Modelling Service Level Agreements for Business Process Outsourcing Services

Many proposals to model service level agreements (SLAs) have been elaborated in order to automate different stages of the service lifecycle such as monitoring, implementation or deployment. All of them have been designed for computational services and are not well–suited for other types of services such as business process outsourcing (BPO) services. However, BPO services suported by process–aware information systems could also benefit from modelling SLAs in tasks such as performance monitoring, human resource assignment or process configuration. In this paper, we identify the requirements for modelling such SLAs and detail how they can be faced by combining techniques used to model computational SLAs, business processes, and process performance indicators. Furthermore, our approach has been validated through the modelling of several real BPO SLAsMinisterio de Economía y Competitividad TIN2012-32273Junta de Andalucía TIC-5906Junta de Andalucía P12-TIC-186

VISUAL PPINOT: A Graphical Notation for Process Performance Indicators

Process performance indicators (PPIs) allow the quantitative evaluation of business processes, providing essential information for decision making. It is common practice today that business processes and PPIs are usually modelled separately using graphical notations for the former and natural language for the latter. This approach makes PPI definitions simple to read and write, but it hinders maintenance consistency between business processes and PPIs. It also requires their manual translation into lower-level implementation languages for their operationalisation, which is a time-consuming, error-prone task because of the ambiguities inherent to natural language definitions. In this article, Visual ppinot, a graphical notation for defining PPIs together with business process models, is presented. Its underlying formal metamodel allows the automated processing of PPIs. Furthermore, it improves current state-of-the-art proposals in terms of expressiveness and in terms of providing an explicit visualisation of the link between PPIs and business processes, which avoids inconsistencies and promotes their co-evolution. The reference implementation, developed as a complete tool suite, has allowed its validation in a multiple-case study, in which five dimensions of Visual ppinot were studied: expressiveness, precision, automation, understandability, and traceability

Narrowing the business-IT gap in process performance measurement

To determine whether strategic goals are met, organizations must monitor how their business processes perform. Process Performance Indicators (PPIs) are used to specify relevant performance requirements. The formulation of PPIs is typically a managerial concern. Therefore, considerable effort has to be invested to relate PPIs, described by management, to the exact operational and technical characteristics of business processes. This work presents an approach to support this task, which would otherwise be a laborious and time-consuming endeavor. The presented approach can automatically establish links between PPIs, as formulated in natural language, with operational details, as described in process models. To do so, we employ machine learning and natural language processing techniques. A quantitative evaluation on the basis of a collection of 173 real-world PPIs demonstrates that the proposed approach works well

Seven Paradoxes of Business Process Management in a Hyper-Connected World

Business Process Management is a boundary-spanning discipline that aligns operational capabilities and technology to design and manage business processes. The Digital Transformation has enabled human actors, information systems, and smart products to interact with each other via multiple digital channels. The emergence of this hyper-connected world greatly leverages the prospects of business processes - but also boosts their complexity to a new level. We need to discuss how the BPM discipline can find new ways for identifying, analyzing, designing, implementing, executing, and monitoring business processes. In this research note, selected transformative trends are explored and their impact on current theories and IT artifacts in the BPM discipline is discussed to stimulate transformative thinking and prospective research in this field