How public conversation management integrated with local business process management

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.

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.

Business processes are essential components of all enterprises and the use of models, languages and execution engines as components of a Business Process Management (BPM) deployment are now commonplace. By definition, these processes describe an enterprise in terms of its organizational knowledge, structure and activities, and are often essential to realizing an organization's competitive advantage. It thus follows that the design, execution and, critically, responsiveness to change in the system or environment they are affecting, is of prime significance toward establishing and maintaining efficient business operation. Deploying a high quality and effective Business Process Management System (BPMS) is thus utterly essential to many modern enterprises. Yet current trends toward flexible methods of working, just-in-time organizational reaction times, distributed intra-organization and interorganization collaboration and constantly changing markets are creating new and complex business landscapes. This brings about increased complexity, further motivating the need for real-time dynamic change throughout an enterprise's business processes; ever more dynamic environments require key business processes to be more flexible and automated in both their design and behaviour. Yet many companies are now discovering that investments in conventional BPMS often suffers from poor return on investment due to a common inability to create business process models that are both meaningful to business people and capable of offering the real-time process flexibility and rapid process adaptation required to cope effectively with the fluid business conditions typifying many modern enterprises. As evidenced by our work with customers in the manufacturing domain, there is very often a need to alter executing process structures, sometimes in real-time, without perturbing the integrity of running process instances. If a BPMS is not built to innately support change in this manner the result can be reductions in both dependability and visibility, especially from a management perspective. Our observation is that many of the current procedural approaches to BPM are too inflexible and unresponsive to change, especially in any automated fashion. In fact many BPMS solutions provide only design-time modelling, with neither support for run-time determination of process structure, nor direct execution of industry standard Business Process Modeling Notation (BPMN) process models without the need for first translating BPMN into intermediary formats, such as the Business Process Execution Language (BPEL), in preparation for execution. In practice, these issues imply that process models can tend to become overly complex and brittle through the necessity of coding-in all O pe n A cc es s D at ab as e w w w .in te ch w eb .o rg

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.

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.

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.

The Business Process Modeling Notation (BPMN) was developed by an international body called the Business Process Management Initiative (BPMI). The strengths of BPMN include that it is easily readable and understandable, and could be transformed into the current widely used business process implementation language, the Business Process Execution Language (BPEL). However, there are some fundamental incompatibilities between BPMN and BPEL, which make it difficult to generate BPEL code for implementation from BPMN models.The aim of this paper is to investigate the synergic uses of BPMN and BPEL to model and implement executable business processes. To that end, we propose a Business Process Modelling framework. Then we apply it to a real life business process scenario involving a typical manufacturing process in the automotive industry. From the case study, we are able to conclude that BPMN is suitable for modelling business processes and then implementing the model in BPEL in spite of the incompatibilities between the former and the latter.

A company's competitiveness relies heavily on its business processes and accurate knowledge to execute its business processes with agility and efficiency. Business Process Management (BPM) initially promised to provide the business world with suitable tools and techniques for successful BPM without help from the IT world. However, the current practice of BPM has several fundamental problems, including difficulty with automatic discovery and the integration of business processes across organizations. Understanding that the main cause of these problems lies in the lack of semantics on business process, we first define a variety of business process ontologies in order to build a semantic business process space (SBPS) for the limited area of sales order. We then explain how the SBPS satisfies the requirements for successful implementation of semantic BPM (SBPM) and demonstrate with a scenario how SBPM can be realized in the environment of SBPS. Our novel approach will reduce the time and cost necessary for the development of a new business process in a fast-changing environment and provide practitioners with useful insights into the proper implementation of the SBPM. Although our paper defines semantic business process knowledge for only a limited domain, its insights can be readily extended to other areas of business.

The management of processes and systems is a complex and time-consuming activity for organizations and also an ongoing Information Technology (IT) challenge. Among the different approaches for bringing flexibility to the business processes and systems are Service-Oriented Architecture (SOA) and Business Process Management (BPM). The SOA approach has become popular providing services and interfaces, enabling integration of heterogeneous and distributed platforms and BPM leverages the cycles of improvements, control and evaluation of business processes. BPM and SOA should work together aiming at improving business processes and evolving systems architecture. One main problem to apply BPM and SOA is the lack of established processes and this work proposes a software process line in order to simplify variability control and enable the instantiation of new development process applying BPM and SOA. It also aims at developing an environment to support the proposed software process line in order to automate the process, integrating industrial tools with one specifically developed to perform the transformation of UMA models into BPM notation. The main contribution of this work is the definition of the software process line for engineering service-oriented products. It is highly relevant to software industry since software process lines lacks experiments, practices and tools.

The aim of the article is to present a framework enabling the quick and practical assessment of the nature of business processes, necessary to select business process management (BPM) tools and methodologies in accordance with the actual nature of BPs in the organization. The lack of such compliance reduces or delays the results, or it can even cause the failure of BPM implementations. To avoid this risk, organizations should be aware of the nature of their processes prior to planning and implementing BPM. The article summarizes extensive literature studies and experiences resulting from the practical implementation of business process management in organizations with diverse types of business processes. Developed in accordance with the Design Science Research (DSR) methodology, the Business Process Nature Assessment Framework (BPNAF) uses an approach that combines business process management with the management of the knowledge used and created in the course of the process execution. The article presents the concept of the business process space and the Business Process Nature Assessment Framework (BPNAF) based thereon, which enables the quick and efficient assessment of the nature of business processes in an organization in terms of their unpredictability and knowledge intensity. The presentation of the results enables the objective recommendation of the selection of implementation methodologies, HRM policies, or IT systems supporting BPM in line with the real nature of business processes implemented in the organization, in a way that is understandable to both specialists and non-specialists. The article is dedicated to researchers, but above all to practitioners using BPM. The application of the presented BPNAF allows managers to choose the methodology and tools supporting the management of business processes, but also human resources or knowledge, in accordance with the objective nature of the processes and the needs of the organization. The simplicity and speed of analysis, as well as the ability to directly use its results in the initial implementation of business process management, mean that the benefits of using the BPNAF are much greater than the effort or preparation costs involved. An important limitation of the work is the fact that the analysis of the business process space and, consequently, the BPNAF are limited to only two dimensions: unpredictability and knowledge-intensity. The article presents the original concept of the business process space and the author's model of the BPNAF framework based on its two-dimensional version. The supplement of BPM implementation methodologies with the use of the results of this work is of key importance for the success or failure of implementations.

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.

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.

In the modern economy, we see a shift towards networked business scenarios. In many contemporary situations, the operation of multiple organizations is tightly coupled in collaborative business networks. To allow this tightly coupled collaboration, business process management (BPM) in these collaborative networks is becoming increasingly important. We discuss automated support for this networked BPM: automated means to manage business processes that span multiple autonomous organizations - thereby combining aspects of process management and e-business. We first provide a conceptual background for networked BPM. We describe a number of research approaches in this area, ranging from early developments to contemporary designs in a service-oriented context. This provides an overview of developments in which we observe several major trends. Firstly, we see a development from support for static business processes to support for highly dynamic processes. Secondly, we see how approaches move from addressing simple business collaboration networks to addressing complex networks. Thirdly, we find a move from the use of dedicated information technology to the use of standard technology. Finally, we observe that the BPM research efforts move through time from pushing new BPM technology into application domains to using BPM to realize business-IT alignment in application contexts.

Business process management (BPM) and accompanying systems allow organizations to react faster both to environmental and market changes. Therefore, BPM is widely applied in industry. Although organizations depend on the secure enactment of electronic business processes, existing BPM languages and techniques provide only little support for security. Several approaches have been proposed to close the gap for security in the domain of BPM. Nevertheless, an approach to develop secure electronic business processes systematically is still missing. In this paper, we provide the design as well as key entities of our Security Engineering Process Model (SecEPM) for electronic business processes. SecEPM guides security, business process, and domain experts through the development of secure business processes from the identification of security goals to the selection and configuration of security controls. It integrates security in the development life cycle of electronic business processes in a flexible way, thus allowing for a secure, adaptable organization.

Acknowledgements. Foreword. Chapter 1. Introduction. Chapter 2. What is Application Integration? 2.1. The economy: the engine of integration. 2.2. The history and the issues of application integration. 2.3. Consequences for IT. 2.4. Integration typologies. 2.4.1. Classifying the integration problem types. 2.4.2. Classifying the applications. 2.5. EAI: Integrating enterprise applications (A2A). 2.5.1. Accounting interpretation: EAI precursor. 2.5.2. EAI today. 2.6. Integrating inter-enterprise exchanges (B2B). 2.7. Coupling A2A and B2B: A2B (or Business Collaboration). 2.8. Managing business processes (BPM). 2.9. Service-oriented architectures (SOA). Chapter 3. Levels in Integration Services. 3.1. Transport and connectivity. 3.1.1. Defining partners. 3.1.2. Data transport. 3.1.3. Connectivity. 3.1.4. Supervising transport. 3.2. Adapting the information. 3.2.1. Transformation. 3.2.2. Routing. 3.2.3. Storage. 3.2.4. Defining the rules. 3.2.5. Supervising exchanges. 3.3. Automating business processes. 3.3.1. Modeling business processes. 3.3.2. Executing business processes. 3.3.3. Supervising business processes. 3.4. Business process and integration: mediation and exchange. 3.4.1. Business process level and integration level. 3.4.2. Mediation process sub-level. 3.4.3. Exchange process sub-level. 3.4.4. Interaction between the sub-levels. 3.4.5. Interaction between integration and business process (BPM). 3.5. Choosing the exchange architecture. 3.5.1. Synchronous/asynchronous communication. 3.5.2. Architecture: centralized or distributed? Chapter 4. Types of Integration Projects. 4.1. Integrating a single application. 4.1.1. Exchange cartography. 4.1.2. The integration platform. 4.2. IT infrastructure projects. 4.2.1. Urbanization of information systems. 4.2.2. IT exchange infrastructure. 4.3. Integrating inter-enterprise exchanges. 4.3.1. Exchanging electronic documents (EDI). 4.3.2. XML standards. 4.3.3. Inter-enterprise spaghetti system. 4.3.4. Inter-enterprise exchange platforms. 4.3.5. Single Window initiatives. 4.4. Managing business processes. 4.4.1. Points of departure. 4.4.2. BPM project opportunity: choosing the processes. 4.4.3. The approach. 4.4.4. Expected results. 4.5. Implementing a service architecture. 4.5.1. Characteristics of an SOA. 4.5.2. Elements of an SOA infrastructure. 4.5.3. Applicable norms and standards. Chapter 5. Application Integration Tools. 5.1. Brokers. 5.2. Application servers. 5.3. Enterprise Service Bus (ESB). 5.4. BPM tools. Chapter 6. Understanding Integration Failures. 6.1. High failure rates. 6.2. The technological approach. 6.2.1. New technology or new packaging? 6.2.2. Technology confronts reality. Chapter 7. Integration Myths. 7.1. The mirage of the single tool. 7.1.1. A conservative choice: example and consequences. 7.1.2. Modern architectural choice: example and consequences. 7.2. XML: miracle format. 7.3. Business adapters: simplifying the implementation. 7.3.1. Business adapter: implementation - maintenance - problem. 7.3.2. By way of a conclusion on business adapters. 7.4. Java: the proof of a modern solution. 7.4.1. The real reason for Java. 7.4.2. Limitations of an all-Java integration solution. 7.5. Files: the poor cousins of application integration. 7.6. Process and services are everything. 7.6.1. BPM and SOA: top-down approach - from business to IT. 7.6.2. EAI and B2B: bottom-up approach - from IT to business. 7.6.3. Complementary approaches. Chapter 8. Integration and IT Urbanization. 8.1. IT urbanization review. 8.2. Limits of urbanization without an integration solution. 8.3. How do integration solutions support IT urbanization? 8.4. Limits of integration solutions without IT urbanization. 8.5. How does IT urbanization support integration solutions? 8.6. The need to correlate integration solutions and urbanization. Chapter 9. Choosing an Application Integration Solution . 9.1. General approach. 9.2. Methodology for calculating return on investment (ROI). 9.2.1. Introduction to the method. 9.2.2. Equations: maintaining the language of integration. 9.2.3. Operational workload gains through centralized supervision. 9.2.4. Quality of service improvements. 9.3. Opportunity study. 9.3.1. Analyzing the real needs of the enterprise. 9.3.2. Real needs and the state of the art. 9.3.3. Identifying possible business benefits. 9.4. Go/NoGo from General Management. 9.5. The search for a candidate: Request for Information (RFI). 9.5.1. Why issue an RFI? 9.5.2. Key points in an integration RFI. 9.6. Request for Proposal (RFP) or specifications document. 9.6.1. Interest and spirit of an RFP. 9.6.2. Myths: standard questionnaire + one-stop supplier. 9.6.3. Key points in an RFP for application integration. 9.7. Presentations from the candidates. Chapter 10. Deployment Methodology. 10.1. Introduction to the method. 10.2. Deployment methodology: general principles. 10.3. Special case: deploying BPM and SOA. 10.4. Economic models of cost allocation. 10.4.1. Cost allocation linked to usage. 10.4.2. Cost allocation linked to usage and services (developed model). Chapter 11. Operational Examples of Implementation . 11.1. Rationalizing bonds purchase order management (banking). 11.1.1. The context. 11.1.2. The choices. 11.1.3. The solution. 11.1.4. The results. 11.2. An EAI hub (telecommunications). 11.2.1. The context. 11.2.2. The choice. 11.2.3. Implementing the pilot: first difficulties. 11.2.4. Integration tests: disturbing results. 11.2.5. How did we end up here? Consequences of architectural choices. 11.2.6. Performance tests: catastrophic results. 11.2.7. Report card: final decision. 11.2.8. The lesson: what we could have done. 11.3. A2A and B2B (retail). 11.3.1. The context. 11.3.2. The choice. 11.3.3. The solution. 11.3.4. The results. 11.4. BPM and SOA in service delivery. 11.4.1. The context. 11.4.2. The choice. 11.4.3. The solutions. 11.4.4. The results. 11.4.5. Points to watch for this type of solution. Conclusion . Bibliography. Index.