Applying Inductive Logic Programming to Process Mining

Information System is one of the key domain in which lot of research has been done in the past few years. Applying Information systems to heterogeneous and distributed environments is one of the current research areas. Business Process Management Systems is the information systems which deal with the administration of tasks in the business processes, organizational structures, or in the related context. The Workflow Management system, the early idea of BPM, controls the workflow in an organization, data transfer, and integration of legacy information systems with existing programs and program modules, delegation of business tasks. Offering task management services especially modeling of business processes and underlying organizations, BPM serves it meaning and incorporates the WFM system. BPM supporting the use of knowledge concerning the awareness/unawareness of integrated software, and analysis of processes and organizational structure in terms of verification, modification, evaluation are key management in BPM system I.INTRODUCTION TO BPM: Combination of corporate restructuring and mergers urged the department and processes to be automated and linked together. Unfortunately it created largely disconnected spaghetti of systems and applications. Business Process Management (BPM) was born from a strong need to streamline internal processes and connections between both internal and external functions. It provides ability to model, monitor, manage and manipulate processes quickly in response to changes in strategy and market forces. BPM is an extension of classical Work Flow Management (WFM) systems and approaches. BPM delivers the maximum utility of legacy system. It is a method for revolutionizing the way the work moves throughout an organization. II.COMPONENTS OF BPM: The four key elements in Business Process Management are: Process modeling, Process rule, Process management, and Process performance analytics. Process modeling: Process modeling describes the flow of information (business process).It helps in building a model of process and mapping into an implementation frame work. Modeling requires a consistent analysis and representation of the processes. It forms the basis for the userspecific process environment. Process Rule: Process Rule is a heart of the BPM. It involves execution of discrete steps & integration of information. A process rules engine is used for this purpose. The engine is to monitor and manage the given steps by providing a flow control over the business process. If a process fails or delayed, a compensated action can be done to rectify. Process Management: Process Management is to correlate business/application events to fundamental business metrics .It enables the organization to monitor and optimize the business process. Once the process has been analyzed, modeled and the associated rules are formed. The next stage involves the visualization and management. Visualization means transaction data ranging from holistic to process-state or client state specific rules. Process Performance Analytics: Process Performance Analytics is a transition data source available for sophisticated management analytics .This data should be available on a retrospective or real-time basis. It should answer to one of the most difficult question like “how much does it cost to process a specific transaction?” By this way BPM mainly addresses four components. They are Work Flow Management, Content and records management Enterprise Application Integration (EAI) and Business Activity monitoring (BAM). III.RELEVENCE TO SYSTEM INTEGRATION: BPM can be fitted easily on the top of existing IT system. It is the Process rules that governs all the happenings and optimizes the process. BPM will not be able to work without the connectivity provided by the EAI layer. EAI layer provides BPM to gain and measure the value from the investment. On the other hand, BPM provides value to the EAI technology layer of Information technology. BPM layer offers business management the view of the message processing layer. It is used to unlock the value of the information held in the integration layer. It is also used to gather data of every transaction in the lifecycle. IV.APPLICATION OF BPM: BPM can be applied to any application which needs these advantages. BPM reduces unnecessary high losses in time critical transactions, helps to provide any critical information, practical application yield fast ROI ,better control over the information, identifying and maximizing the benefits faster, better analysis and tracking, provides enterprise-wide visibility of business processes, improve the effectiveness of the core operations, provides ability to coordinate interactions between information systems, business process and the people, flexible and easily changed by non-technical business people.

We show that stable models of logic programs may be viewed as minimal models of programs that satisfy certain additional constraints. To do so, we transform the normal programs into disjunctive logic programs and sets of integrity constraints. We show that the stable models of the normal program coincide with the minimal models of the disjunctive program thatsatisfy the integrity constraints. As a consequence, the stable model semantics can be characterized using theextended generalized closed world assumption for disjunctive logic programs. Using this result, we develop a bottomup algorithm for function-free logic programs to find all stable models of a normal program by computing the perfect models of a disjunctive stratified logic program and checking them for consistency with the integrity constraints. The integrity constraints provide a rationale as to why some normal logic programs have no stable models.

PurposeThe purpose of this paper is to address a theoretical gap in the business process management (BPM) literature on factors that influence the acceptance and use of business process modelling (PM) in organisations. The paper seeks to contribute to theory building and practice in BPM through better understanding of important determinants of PM adoption and use.Design/methodology/approachA combination of literature review and 34 interviews in context was used to develop a PM acceptance model that was subsequently empirically tested using survey data from 74 companies.FindingsThe paper provides empirical insights about how business PM can be influenced by many factors in the organisational context. It suggests that PM is a complex activity mandated by management, but influenced by individual and socio‐political factors.Research limitations/implicationsThere is a need for future research to focus on the many opposing forces that influence business PM in organisations. Future studies should analyse influence from different stakeholder groups separately to reveal their relative influence on PM activity and its outcomes.Practical implicationsThe paper identifies important forces in the organisational context that managers should focus on in their efforts to successfully implement business PM in their organisations.Originality/valueThis paper uses a triangulation of sources of information to better understand the less‐studied process of PM adoption and use in an organisational context. It contributes to theory building within BPM and to more successful BPM in organisations.

Nowadays, the problem in business process management (BPM) is that BPM systems should both be easy to use for business process developers and be based on a sound formal method. Business process management systems are often based on semiformal modeling techniques such as event-driven process chains (EPC) or UML. Unlike semiformal modeling techniques, the process calculus CSP comes with mature verification sup- port. Surprisingly little work has been done on using CSP for business process modeling and management. In this paper, we present our approach to business process management, which is based on the observation that CSP is well suited not only for specifying business processes and verifying work???ows but also for executing work???ows using our CSP4J framework. We report on a work???ow server, which is specified in CSP and implemented using our CSP4J framework. The server accepts work???ows that are modeled in CSP and also implemented using CSP4J. This allows us to integrate the mature verification support of CSP into both the management system itself and the development process of the end users’ business process definitions.

Enterprises in today’s networked economy face numerous information management challenges, both from a process management perspective as well as a decision support perspective. While there have been significant relevant advances in the areas of business process management as well as decision sciences, several open research issues exist. In this paper, we highlight the following key challenges. First, current process modeling and management techniques lack in providing a seamless integration of decision models and tools in existing business processes, which is critical to achieve organizational objectives. Second, given the dynamic nature of business processes in networked enterprises, process management approaches that enable organizations to react to business process changes in an agile manner are required. Third, current state-of-the-art decision model management techniques are not particularly amenable to distributed settings in networked enterprises, which limits the sharing and reuse of models in different contexts, including their utility within managing business processes. In this paper, we present a framework for decision-enabled dynamic process management that addresses these challenges. The framework builds on computational formalisms, including the structured modeling paradigm for representing decision models, and hierarchical task networks from the artificial intelligence (AI) planning area for process modeling. Within the framework, interleaved process planning (modeling), execution and monitoring for dynamic process management throughout the process lifecycle is proposed. A service-oriented architecture combined with advances from the semantic Web field for model management support within business processes is proposed.

Business Process Management (BPM) has gained remarkable importance in research and practice in the last years. Innovative information and communication technology (ICT) is a driver for the effectiveness and efficiency of enterprise collaboration and the management of inter-organizational business processes. In this context, cooperating enterprises need a shared understanding of their own processes, those of their partners as well as of emerging inter-organizational process structures. In order to create such a shared understanding, the concept of collaborative modeling can serve as a useful approach. This article introduces a concept for collaborative business process modeling and its implementation in the CoMoMod tool. The tool supports several aspects of collaborative process modeling, such as simultaneous work of spatially distributed modelers on one process model diagram. Furthermore the tool permits synchronously creating a collaborative model with different modeling languages by automatically mapping and converting the different model representations. The proof of concept utilizes Event-driven Process Chains (EPC) and Petri Nets. The usage of an integrated chat messaging service supports communication during the process of collaboratively modeling business process.

In the proposed data model for XML databases, an XML element is directly represented as a ground (variable-free) XML expression—a generalization of an XML element by incorporation of variables for representation of implicit information and enhancement of its expressive power—while a collection of XML documents as a set of ground expressions, each describing an XML element in the documents. Relationships among elements in the collection as well as integrity constraints are formalized as XML clauses. An XML database, consisting of: (i) a document collection (or an extensional database), (ii) a set of relationships (or an intensional database) and (iii) a set of integrity constraints, is therefore modeled as an XML declarative description comprising a set of ground XML expressions and XML clauses. Its semantics is a set of ground XML expressions, which are explicitly described by the extensional database or implicitly derived from the intensional database and satisfy all the specified set of constraints.KeywordsDescription LogicIntegrity ConstraintUnit ClauseImplicit InformationSemistructured DataThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Introduction. In the context of modern challenges and needs of the global business environment, effective management of business processes and ensuring economic security are extremely important for the success of IT enterprises. This article examines the key aspects of economic security and business process management in the context of information technology, enabling analysis, evaluation, and optimization of enterprise activities in this sector. Research Objective. Studying key aspects of economic security and business process management in the context of their optimization in the IT sector, as well as researching methods of business process management and providing practical recommendations that can be useful for IT enterprises to improve their efficiency and competitiveness. Method (methodology). The research methodology involves literature analysis, empirical studies, and the use of analytical, synthesis, modeling, and forecasting methods to gain a deeper understanding of economic security and business process management in the IT sector. General scientific techniques have been utilized, including the analysis of scientific literature addressing issues of economic security and business process management. Empirical studies include the analysis of practical situations in the IT sector, allowing for the examination of specific cases of success or challenges in the field of economic security and business process management. This combination of methods will enable a comprehensive analysis and provide recommendations for improving practices in the IT sector. The results. The research methodology encompasses literature analysis, empirical studies, and the utilization of analysis, synthesis, modeling, and forecasting methods to gain a deeper understanding of economic security and business process management in the IT sector. Empirical research involves analyzing practical situations in the IT sector, allowing for the examination of specific cases of success or challenges in the realm of economic security and business process management. This combination of methodologies enables a comprehensive analysis and provides recommendations for improving business process management practices within the context of economic security in the IT sector Conclusions. The issues of achieving economic security status by IT businesses have been studied and summarized, taking into account their specificities. Methods for assessing the effectiveness of business process management through the use of indicator systems adapted to the IT industry have been generalized. Suggestions have been made for developing performance indicators for IT enterprise business processes to enhance management practices and ensure stability and competitiveness of IT companies within the context of economic security.

This paper critically assesses Business Process Management (BPM) education in Poland and provides evidence-based recommendations for improvement. Through a survey of 44 BPM educators, the study evaluates BPM lifecycle coverage, IT tool utilization, and incorporation of the Six Core Elements of BPM. The findings reveal a focus on process modeling and analysis, identifying gaps in the way the entire BPM lifecycle is addressed. Despite the utilization of various IT tools, there is a notable absence of coverage for emerging topics such as process mining, AI, and Robotic Process Automation. Only 12% of courses cover all Six Core Elements of BPM, and there is a critical gap in student education, which is the underrepresentation of the People and Culture elements. The paper concludes with a manifesto for greater alignment between academic education and industry needs through comprehensive BPM curricula, dedicated software tools, and more robust coverage of the strategic and governance aspects of BPM. This will bridge the gap between academic education and real-world BPM applications, so that graduates can be better prepared for the challenges of the modern business landscape, which can enhance the quality and effectiveness of BPM education, thereby aligning it with the evolving demands of the business environment and contributing to the growth and competitiveness of organizations in Poland.

Purpose of the article: This paper investigates how digital transformation, electromobility, and disruptive business models are reshaping Business Process Management (BPM) within the automotive industry. It compares Mercedes-Benz and Tesla to examine how differing levels of digital maturity influence BPM execution and outcomes. Methodology/Methods: The study employs a qualitative research approach based on structured expert interviews and content analysis. It includes the evaluation of strategic documents, annual reports, and independent industry studies, supplemented by academic literature published between 2019 and 2024. Scientific aim: The aim is to identify key shifts in the design and execution of BPM along the automotive value chain and to determine how companies can enhance their competitiveness by adopting agile, data-driven process models. Findings: Tesla demonstrates a fully integrated, software-centric BPM system that supports agility, innovation, and direct customer interaction. Mercedes-Benz, in contrast, is transitioning from legacy structures to modular digital integration, relying more on external partners. The study reveals that BPM effectiveness increasingly depends on seamless integration of IT systems, software development, and data-driven decision-making. Conclusions: Automotive firms must embed agile and IT-driven process models into their core operations to remain relevant. Those that cling to traditional, fragmented BPM structures risk falling behind. The paper offers actionable recommendations for automotive manufacturers and outlines future research directions concerning BPM performance metrics.

BPM Center of Excellence

The automatic detection of divergences from a desired process behavior is a common research topic in the business process management community. An established technique to analyze processes is called conformance checking. Given a definition of a process in form of a process model, conformance checking can be used to test whether the executions of a process contained in a so-called event log data structure are conforming with the process as it was defined. The result is a comparison of the execution traces and their respective correct execution, according to the process model. This technique provides insights into where the divergence has occurred and how the execution must be altered to conform to the process model. However, a problem is that it requires a process model to be available. Process models in the correct format are not always available. Contrary to conformance checking, process anomaly detection aims to find anomalous executions without relying on a predefined process model. A process anomaly detection algorithm derives the process logic from the event log itself and exploits the patterns found within the event log to distinguish normal from anomalous process executions. Though process anomaly detection provides the benefit of not relying on a process model, it typically does not provide the level of detail that conformance checking does. A process execution can either be normal or it can be anomalous. This dissertation proposes process anomaly correction, a novel approach that combines the benefits of conformance checking and process anomaly detection. Given only an event log, process anomaly correction detects anomalous executions, clearly indicates where the anomaly has occurred during the execution and suggests possible corrective measures. The solution presented in this work is based on a new concept to the field of process anomaly detection: Process learning. In process learning, the task of understanding the process based on the example data is transformed into a learning problem in which a neural network is trained to predict the very next activity in a running process execution. The resulting machine learning model thus represents an approximation of the real process that created the data. This cumulative dissertation consists of five contributions to the field of business process management that demonstrate how, starting from a process anomaly detection, process anomaly correction is achieved in a series of four steps. (1) Process learning is employed to generate an approximated model of the process logic. (2) The limitation of only distinguishing between normal and anomalous process executions is overcome by employing the process learning model which processes the process executions on a finer level of detail than existing approaches. (3) The necessity of providing manual threshold settings, as it is typical for process anomaly detection algorithms, is replaced by an automatic parameterization utilizing the process learning model. (4) The predictive capabilities of the process learning model are exploited to generate possible corrections of detected anomalies. The resulting process anomaly correction approach can be employed in scenarios where classic conformance checking would be infeasible, due to the restriction of relying on a process model. Furthermore, it can be employed alongside classical conformance checking, for it incorporates more information coming from the event log than classical conformance checking (such as employees executing a process step, in which country the process is executed, etc.), and thus provides a new perspective for the process analyst.

The growing competition asks for high efficiency in business with the aid of Business Process Management (BPM). This article proposes a practical initiative to incorporate and leverage the BPM into organization. The research commences with the overview on the proliferation of BPM in academic community and industry. The authors modeled the appropriate processes to provide the frame for understanding and applying the BPM methodology within any organization. The obtained result, Supplier – Input – Process – Output – Customer (SIPOC) diagram maps out flow and process relationships that help document and communicate stakeholders how BPM processes should be performed.

Service-oriented architectures, business process management (BPM) systems, and BPM in general receive a lot of attention these days and the number of articles which describe the benefits and great potential of these technologies has significantly increased. It is something like a second wave after the first (and short) workflow hype in the middle of the 90’s. However, the contemporary hype in newspapers and IT magazines does not really reflect reality. In fact, much more companies are still thinking about whether and in which form they shall introduce these technologies rather than concretely performing projects in these fields. And many companies which have started respective projects are still in the phase of designing and implementing (web) services or in evaluating SOA platforms and repositories of different vendors; i.e., they are still not bringing (larger) processes into production. Nevertheless, expectations are very high: Everything will become easier and more flexible, implementation of crossorganizational processes will become business as usual, and process management systems will enable new kinds of process-aware applications which have to be performed manually today. In fact, BPM has a great potential. However, to realize this potential in practice, we have to face much more the challenges of the real world, we have to learn more seriously from how business processes are executed today, and we have to understand how actors deal with exceptional situations. It is not hard to predict what will happen with the current BPM hype if users discover that they cannot do much more with these technologies than with previous ones or, even worse, that they can do less. And no organization will accept to become inflexible. – It is partially up to us, whether BPM will become a big and sustainable success or whether it will share the fate of many other hypes (like Computer Integrated Manufacturing at the end of the 80’s). This talk will present real-world examples from different domains to illustrate where we jump too short. It will use the ADEPT project [1,2] to show how stimulating it can be also from a research point of view to face the reality as it is.

Business Process Management (BPM) is accepted globally as an organizational approach to enhance productivity and drive cost efficiencies. Studies confirm a shortage of BPM skilled professionals with limited opportunities to develop the required BPM expertise. This study investigates this gap starting from a critical analysis of BPM courses offered by Australian universities and training institutions. These courses were analyzed and mapped against a leading BPM capability framework to determine how well current BPM education and training offerings in Australia address the core capabilities required by BPM professionals globally. To determine the BPM skill-sets sought by industry, online recruitment advertisements were collated, analyzed, and mapped against this BPM capability framework. The outcomes provide a detailed overview on the alignment of available BPM education/training and industry demand. These insights are useful for BPM professionals and their employers to build awareness of the BPM capabilities required for a BPM mature organization. Universities and other training institutions will benefit from these results by understanding where demand is, where the gaps are, and what other BPM education providers are supplying. This structured comparison method could continue to provide a common ground for future discussion across university-industry boundaries and continuous alignment of their respective practices.