scholarly journals The Adaptation of a Model of an Artifact-Centric Business Process Instance and Its Validation

Information ◽  
2019 ◽  
Vol 10 (2) ◽  
pp. 57
Author(s):  
Junbao Zhang ◽  
Guohua Liu
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Dynamic Adaptation ◽  
Business Rule ◽  
Essential Requirement ◽  
Business Environments ◽  
Process Instance ◽  
Almost All ◽  
Adaptation Model

The adaptability of an in-progress business process is an essential requirement for any business process management system in dynamic business process environments. Over the last two decades, the artifact-centric approach for business process management has been evidenced to have higher level of flexibility. However, the adaptation of a model of an artifact-centric business process instance is still inevitable and pervasive due to the complex and ever-changing business environments. Almost all works of artifact-centric business process neglect this issue. To fill this gap, we propose a special business rule called adaptation rule to address the dynamic adaptation problem and describe the adaptation by a global adaptation model. Moreover, we provide a validation mechanism over our proposed adaptation rule of the global adaptation model to guarantee the behavior correctness of the adaptation. Through this validation approach, computing the lifecycle of the global adaptation model can be avoided.

Facilitating Enhanced Decision Support Using a Social Norms Approach

2017 ◽  
Vol 15 (2) ◽  
pp. 1-15 ◽  
Author(s):  
Thomas Keller ◽  
Bastin Tony Roy Savarimuthu
Keyword(s):  
Social Norms ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Knowledge Workers ◽  
Knowledge Worker ◽  
Social Feedback ◽  
Business Environments ◽  
Management Context ◽  
Process Execution

Social norms constrain behavior of individuals either through obligating or prohibiting certain types of behavior. Norm-based mechanisms have only recently found applications in enhancing decisions of knowledge workers in an automated business process management context. The norms inferred in the context of business process executions are then recommended to users so as to enable them to make informed decisions. The previous work on prohibition norm inference focused on identifying failure cases, which is now complemented by first inferring norms from the successful process execution cases and then inferring prohibition norms. This approach based on considering social feedback (i.e. inferring what is obliged and prohibited from history logs of process execution) shows encouraging results under uncertain business environments. Using simulation results the paper demonstrates that using the norm based mechanism results in reduced failure rates in the decision making of a knowledge worker while still providing maximum flexibility for the user to choose from a range of actions to execute.

Business Rules Management for Business Processes

2010 ◽  
pp. 540-563
Author(s):  
Marwane El Kharbili
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Research Field ◽  
Business Rules ◽  
Business Rule ◽  
New Paradigm ◽  
Business Context ◽  
Rule Management

The power of rule-based solutions has been demonstrated over a wide range of domains and a number of industrial-scale solutions and business rules have now proven their usability in complex real world scenarios. But the use of business rules in conjunction with business process management is still a young research field. Business process management (BPM) is a new paradigm for companies to carry out their value-creating activities. Bringing agility and flexibility to business process management is one of the most pressing challenges we are facing today. In this chapter, we make the case for rule-enabled BPM by motivating the need for introducing business rules in BPM and studying the possible advantages of combining business rule management (BRM) and BPM techniques. A discussion of possible uses of business rules (BRs) in business processes (BPs) is made. Furthermore, we also propose a lifecycle for BPM-oriented business rule management, and illustrate this using a business scenario. Hence, the aim of this chapter is to provide readers with insights into issues conceptual BRM applied to BPM in a business context, not from a formal, but from a methodological point of view.

scholarly journals The Link between Business Process Management and Quality Management

2020 ◽  
Vol 13 (10) ◽  
pp. 225
Author(s):  
Inga Stravinskiene ◽  
Dalius Serafinas
Keyword(s):  
Quality Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Lean Six Sigma ◽  
Management Systems ◽  
Business Organizations ◽  
Quality Management Systems ◽  
Management Paradigms ◽  
Almost All

In an environment of intense globalization and digitalization, business organizations are increasingly faced with various challenges such as rising costs, strong competition, rapidly evolving technologies, increasingly demanding and whimsical consumers, and, in social terms, changing societal demands. It is within this context that the effectiveness and efficiency of the management of business organizations is actualized. The paper addresses the following fundamental questions regarding the scientific problem at the theoretical level: What is the place of Business Process Management (BPM) in the context of Quality Management (QM)? Should BPM be the axis of QM? There is a lack of interdisciplinary research on the link between Business Process Management and Quality Management, and this study aims to ground this link. Methods of the research are literature review and the critical analysis of the scientific sources on the issue. The findings show that there exists confusion, overlaps among different paradigms of QM and BPM. The BPM paradigm might be considered as an integral part of almost all essential quality management paradigms. BPM is like a horizontal area “crossing” different paradigms of quality management (e.g., TQM, SMS, Lean, Six Sigma). The conclusions drawn are useful for organizations that implement quality management systems. The integration of BPM into quality management systems and tools creates preconditions for the development of an effective and efficient organization.

Rola modelu CMMI w organizacjach procesocentrycznych

2013 ◽  
pp. 25-30
Author(s):  
Arkadiusz Jurczuk
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management

W artykule przedstawiono istotę i zasady oceny dojrzałości procesowej przedsiębiorstw oraz rolę modeli dojrzałości w podnoszeniu efektywności organizacji w kontekście paradygmatu Business Process Management. Zasadniczym celem poznawczym artykułu jest określenie zasad oceny dojrzałości według modelu CMMI oraz prezentacja nakładów i efektów wynikających z wdrożenia tego modelu. Wskazano także czynniki determinujące sukces wdrożenia modeli dojrzałości w praktyce biznesowej. (abstrakt oryginalny)

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