Conceptualizing Routing Decisions in Business Processes: Theoretical Analysis and Empirical Testing

Business process models are widely used for purposes such as analyzing information systems, improving operational efficiency, modeling supply chains, and re-engineering business processes. A critical aspect of process representation involves a choice among alternative or parallel routes. Such choices are usually represented in process models by routing structures that appear as “split” and “merge” nodes. However, evidence indicates that modelers face difficulties representing routing options correctly. Clearly, errors in representing routing options might negatively affect the effective use of business process models. We suggest that this difficulty can be mitigated by providing process modelers with a catalog of routing possibilities described in terms that are meaningful to analysts. Based on theoretical considerations, we develop such a catalog and demonstrate that its entries have business meaning and that it is complete with respect to a defined scope of process behaviors that do not depend on resources or on software features. The catalog includes some routing cases not previously recognized. We tested experimentally the catalog in helping subjects understand process behavior. The findings demonstrate that the catalog helps modelers understand and conceptualize process behavior and that the likely reasons are its completeness and the practical terms used to describe its entries

Experience Management within Project Management Processes

Abstract: The business process revolution has had two impacts on project management: the recognition of a process perspective (such as the 39 appearing in the PMBOK), and the acknowledgement that these processes reflect project management knowledge (such as the nine knowledge areas in the same publication). These two levels have been extended, through an architecture (HCRN – hierarchical case retrieval network), to include and interlink decisionmaking tasks encountered by project managers. Experiments indicate an adequate degree of success in being able to transform a decision situation into a knowledge focus comprising relevant cases from different case bases, and the interactions between them. The knowledge focus provides a basis for experience management of decisionmaking within project management processes. 1 Project management and business processes The “business process revolution ” has introduced a paradigm shift in management – the process view of the firm – which has swept through the corporate landscape [HS99]. This perspective has been adopted in project management [Pm00] as emphasized by Brandt and Nick [BN01]: “There is general agreement today that increasing individualization of business performance and business processes is the reason for the assimilation of routine-oriented business processes to the classic project model”. The business process concept separates enterprise (or organizational) processes into two categories: technological processes concerned with specifying and creating the enterprise product or service; and business processes concerned with administering, directing and managing other enterprise activities. “When a number of tasks accumulate to constitute the execution of some substantial organizational (or business) requirement, they are commonly referred to as business processes ” [Fa01]. In project management this distinction is reflected in classical product-oriented tool

Semantic Analysis of Flow Patterns in Business Process Modeling

Abstract. Control flow elements are important in process models. Such elements usually appear in graphic models as splits and joins of activity sequences. Workflow patterns reflect possible executions of different configurations of splits and joins. However, despite the importance of process flow control and workflow patterns, no way exists yet to assure that a particular set of patterns is complete and non-redundant. We use an ontologically-based model of business processes to analyze the control configurations that can exist in a process model. A process is modeled in terms of state changes of the domain in which the process occurs. The state changes are controlled by laws which model the actions allowed in the domain. This model is notationindependent and enables incorporating goals into process analysis. We use the model to suggest classification of control configurations and identify configurations that assure the enacted process can always reach its goal.

Comparing dedicated and designated models of integrating mental health into chronic disease care: Study protocol for a cluster randomized controlled trial

Background: In low- and middle-income countries (LMIC), it is uncertain whether a "dedicated" approach to integrating mental health care (wherein a community health worker (CHW) has the sole responsibility of delivering mental health care) or a "designated" approach (wherein a CHW provides this service in addition to usual responsibilities) is most effective and cost-effective. This study aims to compare the effectiveness and cost-effectiveness of these two models of service integration relative to treatment as usual (TAU) for improving mental health and chronic disease outcomes among patients with HIV or diabetes. Methods/Design: This is a cluster randomised trial. We will randomise 24 primary health care facilities in the Western Cape Province of South Africa to one of three study arms. Within each cluster, we will recruit 25 patients from HIV and 25 from diabetes services for a total sample of 1200 participants. Eligible patients will be aged 18 years or older, take medication for HIV or diabetes, and screen positive on the Alcohol Use Disorder Identification Test for hazardous/harmful alcohol use or depression on the Centre for Epidemiology Scale on Depression. Participants recruited in clinics assigned to the designated or dedicated approach will receive three sessions of motivational interviewing and problem-solving therapy, while those recruited at TAU-assigned clinics will be referred for further assessment. Participants will complete an interviewer-administered questionnaire at baseline, and at 6 and 12 months post-enrolment to assess change in self-reported outcomes. At these end points, we will test HIV RNA viral load for participants with HIV and HbA1c levels for participants with diabetes. Primary outcomes are reductions in self-reported hazardous/harmful alcohol use and risk of depression. Secondary outcomes are improvements in adherence to chronic disease treatment, biomarkers of chronic disease outcomes, and health-related quality of life. Mixed-effect linear regression models will model the effect of the interventions on primary and secondary outcomes. The cost-effectiveness of each approach will be assessed using incremental cost-effectiveness ratios. Discussion: Study findings will guide decision-making around how best to integrate mental health counselling into chronic disease care in a LMIC setting