Harmonising Business Processes of Collaborative Networked Organisations Using Process Modelling

To solve the problem of modeling cross-organizational business process, a method of mining the cross-organizational businessprocess model from event logs is proposed. The method describes the different aspects of the cross-organizational business processfrom three perspectives: internal perspective, public perspectiveand collaborative perspective, so as to gain the intra-organization-al process model, the inter-organizational public process model, the collaborative process model in cross-organizational collaborat-ion business. The intra-organizational process model formed bymining, analyzing and sorting the running log of the organization involved in cross-organizational collaboration. The inter-organiza-tional process model is obtained by simplifying the intra-organ-izational process model, and finally the cooperative process modelcan be modelled. Compared with the existing modeling methods, this method can protect the details of the internal business proc-ess, and provides the public process model to public only, which can effectively support the individual characteristics of thecross- organizational business process.

Significant stochastic dependencies in process models

Enterprises employ goal models and process models in running their businesses, as well as when building information systems. A goal model is used to model the interests, intentions and strategies of different stakeholders. A process model is used to describe organizational business processes. An enterprise can benefit from using goal models to motivate the decisions when constructing process models. There are a number of comprehensive and accepted goal modelling languages, such as business motivation model, i*, and KAOS. The purpose of the paper is to compare these goal modelling languages in the context of business process engineering.

The lack of effective controls over organizational business processes can cause serious consequences for a company's reputation and even jeopardize its existence. There is a need for continuous monitoring of controls and systematic collection and evaluation of relevant data. Compliance management is essential for ensuring that organizational business processes and supporting information system are in compliance with laws, regulations, and various legislative or technical documents pertaining to the place of business. The focus of this chapter is to provide an insight into compliance management and discuss the integration and automation of compliance management in service-driven computing. The chapter elaborates conceptual models for specifying compliance requirements originating from various sources and details aspects such as multi-view process modeling annotated with compliance requirements, annotation of service interfaces and behavioral characteristics, development and reuse of compliant process fragments, architectural patterns to simplify compliance management, and abstract frameworks to ensure compliance in the context of service-driven computing through service adaptation and runtime governance. Finally, approaches to automating compliance management through formalization of compliance requirements, rule- and event-based monitoring, and integration of compliance governance systems with automated reasoning and verification tools are detailed.

Implementation of enterprise resource planning system to support business process in organization has increased rapidly. Higher education institution is one of organizations which can use enterprise resource planning system to optimize their business process. Universitas Indonesia (UI) is one of the prominent universities in Indonesia who uses enterprise resource planning system for their financial business processes, but the adoption process has not been completed until now. This happened because there are many factors that hinder enterprise resource planning system adoption at the UI. This study combines Technology, Organization, Environment framework and Iacovou model as a guideline to analyze challenges and supporting dimension in adopting enterprise resource planning system in UI. Our research found that challenges are the fact that UI usually developed their own system, lack of communication process in organization, no regulation from government about enterprise resource planning implementation in higher education, and the perceived benefits are not satisfied employees yet. Supporting factors are the existance of good information technology infrastructure, top management support, various enterprise resource planning vendor, and the benefits is slowly felt by employee.

Nowadays, organizations use process-aware information systems to understand and apply rapid changes to their processes. Process mining techniques automatically extract true dimensions of organizational processes including process models from data sets like event logs stored in these information systems. In most studies performed in the area of process model discovery, only information of the event logs is used. However, in this research, a novel method of process discovery is proposed, which uses event logs as well as the information on the data exchange among organizational roles, which is derived from physical generalized flow diagram model. This information formed the basis of a two-layered network that represents handover flow and data exchange flow among organizational roles. Then, by extracting and analyzing motifs existing in this network, five rules are set that map motifs with certain features to logical structures constructing process models. Finally, by integrating those structures, the process model will be discovered. The advantage of the proposed method over the previous ones is that from the business process management viewpoint, it is more efficient in detecting sophisticated structures in the process model. It is also highly resistant to noise. These benefits are derived from the fact that it exerts data exchange information along with event log information. Doing various experiments and evaluation of their results using the F-measure confirmed the superiority of this method to previous ones from the viewpoint of the business process management.

An original approach is described that can be used in the analysis and assessment of the applicability of the concept of crowdsourcing during the optimization of business processes in organizations. The approach is based on the application of standardized techniques in conceptual modeling used in computer science and on the business process modeling used in management science. The main objective is to reduce the specific risks associated with the lack of a universally accepted universal definition and classification of the different variants of the phenomenon of crowdsourcing. The main elements of the approach and the theoretical foundations on which it is based are presented, and three examples are given in order to illustrate its application.

Enterprise systems (ES) are industry-specific, customizable software packages that integrate information and business process in organizations. Despite the advantages associated with implementing ES, their success has been mixed. This has attracted the interest of researchers and resulted in a proliferation of literature on implementation. However, the extant ES studies lack a theoretical framework for the examination of ES use and its implications for change in organizations. We seek to bridge this research gap by proposing a theoretical framework for change induced through ES use. This paper contributes to theory in two areas. First, by analytically separating the notions of structure, institution, and organization, we illustrate a consistent application of Giddens' structuration theory to ES use. Second, we develop a structurational model of ES-induced change that explicates the relationship between specific characteristics of ES and the nature of change occasioned through their use by human agents within a historically shaped organizational context. Towards this objective, we distinguish ES from other information systems. Implications for practitioners and researchers are presented.

In this paper, a declarative foundation for process models is proposed. Three issues in process management and modeling are identified: business orientation, traceability, and flexibility. It is shown how these issues can be addressed by basing process models on business models, where a business model focuses on the transfer of value between agents. As a bridge between business models and process models, the notion of activity dependency model is introduced, which identifies, classifies, and relates activities needed for executing and coordinating value transfers.

Increasing interconnection of organizations is a global trend. Independent organizational units or entire organizations build temporary or permanent collaborations, which pool resources, capabilities, and information to achieve a common objective (Sydow, 1993). New business models are emerging and existing ways of working are redesigned forming long running processes between various (external) partners—so called Cross- Organisational Business Processes (CBPs). In order to realize a collaborative scenario in an efficient and effective manner, it is necessary to design, manage, and optimize CBPs on a global level. This requires the externalization of internal information of every single partner in the network.

A software process model describes a set of partially-ordered sequences of activities that are carried out in order to accomplish certain goals. While numerous process modeling approaches have been proposed over the years, it seems that none of them have yet addressed the full range of concepts described in this definition. Most focus on activities and activity ordering; few, if any, focus on representing organizational goals and process improvement. Most provide concrete implementation approaches; few, if any, describe the general model(s) upon which these implementations are built. This paper suggests a new approach for developing software process modeling systems. If “Software Processes are Software Too,” as suggested by Osterweil (1987), then so are software process models, and hence there may be processes and models that are used in regular software development that may be useful in the process modeling domain as well. The paper focuses on the domain class model as an example of one type of model that might be produced if an approach such as the Unified Process were used in the process modeling domain. Such a process, and the set of models produced by it, if used, may be helpful in moving the process modeling field forward. While identifying the conceptual needs of process modeling systems, these models leave totally open the choice of how to formalize and implement actual solutions. A domain class model for process models is developed as an example of one of these models.

Creating value in each company is based on business processes in it. Their rational organization is a key factor in their transformation into a competitive advantage for the company. In order to achieve this it is necessary the business processes to be analyzed in detail, continuously optimized and effectively managed by means of combining of management methods and techniques with tools of information technology.

Historical perspective

CMMI(Capability Maturity Model Integration) is a process framework which is organized by goals, practice and process area. The Maturity Level 3 stressed that the project level process must be tailored from the organization level process, that is to say, no matter how the project level process changes, it must satisfy the constraints of the organization level process. However, companies usually prefer to choose detailed and operational single-layered process models for applying CMMI. If some activities in process have been changed, the process model must be totally redesigned, this reduces the flexibility and increases the cost of adopting CMMI. In order to solve the above problems, this paper presents a multi-layered model, in which the upper layer is used to describe the CMMI organization level process (i.e., the software development lifecycle) and the lower layer is used to describe the project level process model (i.e., the procedure of each development group). At the same time, we provide delegation relationship in multi-layered process model to build the constraints between the upper layer and the lower layer process model, it brings the flexibility that the lower layered model (the project process) can change its activities on the premise that obeying the constraints of upper layered model (the organization process). Finally, in order to validate the practical effectiveness of this model, a CMMI case from GUODIAN Nanjing Automation Cd., LTD is provided.

Propagating changes between aligned process models