © 2020, Springer-Verlag GmbH Austria, part of Springer Nature

Decentralized Enforcement of Artifact Lifecycles

International audienceArtifact-centric workflows describe possible executions of a business process through constraints expressed from the point of view of the documents exchanged between principals. A sequence of manipulations is deemed valid as long as every document in the workflow follows its prescribed lifecycle at all steps of the process. So far, establishing that a given workflow complies with artifact lifecycles has mostly been done through static verification, or by assuming a centralized access to all artifacts where these constraints can be monitored and enforced. We present in this paper an alternate method of enforcing document lifecycles that requires neither static verification nor single-point access. Rather, the document itself is designed to carry fragments of its history, protected from tampering using hashing and public-key encryption. Any principal involved in the process can verify at any time that a document's history complies with a given lifecycle. Moreover, the proposed system also enforces access permissions: not all actions are visible to all principals, and one can only modify and verify what one is allowed to observe

Decentralized Enforcement of Artifact Lifecycles

International audienceArtifact-centric workflows describe possible executions of a business process through constraints expressed from the point of view of the documents exchanged between principals. A sequence of manipulations is deemed valid as long as every document in the workflow follows its prescribed lifecycle at all steps of the process. So far, establishing that a given workflow complies with artifact lifecycles has mostly been done through static verification, or by assuming a centralized access to all artifacts where these constraints can be monitored and enforced. We present in this paper an alternate method of enforcing document lifecycles that requires neither static verification nor single-point access. Rather, the document itself is designed to carry fragments of its history, protected from tampering using hashing and public-key encryption. Any principal involved in the process can verify at any time that a document's history complies with a given lifecycle. Moreover, the proposed system also enforces access permissions: not all actions are visible to all principals, and one can only modify and verify what one is allowed to observe

Integration of BPM systems

New technologies have emerged to support the global economy where for instance suppliers, manufactures and retailers are working together in order to minimise the cost and maximise efficiency. One of the technologies that has become a buzz word for many businesses is business process management or BPM. A business process comprises activities and tasks, the resources required to perform each task, and the business rules linking these activities and tasks. The tasks may be performed by human and/or machine actors. Workflow provides a way of describing the order of execution and the dependent relationships between the constituting activities of short or long running processes. Workflow allows businesses to capture not only the information but also the processes that transform the information - the process asset (Koulopoulos, T. M., 1995). Applications which involve automated, human-centric and collaborative processes across organisations are inherently different from one organisation to another. Even within the same organisation but over time, applications are adapted as ongoing change to the business processes is seen as the norm in today’s dynamic business environment. The major difference lies in the specifics of business processes which are changing rapidly in order to match the way in which businesses operate. In this chapter we introduce and discuss Business Process Management (BPM) with a focus on the integration of heterogeneous BPM systems across multiple organisations. We identify the problems and the main challenges not only with regards to technologies but also in the social and cultural context. We also discuss the issues that have arisen in our bid to find the solutions

National Digital Infrastructure and India’s Healthcare Sector: Physician’s Perspectives

Patient-centric digital infrastructure can potentially enhance the efficiency of healthcare systems. However, even in developed nations, evidence suggests low adoption rates for such infrastructure and lack of support from clinicians is considered as one of the most critical hindering factors. In this study, we examine physicians\u27 perceptions of the proposed large-scale information technology initiative in India that aims to transform the health sector and provide universal health coverage to all residents of India. We employed the information ecology lens to understand the broader changes in the healthcare system that could result from the initiative. We use focus group discussion and in-depth interviews to comprehend the perceptions of doctors about the initiative. Drawing upon Foucault’s conceptualization of power, we find that physicians, the key stakeholders in this initiative, are skeptical about the changes in the locus of power in the new ecosystem. Specifically, they perceive that knowledge power has shifted from a historical “expert knowledge power” to power related to “data management.” The physicians believe that changes are expected to manifest through monitoring, controlling, and managing the data rather than providing knowledge-based services. We present recommendations to engage physicians\u27 perspectives in implementing large-scale patient-centric digital infrastructure