5,895 research outputs found

    An approach to control collaborative processes in PLM systems

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    Companies that collaborate within the product development processes need to implement an effective management of their collaborative activities. Despite the implementation of a PLM system, the collaborative activities are not efficient as it might be expected. This paper presents an analysis of the problems related to the collaborative work using a PLM system. From this analysis, we propose an approach for improving collaborative processes within a PLM system, based on monitoring indicators. This approach leads to identify and therefore to mitigate the brakes of the collaborative work

    Supporting Collaborative Communication in a Multi-layer Meta-process Model for Evolutionary Shared Workflows

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    A key planning activity within a Virtual Enterprise (VE) is to establish agreed inter-organizational processes. This activity, or meta-process, has to allow for gradual evolution of the VE processes and for a multi layer development from informal business agreements to precise workflows. To support this meta-process, a collaborative electronic whiteboard supported by a tuplespace is proposed. The whiteboard supports a mixed graphical and text interface, with support for keeping track of the changes made. The participating organizations upload workflow definitions from their own IT systems into the tuplespace. Workflows are then discussed, modified and evolved before being downloaded again and mapped to the partners’ individual systems

    Research on Role-Centric Collaborative Technology

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    With the development of e-business, the collaboration between enterprises is increasingly strengthened, which, at the same time, challenges coordination technologies in distributed enterprise transactions. Workflow management has as its priority the support of coordination functions and workflow interoperability points the way towards collaborative business environments. Though WfMC, Workflow Management Coalition, specifies the abstract interoperability, differences such as workflow concept models, ontology etc. cannot be dealt with effectively because the specification is only technical. On the other hand, portal technology focuses on the integration of information and application services customized according to roles. It can provide support for the interoperability of workflows. In this paper, workflows are integrated with portal technology. And a role centric collaborative environment is proposed which is a way out for problems existing in workflow interoperability

    BPM News - Folge 3

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    Die BPM-Kolumne des EMISA-Forums berichtet über aktuelle Themen, Projekte und Veranstaltungen aus dem BPM-Umfeld. Schwerpunkt der vorliegenden Kolumne bildet das Thema Standardisierung von Prozessbeschreibungssprachen und -notationen im Allgemeinen und BPEL4WS (Business Process Execution Language for Web Services) im Speziellen. Hierzu liefert Jan Mendling von der Wirtschaftsuniversität Wien in aktuelles Schlagwort. Des weiteren erhalten Leser eine Zusammenfassung zweier im ersten Halbjahr 2006 veranstalteten Workshops zu den Themen „Flexibilität prozessorientierter Informationssysteme“ und „Kollaborative Prozesse“ sowie einen BPM Veranstaltungskalender für die 2. Jahreshälfte 2006

    Cooperative knowledge processing: the key technology for future organizations

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    Drawing from the challenges organizations are faced with today, there is a growing understanding that future market success, and long-term survival of enterprises will increasingly be related to the effectiveness of information technology utilization. This, however, requires to intertwine much more seriously organizational theory and research in information processing as it has been done before. Within this paper, we approached this aim from the perspective of radically decentralized, computerized enterprises. We further assume that organizations are increasingly processoriented, rather than applying to structuring organizations based on task decomposition and assignment. This scenario reveals that, due to the inherent autonomy of organizational units, the coordination of decentralized organizational activities (workflows, processes) necessitates a cooperative style of problem solving. On this basis, the paper introduces into the research area of cooperative knowledge processing, with a particular focus on multi-agent decision support systems, and human computer cooperative work. Finally, several important organizational applications of cooperative knowledge processing are presented that demonstrate how future enterprises can take great advantage from these new technologies.<br

    The Challenges of Inter-Organizational Business Process Design - A Research Agenda

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    Given the increasing importance of value chain collaboration, business processes need to be more closely aligned across organizational boundaries. Hence, business process modeling and design have to be enhanced and extended to cope with inter-organizational business relationships. Among the challenges that arise are interdependencies between internal and external processes, different process logic and terminology, missing clarification of responsibilities and confidentiality issues. This paper analyzes existing approaches to business process modeling, workflow management and B2B standardization with regard to the specific requirements concerning inter-organizational business process design. It extracts the relevant concepts addressing these requirements and draws up an agenda for further research

    Building Workflow Engines for Commerce Logic Automation

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    Collaboration : a key competence for competing in the 21st century

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    It is now an accepted fact that in the 21st century competition will be between networks of organisations and individuals, which efficiently and effectively integrate their competencies and resources in order to compete in a global economy (Bititci et al, 2004). Similarly the SME'2000 conference, which was held in Bologna, concluded that 'SMEs belonging to networks are often more competitive and innovative than those operating in isolation. When working together, SMEs can increase their focus through specialisation in functions that are complementary within their networks'
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