A comparative analysis of business process modelling techniques

Business process modelling is an increasingly popular research area for both organisations and academia due to its usefulness in facilitating human understanding and communication. Several modelling techniques have been proposed and used to capture the characteristics of business processes. However, available techniques view business processes from different perspectives and have different features and capabilities. Furthermore, to date limited guidelines exist for selecting appropriate modelling techniques based on the characteristics of the problem and its requirements. This paper presents a comparative analysis of some popular business process modelling techniques. The comparative framework is based on five criteria: flexibility, ease of use, understandability, simulation support and scope. The study highlights some of the major paradigmatic differences between the techniques. The proposed framework can serve as the basis for evaluating further modelling techniques and generating selection procedures

An agile business process and practice meta-model

Business Process Management (BPM) encompasses the discovery, modelling, monitoring, analysis and improvement of business processes. Limitations of traditional BPM approaches in addressing changes in business requirements have resulted in a number of agile BPM approaches that seek to accelerate the redesign of business process models. Meta-models are a key BPM feature that reduce the ambiguity of business process models. This paper describes a meta-model supporting the agile version of the Business Process and Practice Alignment Methodology (BPPAM) for business process improvement, which captures process information from actual work practices. The ability of the meta-model to achieve business process agility is discussed and compared with other agile meta-models, based on definitions of business process flexibility and agility found in the literature. (C) 2017 The Authors. Published by Elsevier B.V

Using a Temporal Constraint Network for Business Process Execution

Business process management (BPM) has emerged as a dominant technology in current enterprise systems and business solutions. However, the technology continues to face challenges in coping with dynamic business environments where requirements and goals are constantly changing. In this paper, we present a modelling framework for business processes that is conducive to dynamic change and the need for flexibility in execution. This framework is based on the notion of process constraints. Process constraints may be specified for any aspect of the process, such as task selection, control flow, resource allocation, etc. Our focus in this paper is on a set of scheduling constraints that are specified through a temporal constraint network. We will demonstrate how this specification can lead to increased flexibility in process execution, while maintaining a desired level of control. A key feature and strength of the approach is to use the power of constraints, while still preserving the intuition and visual appeal of graphical languages for process modelling

Interaction-driven definition of e-business processes

Business-to-business interaction (B2Bi) is the next step for corporate IT [1]. Business relationships become increasingly dynamic, and new requirements emerge for data and process management. Standardisation initiatives are successfully targeting business ontology [4]. Still, business agility mainly depends on the flexibility of the business processes of a company. In the B2B space, traditional approaches to process modelling and management are inadequate. Today more than ever, traditional workflow management is crucial for the internal effectiveness of a company. Internal efficiency is a prerequisite for external agility. From both a technical and a business perspective, internal workflow management relies on specific assumptions in terms of resources involved in the process, as well as the process itself [2]. Level of control, availability, reliability, and cost stability are parameters that traditional process models and technology can almost take for granted. A single authority ruling on the process definition and the total control over process execution are also basic concepts for internal workflows. From a business perspective, a big upfront investment is put in the complete definition of process specifications. A different conceptual framework is required for the definition and management of e-business processes [3, 5]. The intrinsic capability to adapt to rapidly changing business requirements becomes crucial. The line of research explored in this paper derives from an approach to process modelling and management that explicitly targets the peculiarities and dynamics of B2Bi. In the model we propose, the upfront specification of the interaction logic of a company can be limited to partially specified processes and basic interaction rules. Specific information is then gathered from the observation of actual instances of business interaction, and used to refine and extend the initial model. In addition to the enforcement of explicit business requirement, the goal is to capture and leverage implicit operational knowledge. In the following sections, we present an overview of the methodology we are currently experimenting with for the inference of complex processes from business interaction flows. For our initial experiments, we focus on business messages compliant with the RosettaNet standard [4]

Pemodelan dan Perbaikan Proses Bisnis Pemenuhan Pesanan Kopi dengan Metode Business Process Management (Studi Kasus Bawadi Coffee)

Coffee is one of Indonesia’s leading commodities which has enormous demand both from domestic and global market. The increasing number of requests makes suppliers and producers of coffee-based products not always able to fulfil the demands due to non-standard and inflexible business processes. This study examined the coffee demand fulfilment business process at SME BC, a producer of Gayo Arabica coffee powder, employing the Business Process Management (BPM). The business process modelling was conducted using Business Process Model and Notation (BPMN) and the simulation with Software Bizagi Modeler. The as-is model resulted in 37 activities with total time of 1,165 minutes, while the proposed to-be model resulted in 33 activities with total time of 183 minutes. The comparison with Devil’s Quadrangle, time-wise and flexibility-wise, between the as-is and to-be model indicated increases in time efficiency of 84% and process flexibility by 11%. Keywords: BPMN, Business Process Management, Devil’s quadrangle, Value added analysi

Towards a generalised e-learning business process model

Modelling learning scenarios is central for e-learning domain. This has been manifested in the proliferation of the different Educational Modelling Languages, as well as in developed e-learning models. However, the existing modelled scenarios are deficient as they lack flexibility and the agility to respond to the dynamic nature of an e-learning process that is suitable to answer learners’ needs. This paper proposes a novel approach to develop a generalised business process model from a set of related business processes sharing the same goals and associated objectives. The proposed approach has been applied in the e-learning domain, which demonstrated its ability to develop a generalised e-learning business process model that is derived from the existing pedagogical models and technology-enhanced learning artefacts. Moreover, the proposed approach has been evaluated to test its effectiveness in generalising a set of business processes, which paves the ground to apply it in different contexts. The generalised e-learning business process model has been modelled using the industrial standard Business Process Modelling Notations (BPMN 2.0) so that processes can be dynamically enacted in service-oriented environments and, at the same time, adapting to answering e-learners’ learning requirements

IT integration, operations flexibility and performance: an empirical study

Purpose: This study examines the relationship between IT implementation and performance with manufacturing flexibility based on a sample drawn from a set of manufacturing firms. Design/methodology/approach: The relationships were analyzed using structural equations modelling (SEM) using EQS 6.2 software. Previously, an explanatory factor analysis confirmed one-dimensionality of the scales, Cronbach’s alpha was calculated to evaluate its internal consistency and a confirmatory factor analysis was run to observe scales’ validity. Findings: This research proves a significant positive and direct effect of IT implementation on operations performance with 4 out of 6 flexibility dimensions (Machine, Labour, Material handling and Volume). Mix and Routing flexibility dimensions show no significant impact on firm performance. Research limitations/implications: It is necessary to be cautious when generalizing this findings these findings, as service firms were not part of the sample even when statistical results prove robustness suggesting that the findings are quite reliable. Some flexibility dimensions show no significant impact in performance (Routing and Mix flexibility). This is consistent with the fact that these flexibility dimensions act as variability absorbers within the manufacturing process. Future research lines: Future studies can focus on determining further internal and environmental factors that affect operations flexibility according to specific sector characteristics. Originality/value: This research proves a significant positive and direct effect of IT implementation on operations performance. Results show not only the links between IT implementation and operations performance, but also the magnitude of every impact. The model considers IT integration as the degree of alignment that existing technology resources in a firm have with the business strategy, in terms of importance and support for this strategyPeer Reviewe

Towards an approach for modeling serviceoriented business processes

This paper stresses out the principles of abstraction, specialization, and separation of concerns in addition to the role of service-oriented architecture in smoothing the modelling and design of business processes by reducing the complexity and achieving the flexibility of these processes. A business process is considered as an artefact entity that is implemented using a set of concrete activities. The coordination of these activities happens through a state that reflects the execution progress of the business process. The activities and data that a business process requires are made available through specialized components known as business objects. The control of a business process, its state, its activities, and the data it requires are assigned to different services. Because of the multiple perspectives (e.g., design, invocation, and tracking) from which a business process can be examined, services are specialized into two types, namely Web service and data service. As a result, this specialization makes a business process flexible, reduces the complexity of controlling and coordinating its activities, and reinforces the access controls over these activities

Modelling Flexible Collaborative Process: The VCP2M Approach

This paper addresses the collaborative processes flexibility issue, which is an important issue in Business Process (BP) Management. Indeed, the strong competition in which organizations are involved lead them to frequently change and adapt their collaborative processes to face new client requirements or to benefit from new collaboration opportunities. More precisely, this paper proposes to adopt a version-based approach to support the modelling of flexible collaborative processes. First it introduces the VBP2M meta-model (Version of BP meta-model) supporting the modelling of flexible internal (i.e., intra-organizational) processes, and then explains how to extend it to define the VCP2M meta-model (Version of Collaborative Processes meta-model) to design flexible collaborative processes, which correspond to processes crossing the boundaries of companies. A specific case study illustrates the modelling of collaborative process versions as instances of VCP2M

Human error control in the collaborative workflow modeling tool based on GEMS model

Business process should support the execution of collaboration process with agility and flexibility through the integration of enterprise inner or outer application and human resources from the collaborative workflow view.Although the dependency of enterprise activities to the automated system has been increasing, human role is as important as ever.In the workflow modelling this human role is emphasized and the structure to control human error by analysing decision-making itself is needed.Also, through the collaboration of activities agile and effective communication should be constructed, eventually by the combination and coordination of activities to the aimed process the product quality should be improved.This paper classifies human errors can be occurred in collaborative workflow by applying GEMS(Generic Error Modelling System) to control them, and suggests human error control method through hybrid based modelling as well.On this base collaborative workflow modeling tool is designed and implemented. Using this modelling methodology it is possible to workflow modeling could be supported considering human characteristics has a tendency of human error to be controlled