Autonomous Agents for Business Process Management

Traditional approaches to managing business processes are often inadequate for large-scale organisation-wide, dynamic settings. However, since Internet and Intranet technologies have become widespread, an increasing number of business processes exhibit these properties. Therefore, a new approach is needed. To this end, we describe the motivation, conceptualization, design, and implementation of a novel agent-based business process management system. The key advance of our system is that responsibility for enacting various components of the business process is delegated to a number of autonomous problem solving agents. To enact their role, these agents typically interact and negotiate with other agents in order to coordinate their actions and to buy in the services they require. This approach leads to a system that is significantly more agile and robust than its traditional counterparts. To help demonstrate these benefits, a companion paper describes the application of our system to a real-world problem faced by British Telecom

Realizing Adaptive Process-aware Information Systems with ADEPT2

In dynamic environments it must be possible to quickly implement new business processes, to enable ad-hoc deviations from the defined business processes on-demand (e.g., by dynamically adding, deleting or moving process activities), and to support dynamic process evolution (i.e., to propagate process schema changes to already running process instances). These fundamental requirements must be met without affecting process consistency and robustness of the process-aware information system. In this paper we describe how these challenges have been addressed in the ADEPT2 process management system. Our overall vision is to provide a next generation technology for the support of dynamic processes, which enables full process lifecycle management and which can be applied to a variety of application domains

An investigation into the effects of computer integrated manufacturing systems in the productivity of SMEs in Pakistan

The current dynamic and turbulent manufacturing environment has forced companies that compete globally to change their traditional methods of conducting business [Producer to consumer]. Recent developments in manufacturing and business operations have lead to the adoption of Computer Integrated Manufacturing (CIM) technologies that are based on systems and processes that support global competitiveness, especially for Small and Medium Enterprises (SMEs). Organizations and SMEs in particular need to re-evaluate every aspect of their manufacturing strategy and quickly move towards a CIM based environment where manufacturing technologies, business strategies and processes are integrated together. This paper highlights the development of a CIM adoption model that has resulted from empirical work generated from SMEs in Pakistan. The model consists of the parameters such as Top Management Support, System Integration, Marketing, and over all performance

Differentiating KMS Strategy from Business Strategy, KM Strategy and IS/IT Strategy

The era of the new millennium has witnessed a wide range of the revolutionized technology that affects our lives and the way an organization is conducted. The contemporary business sectors start to recognize the potential use of knowledge management in the new organizational processes. As a result, increasing numbers of organizations pay attention to the creative value of leveraging knowledge as one of their potential assets. Therefore, organizations start to focus on knowledge as one of the important elements in competitive advantage that needs to be utilized efficiently and effectively. They have shown a great attention of knowledge management in their business strategy incorporated with technology. The role of technological tools and applications is essential in supporting and enhancing knowledge management strategy. There has been a transition from traditional information system to new a concept of knowledge management system employed by organization to sustain competitive advantage in dynamic and unstable environment. Further, to shift the paradigm of knowledge management systems concept from business sectors, this study focused on the KMS applications and tools particularly in Institutions of Higher Education (IHE) environment. The purpose of this study is to (a) identify the relationship of business strategy, knowledge management (KM) Strategy, knowledge management systems (KMS) strategy, information system (IS) strategy and information technology (IT) strategy, particularly in the context of IHE, (b) describe those strategies and their relationship based on the context of IHE. This will provide guidance and effective methods for formulating the KMS strategy with the aim to align it with business strategies and ensuring success of its implementation

A novel workflow management system for handling dynamic process adaptation and compliance

Modern enterprise organisations rely on dynamic processes. Generally these processes cannot be modelled once and executed repeatedly without change. Enterprise processes may evolve unpredictably according to situations that cannot always be prescribed. However, no mechanism exists to ensure an updated process does not violate any compliance requirements. Typical workflow processes may follow a process definition and execute several thousand instances using a workflow engine without any changes. This is suitable for routine business processes. However, when business processes need flexibility, adaptive features are needed. Updating processes may violate compliance requirements so automatic verification of compliance checking is necessary. The research work presented in this Thesis investigates the problem of current workflow technology in defining, managing and ensuring the specification and execution of business processes that are dynamic in nature, combined with policy standards throughout the process lifycle. The findings from the literature review and the system requirements are used to design the proposed system architecture. Since a two-tier reference process model is not sufficient as a basis for the reference model for an adaptive and compliance workflow management system, a three-tier process model is proposed. The major components of the architecture consist of process models, business rules and plugin modules. This architecture exhibits the concept of user adaptation with structural checks and dynamic adaptation with data-driven checks. A research prototype - Adaptive and Compliance Workflow Management System (ACWfMS) - was developed based on the proposed system architecture to implement core services of the system for testing and evaluation purposes. The ACWfMS enables the development of a workflow management tool to create or update the process models. It automatically validates compliance requirements and, in the case of violations, visual feedback is presented to the user. In addition, the architecture facilitates process migration to manage specific instances with modified definitions. A case study based on the postgraduate research process domain is discussed

Adaptive use of task assignment models in team-based mobile business processes

Most mobile business processes are executed under uncertain and dynamic working environments. This makes the traditional centralized approach for the management of mobile tasks inappropriate to respond to the changes in working environment quickly as collecting the changing information from geographically distributed workforces in real time is expensive if not impossible. This raises the need of a distributed approach in the management of mobile tasks. This paper proposes a distributed architecture for team-based coordination support for mobile task management. In this architecture, tasks are managed via peer-to-peer style coordination between team members who have better understanding on the changing working environment than a centralised system. The novelty of the design of the architecture is explained by applying it to a real business process in the UK

QoS-based Self-Management for Business Processes

Business processes are commonly implemented as compositions of Web Services, using the Business Process Execution Language (BPEL) as an orchestration specification. Business processes do not only require an appropriate setup but also need to be monitored throughout their runtime, especially when Quality-of-service (QoS) constraints have to be met. Monitoring results may be used for the automated reconfiguration and optimization of business processes. We show how we achieve self-management based on QoS constraints within our system. The BPRules Language that we set up can be used to improve the QoS behavior of business processes by triggering appropriate management actions on the process. Also we propose a service selection strategy for the dynamic selection and replacement of services within business processes

A Learning Path of Process Capital Development – A Case Study of an IC Distributor

Process capital is the capability a firm develops to generate lasting value with investments in process management. Business processes management today is an environment full of business and technology changes. Identifying the required resources and selecting a suitable strategy to reduce the resource gap has become a critical part of process management. In this study we test the application of three theories of management towards process change at an IC distributor. The three theories underline the formation of business capabilities in managing process investments. The three theories, system-determined, people-determined and interaction theories, were gradually adapted by the firm and enabled the evolving of a dynamic capability in reacting to the changing environment. The objective of this case study is to contribute to the development of theory on process capital. The case evidence reveals that through the process of organizational learning by both business users and process designers a firm can build dynamic capability in managing changeable business processes and it can evolve with people, technology and organizational interactions, managed in concert. This capability of managing processes, in the competitive environment, is the process capital that generates value and sustains competitive advantage

A Dynamic Solvency Approach for Life Insurance

The paper investigates risk management processes in life insurance, in a perspective consistent with the framework of Solvency II. The paper starts with the breakdown of the business dynamics. This analysis provides for a complete depiction of risk and value driver within life business. The corresponding map is then put into the solvability context, in order to formally identify the equilibrium conditions. Considerations about the technical equilibrium of an insurance portfolio and the financial regulation lead to a dynamic system of solvency assessment. The formal model is applied to a life annuity cohort in a stochastic context in order to exemplify the potential of the model, especially referred to the need to frame solvency assessment in a dynamic perspective.Life insurance, financial risk, insolvency risk, capital adequacy, financial regulation

Impact of Business Intelligence (BI) Systems Use on Process Level Performance

This study investigated the relationship between BI systems use, IT infrastructure capability, and firm performance at the process level. Even though a majority of past studies considered BI system usage as a single item variable, this study has taken a broader view of the BI system use and measured it with reference to four aspects – extent of use of various applications/business processes a BI system supports, extent of use of several technology components of a BI system, level of management/governance of BI system use and time since the adoption of a BI system. Based on the survey data collected from 128 business intelligence (BI) users in Australia, this study observed that the firms are using BI software solutions for more than 5 years and mostly using them to support financial and performance reporting processes. In spite of reporting satisfaction with the capabilities of the BI system, a majority of firms continue to use Excel for reporting and analysis functions bypassing the BI system. We found that poor management of access, rigidity of the BI system in its inability to meet dynamic changing business requirements, inadequacy of user training, poor data handling procedures, and absence of data governance are some of the challenges identified in the management of BI system usage. This study confirmed the enabling role of IT infrastructure capability in improving firm performance, and found this to be a significant predictor of process level performance. Firm size, measured by gross revenue and employee strength, had no influence on process level performance, the study found. Effective usage of the applications that support specific business processes and good management of use tend to deliver performance benefits to organizations, rather than just the deployment of technology tools. This study demonstrates the complementarity between BI systems use, IT infrastructure and business processes and highlights the importance of ‘BI use’ and its governance