Correspondence with R.F. Burlton

August 1928 - December 1948. 36 letters and note

Control-Flow Pattern Based Transformation from UML Activity Diagram to YAWL

Part 2: Full PapersInternational audienceBusiness process verification is an important topic in business process management (BPM). The verification of standard UML Activity Diagram is not easy due to lack of mature tools. YAWL (yet another workflow language) has a formal semantics based on Petri net; verification of YAWL model seems easier than other modeling languages such as UML-AD. A series of mature verification tools has been released (Woflan, WofYAWL, ProM) based on YAWL to find structural errors, such as deadlocks in the model. These tools can be used for verifying UML-AD models if they can be transformed to YAWL models.The most challenging problem is that some control-flow patterns in UML-AD can’t be transformed via an element-to-element mapping. To solve this problem we provide a control-flow pattern based method for transforming a UML-AD model to YAWL. We regard these patterns that need to be transformed as whole model segments, pick them out from the UML-AD model and transform the left part using an element-to-element mapping as well as an object flow transforming method. We subsequently transform the picked-out patterns via patterns-based transformation and combine all the transformed YAWL segments to a new YAWL net.Categories and Subject Descriptors: D.2.1 [Requirements]: Requirements –Methodologies.General Terms: Theory

Business process improvement activities: differences in organizational size, culture, and resources

Although there are many business process improvement (BPI) methods, organizations are struggling to apply them effectively. We answer to the call to focus more on the organizational context in BPI projects. We use workarounds – deviations from the prescribed way of using an information system – as a specific angle to approach BPI. In five healthcare organizations of different contextual types, we study workarounds and make recommendations for process improvements. Based on this explorative multiple-case study, we propose a set of contextual activities for each stage of a BPI project. Thereby, we shed light on the differences in tackling process improvements in organizations that differ in size, culture, and the availability of resources for BPI projects. We evaluate the completeness and expected adoption of the proposed contextual BPI activities by organizing two focus groups and conducting a survey