Design of Workflow Engine Based on Relational Structures

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.

PurposeThe purposes of this paper are: (1) to identify what types of business process operation controllers are discussed in literature and how can they be classified in order to establish the available body of knowledge in the literature, and then, (2) to identify which concepts are relevant for business process operation control and how are these concepts related in order to offer a reference model for assessing how well are control layers enforced in the dynamic stable nature of an enterprise' business processes operation.Design/methodology/approachOne cycle of the circular framework for literature review as proposed by Vom Brocke et al. (2009) is followed. Five stages are comprised: (1) definition of review scope (Section 1 and 2), (2) conceptualization of topic (Section 3), (3) literature search (Section 4), (4) literature analysis and synthesis (Section 5), and (5) definition of a research agenda (Section 6 that also concludes the paper). Vom Brocke, J., Simons, A., Niehaves, B., Niehaves, B., Reimer, K., Plattfaut, R., and Cleven, A. (2009), “Reconstructing the giant: on the importance of rigour in documenting the literature search process”, ECIS 2009 Proceedings, Vol. 161.FindingsResults indicate that (1) many studies exist in the literature, but no integrated knowledge is proposed, hindering the advance of knowledge in this field, (2) a knowledge gap exists between the implemented solutions and the conceptualization needed to generalize the solution to other contexts. Also, the ontology proposed provides a reference model for assessing the maturity of the business process control operation.Research limitations/implicationsThe contents contained in the paper needs to be further deepened to include the concepts of “business process management” and “business process mining”, as well as a semantic equivalence study between concepts can integrate better this conceptual framework and identify similarities. Then, the relationship between industries and dynamically stable business processes operation concepts have not yet been fully investigated. Thirdly, the atypical curve of interest that business processes operational control has been receiving in literature is not fully understood.Practical implicationsSome example applications that could benefit from this ontology are (1) security policy for business processes fine grained access control; (2) business processes enforced with decentralized policies, e.g. blockchain; (3) business process compliance and change; or (4) intelligent enterprise decision-making process, e.g. using AI trained neural network to support the human decision to choose if a control actuation is positive or negative instead of relying only on human-based decisions.Social implicationsWe understand that business process operation is a dynamically stable system, where steady motion is achieved with the continuous imposition of actor's actions. Therefore, all the work that contribute to the development of knowledge regarding the actor's actions in their execution environment offer the ability to optimize, and/or reengineering, business processes delivering more social value or better social conditions.Originality/valueIn the best of our knowledge this work is unique in the sense that integrates a set of concepts that is rarely, or never, combined. Table 3 corroborates this result.

Structuring an organization around its business processes has many benefits for both the processes themselves as well as the workflow and business process management within an organization in general. However, there are many challenges that make such a transition from a classical hierarchic to a state-of-the-art process organization difficult. In particular, traditional departments often resist loss of autonomy within their organization and, thus, may prevent successful implementation of business process management techniques such as process-oriented workflow management systems. Therefore, this paper proposes a flexible workflow management system architecture consisting of multiple parts that can be replicated and distributed within an organization's private cloud network. Based on distributed components of a workflow management system, it supports both organizations with legacy organizational structures as well as those which require increased autonomy of their respective organizational units. As a result, this system allows, on the one hand side, to manage some organizational units independently and to regulate them in a distributed, process-driven way while, on the other, still allowing the overall organization to exploit many advantages of a centralized workflow management system. The resulting system is based on experiences of a DFG funded technology transfer project aiming at applying previous research results in autonomous business process management to practical needs and requirements of a real production system application.

Workflow management Systems (WfMSs) support the automation of all or parts of a company business processes. This technology is considered key by many businesses from a strategic point of view, and its market growth does not show any sign of receding. Business process digitisation is a crucial component of the digital transformation and the aerospace manufacturing engineering industry is lacking research efforts on the performance of different workflow management systems. In order to compare different workflow solutions, they need to be categorised based on some criteria. This research provides a classification of the different workflow technologies that exist in the market, with the respective advantages and disadvantages, together with a high level approach for a consistent digitisation of different workflows.

In the modern business scenario, organizations are vesting high efforts in managing process sustainability as part of their operations management practices. The global environmental concerns for the welfare of the society have facilitated this change. Research studies have reported Information and Communication Technology (ICT) as one of the prerequisites in developing and maintaining efficient business processes. The process sustainability related initiatives and various processes related regulatory compliances have created the need for sophisticated IT tools like BPM (Business Process Management) and BI (Business Intelligence) in organizations. Thus with the advancement of ICT, a strong desire to enhance the business process performance through BPM and BI applications is felt across organizations. However, there is scant research available on leveraging the advantages of these applications in sustainability development. Therefore, this paper aims to present a conceptual architecture framework using an integrated BPM and BI solution to develop an orientation among practitioners and academicians towards the inclusion of ICT in attaining a sustainable, energy efficient business operations or processes. The framework is based on the literature pertaining to the role of BPM and BI in process sustainability as well as from the inputs of practitioners involved in the field of BPM and BI.

This paper presents the result of a research project. In the course of this project we demonstrated the application of business process management concepts in the extended construction enterprise, by using a Workflow Management System. The civil construction enterprise presents, usually, a distributed organisational structure (strategic enterprise, construction sites, warehouses, head-offices, etc.), and operates in a transient and variable environment, according to the collection of works in progress. A common scenario is the construction process that involves the co-ordination of many smaller firms (subcontractors), normally coordinated by one contractor. In this context, the paper starts with the presentation of the civil construction enterprise, by briefly describing the organisational, functional and process models, and concentrates its discussion in the supply chain business process. The rationale for this process is further presented based on so-called construction enterprise basic building block,capable of being replicated for each construction entity. Follows the presentation of a prototype illustrating the above concepts and demonstrating the value added of such approach. Workflow technology will definitely become the cornerstone technology to support B2B E-Business scenarios in areas such as Construction. In this paper we will further discuss this topic by bringing new construction enterprise requirements in the event of such as the usage of new mobile terminals such as UMTS, PDAs, and so on.

Modelling business processes with workflow systems: an evaluation of alternative approaches

The theoretical basis and implementation solution of business process simulation and analysis system (BPSAS) is put forward in this paper. With workflow technology, Petri net theory and simulation technology, the workflow engine independent business process analyzing system is realized to provide Petri net based business process analysis. Further more, an example is illustrated to demonstrate how to analyze business process in order to select optimized model. And at the same time, as a business process analyzing tool, it supports the specified BPM (business process management) process.

This research discusses the integration of artificial intelligence (AI), workflow management systems (WMS) and business process models and notes (BPMN) to improve the efficiency of modern business processes. Advanced technologies can significantly increase productivity, reduce costs and improve decision-making. The data analysis and automation capabilities of artificial intelligence enable companies to solve problems faster, optimize resource allocation and make better decisions. In combination with WMS, AI optimizes processes, automates workflows and increases operational efficiency. BPMN 2.0 is a clear, standardized method for visualizing and modeling business processes that helps improve communication and consistency between teams. This structured approach enables companies to effectively document, analyze and improve their workflows. Research shows the challenges companies face by using technologies, that also includes data quality issues, resistance to change and the need for a skilled workforce. Analyzing article, the authors consider the potential of quantum computing and developments in artificial intelligence algorithms and emphasize the importance of continuous innovation and adaptation for companies to remain competitive in an ever-evolving technology landscape.

Purpose. The aim of the article is to identify the key features of the implementation of digital solutions in the business process management system of modern enterprises. Methodology of research. The following research methods were used to achieve the set goal: methods of system analysis (to analyse problems during the planning of the implementation of digital solutions in the business process management system of modern enterprises); methods of scientific abstraction, deduction and induction (for formulating a scientific hypothesis of work, laws and principles), analysis and synthesis – to analyse the state of development of the business process management system of modern enterprises; abstract and logical (for making theoretical generalizations, substantiating research methodology, formulating conclusions). The tabular method clearly reflects the current state of the investigated problem. Findings. It has been established that the transition to a digital economy is based on technologies that define the Fourth Industrial Revolution, which consists of digitization and includes the saturation of the physical world with electronic and digital devices. The study also found that the process of digital transformation of business processes consists of elements such as customer interaction, operational business processes and enterprise models. It is determined that the implementation of digital solutions in each of these parts of the model opens up new opportunities for the development of enterprises. It is substantiated that the introduction of digital solutions in the management of business processes of enterprises has a positive impact on efficiency, flexibility and adaptability to changes in the external environment. It is noted that in order to maintain competitiveness, it is important not only to implement technology, but also to change the corporate culture and adapt employees to new tools. The study also highlights the most common digital solutions that are often implemented by modern enterprises: artificial intelligence, big data, blockchain, Internet of Things and cloud computing, which provide transparency, security and integration in business process management. Originality. A modern systematic overview of the most common digital solutions used to manage business processes at the enterprise has been further developed. Practical value. The results of the study can be useful for business managers and business process management specialists, as they provide a clear idea of the advantages and peculiarities of using digital solutions in the practice of enterprises. Key words: artificial intelligence, blockchain, big data, cloud technologies, fourth industrial revolution, digitalization.

This paper is about business process management (BPM) and business activity monitoring (BAM) using processing. We will show why the management of business processes is important for all further steps towards an event-driven and real time enterprise. That is process automation using workflow engines and standards like the Web Service Business Process Execution Language (BPEL). As an underlying middleware platform we use the service oriented platform SOPware of Deutsche Post AG.Events are emitted from all layers, the middleware platform layer and the business process layer, and figuratively build event clouds. Event processing functionalities will correlate both event clouds and feed business activity monitoring. There, enterprise performance cockpits and dashboards depict the performance of the enterprise and of its processes.

A lot of companies are nowadays obliged to follow regulations and to integrate specific policies from these regulations into their business processes. Implementing compliance automation concepts is crucial for companies because of the dependencies between compliance policies, IT-infrastructure and business process management. Nowadays in many companies there exist either no compliance automation concepts at all, or automation is limited to simply integrating hard-coded checks into standard software with no linkage to the business processes. In the scientific community in the past years, some concepts for compliance automation based on business processes, workflow technology, and semantic technologies have been developed. Semantic technologies seem to be a promising approach where implemented regulations are expressed by means of ontologies. In this chapter we present an approach for a semantics-based configuration of a service package with respect to Service Level Agreements, which capitalizes on the principles and use cases of the EU-project, plugIT. This chapter discusses the approach in detail, shows the economical benefits, and concludes with an outlook for the next steps.

Organizations must comply with a number of external and internal regulations for business governance and must ensure that their processes are running accordingly to requirements of regulations. Therefore business process and regulations compliance analysis audit and management tasks take a very important role in daily operational activities for each organization. Due to high complexity this task can become challenging. In some domains regulations are changing rapidly. Process models must be flexible and easy adjustable to changing requirements, since the lack of ability to comply with regulations can lower down the competitiveness of an organizations. Thus, rapid changes of regulations require rapid changes of related business processes. The goal of the PhD work is to develop business process and regulations compliance management technology which should enable business process construction from regulations and change monitoring of regulations and business processes to ensure easy and rapid modification of business process model or regulations, thus also ensuring compliance.

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.

Workflow technology has become a standard solution for managing increasingly complex business processes. Successful business process management depends on effective workflow modeling and analysis. One of the important aspects of workflow analysis is the data-flow perspective because, given a syntactically correct process sequence, errors can still occur during workflow execution due to incorrect data-flow specifications. However, there have been only scant treatments of the data-flow perspective in the literature and no formal methodologies are available for systematically discovering data-flow errors in a workflow model. As an indication of this research gap, existing commercial workflow management systems do not provide tools for data-flow analysis at design time. In this paper, we provide a data-flow perspective for detecting data-flow anomalies such as missing data, redundant data, and potential data conflicts. Our data-flow framework includes two basic components: data-flow specification and data-flow analysis; these components add more analytical rigor to business process management.