Supporting process design for e-business via an integrated process repository

Management of a company’s business processes is a key management task of modern organizations, which can cover not only the main, but also providing and servicing areas in its internal environment, including human resource management. The article is devoted to the design of the HR business process "Corporate training" for a rapidly developing regional company in the field of installation and rigging services, caused by the need to provide projects implemented by the company with highly qualified specialists involved in them. The analysis of the real practice of training in the company revealed the need to introduce corporate training as a business process that solves this problem. Based on the use of a standard model, the authors present a model of the HR business process "corporate training", developed for the needs of the organization under study, which is the practical significance of the study. The results obtained are universal and can be applied in the activities of organizations of any form of ownership, sphere of activity and size.

This paper reports research into the specification and implementation of an Information Technology (IT) Route Map for supply chain systems development and deployment. The purpose of the Map is to enable rapid design and implementation of IT solutions, capable of semi-automating business processes within manufacturing supply chains. The Map helps structure transition processes involved in 'identification of key business strategies and design of business processes' and 'choice of supply chain systems and supporting implementation techniques'. Common limitations of current Enterprise Resource Planning (ERP) systems are observed and incorporated as IT Route Map implications and constraints. Scope of investigation is targeted at Small-to Medium-sized Enterprises (SMEs) that employ Engineer-To-Order (ETO) and Make-To-Order (MTO) business processes. In the course of the research a 'Business Strategy Driven IT (BSDIT) System Concept' was conceived and examined. Part-evaluation of the applicability and capabilities of the IT Route Map has been carried out by conducting industrial survey and case study work.

One step towards a more systematic approach to the design of business processes is to develop models that provide appropriate representations of the knowledge that is needed for understanding and for reasoning about business processes. We present a modelling framework which uses goals, rules, and methods to support the systematic analysis and design of business processes. The framework consists of two main components/spl minus/an actor dependency model that describes a process organization in terms of intentional dependencies among actors, and an issue argumentation model that supports reasoning during process redesign. Formal representation of these models allows computer-based tools to be developed as extensions to, and eventually integrated with, other tools for supporting information systems development.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>

Business process (BP) designs and enterprise information system (IS) designs are often not well aligned. Missing alignment may result in performance problems at run-time, such as large process execution time or overloaded IS resources. The complex interrelations between BPs and ISs are not adequately understood and considered in development so far. Simulation is a promising approach to predict performance of both BP and IS designs. Based on prediction results, design alternatives can be compared and verified against requirements. Thus, BP and IS designs can be aligned to improve performance. In current simulation approaches, BP simulation and IS simulation are not adequately integrated. This results in limited prediction accuracy due to neglected interrelations between the BP and the IS in simulation. In this paper, we present the novel approach Integrated Business IT Impact Simulation (IntBIIS) to adequately reflect the mutual impact between BPs and ISs in simulation. Three types of mutual impact between BPs and ISs in terms of performance are specified. We discuss several solution alternatives to predict the impact of a BP on the performance of ISs and vice versa. It is argued that an integrated simulation of BPs and ISs is best suited to reflect their interrelations. We propose novel concepts for continuous modeling and integrated simulation. IntBIIS is implemented by extending the Palladio tool chain with BP simulation concepts. In a real-life case study with a BP and IS from practice, we validate the feasibility of IntBIIS and discuss the practicability of the corresponding tool support.

This study aims to identify current traditional retail business processes (As-is), align, and integrate their business processes based on Enterprise Resource Planning (ERP). This ERP implementation minimizes recordkeeping errors and saves time supporting traditional retail businesses. The design of a new business process (To-Be) was built considering the ERP business process. This study used the system development process method of ERP, which includes the stages of planning, requirements analysis, design, detailed design, and implementation. In addition, a gap/fit analysis was carried out to compare the current business process analysis (As-Is) and the proposed business process (To-Be) after using the ERP Odoo system. This study found that the business processes at AH Mart traditional retail require several changes (re-engineering), from manual and unintegrated business processes to a computerized and integrated model between divisions. Differences in business processes that occur at AH Mart are in the warehouse, cashier, and treasurer. In the warehouse, the implementation of stock-opname with ERP can use barcodes, so the product data is neatly recorded in the system, and the number of incoming and outgoing products can be appropriately detected. The cashier uses a barcode system, and the total calculation of customer payments is automatically accumulated. Making financial reports by the treasurer is more effective because the report data for each division is already stored in the same database. This research provides insight into changing from conventional business processes to business processes based on Enterprise Resource Planning (ERP). ERP business process can be adapted by traditional retail in the modern era.

Formulation of the problem. In the conditions of global competition, lean production acquires special importance. For enterprises all over the world, the only way to survive in the market is to produce goods and provide services that most fully satisfy the demands of consumers, while using advanced management methods and technologies. Lean manufacturing is one of the modern tools of production organization and management technology, which is used to improve the quality of products and services, the most complete satisfaction of consumer needs, while ensuring a careful attitude to the company's resources and their savings.&#x0D; The purpose of the study is the further development of methodological, methodical and practical approaches to the concept of Lean manufacturing to improve the quality of the enterprise's business processes.&#x0D; Research methods. The research used scientific methods, such as theoretical generalization, comparison, analysis, synthesis.&#x0D; Result. In the process of research, a comparison of traditional business management and the concept of lean production was made and revealed. that the concept of lean production has such advantages as the transition from centralized, vertical management to horizontal, involvement of all employees in the process, teamwork, focus on rational use of resources. The concept of lean production is aimed at eliminating the following main types of losses: overproduction of goods; waiting for raw materials, semi-finished products, necessary service information; unnecessary movement of materials; redundant processing steps arising due to errors in the design of business processes; excessive stocks and business processes leading to their occurrence; unjustified rotation of personnel in the work process; production of waste; underutilization of employees' creative potential.&#x0D; Conclusions. Six main elements and 52 components (requirements) of Lean manufacturing are defined based on the SAE J4000 standard for more successful application of lean manufacturing ideas in practice production to analyze the levels of implementation of lean manufacturing methodology components and elements. The main elements of the concept of lean manufacturing, the development and improvement of which should be focused on, are: company management and trust in it; enterprise personnel; information environment; chain "supplier – organization – consumer"; product; business processes. An important role in the concept of lean manufacturing is played by the 5S ordering system and the system of general maintenance of TPM equipment .&#x0D; Keywords: lean manufacturing; losses; flow of value creation; 5S ordering system; system of general maintenance of TPM equipment; SAE standard J4000.

Digital transformation is more focused on the management aspects of digitalization. It is associated with a large-scale process of implementing digital technologies and corresponding organizational changes. The article reveals the features of designing business processes of petrochemical enterprises in the context of the transition to the digital economy and the introduction of new technologies in the production process. The paper identifies the main technologies of Industry 4.0 used in the chemical and petrochemical industries. The study analyses the key technologies and drivers of the development of traditional and digital production, as well as the barriers to their implementation. The author summarizes the key principles on which Industry 4.0 should be based in order to support effective decision-making in the industry. The paper notes that the design of business processes is determined by the production technology. In the direction of improving business processes, there is a need for wider use of decision support systems based on artificial intelligence and expert systems. The authors developed a model for the implementation of production processes that takes into account the design features of business processes of industrial enterprises in the conditions of digitalization of the economy. The distinctive feature of the presented model is the combination of the life cycle and the value stream with a structured approach to defining the components of Industry 4.0.

CV Media Smart is a company that involved in the procurement of IT tools in schools and offices. With wide range coverage of schools and companies, CV Media Smart want to add more business process, therefore data center is needed to support existing and added later business process. The focus of this research is on cooling system and air flow. To support this research, NDLC (Network Development Life Cycle) is used as research method. NDLC is a method that depend on development process, like design of business process and infrastructure design. The reason why this research is using NDLC method is because NDLC is method that depend on development process. The standard that used in this research is TIA-942. Result of this research is a design of data center that already meet TIA-942 standard tier 1.

The agility of organizations increasingly depends on their ability to set up new business processes or to modify existing ones in a dynamic manner, and rapidly adapt their information systems to these process changes. This paper proposes a new agile business process management methodology, which is part of a multidisciplinary research project — AGILe busIness PrOcess (AGILIPO). It is argued that existing business process (BPM) methodologies do not offer the necessary flexibility or agility and that new approaches are required. The new methodology is inspired on goal-orientation complemented by a classificatory framework, aimed at introducing standardization and reducing the time and effort required in the process identification phase. Wiki-based technology is proposed as the basis upon which to build a collaborative approach to business process mapping, design and re-design, supplemented by folksonomy to provide ontological support. Finally, the methodology adopts an approach to validation, which is embedded in the previous phases of process identification, mapping and design.

This paper presents WebRatio BPM, an Eclipse-based tool that supports the design and deployment of business processes as Web applications. The tool applies Model Driven Engineering techniques to complex, multi-actor business processes, mixing tasks executed by humans and by machines, and produces a Web application running prototype that implements the specified process. Business processes are described through the standard BPMN notation, extended with information on task assignment, escalation policies, activity semantics, and typed dataflows, to enable a two-step generative approach: first the Process Model is automatically transformed into a Web Application Model in the WebML notation, which seamlessly expresses both human- and machine-executable tasks; secondly, the Application Model is fed to an automatic transformation capable of producing the running code. The tool provides various features that increase the productivity and the quality of the resulting application: one-click generation of a running prototype of the process from the BPMN model; fine-grained refinement of the resulting application; support of continuous evolution of the application design after requirements changes (both at business process and at application levels).KeywordsBusiness ProcessModel TransformationApplication ModelSite ViewBPMN ModelThese 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.

With the advent of XML-based SOA, WS-BPEL swiftly became a widely accepted standard for modeling business processes. Although SOA is said to embrace the principle of business agility, BPEL process definitions are still manually crafted into their final executable version. While SOA has proven to be a giant leap forward in building flexible IT systems, this static BPEL workflow model should be enhanced to better sustain continual process evolution. In this paper, the authors discuss the potential for adding business intelligence with respect to business process re-engineering patterns to the system to allow for automatic business process optimization. Furthermore, the paper examines how these re-engineering patterns may be implemented, leveraging techniques that were applied successfully in computer science. Several practical examples illustrate the benefit of such adaptive process models. These preliminary findings indicate that techniques like the re-sequencing and parallelization of instructions, further optimized by introspection, as well as techniques for achieving software fault tolerance, are particularly valuable for optimizing business processes. Finally, the authors elaborate on the design of people-oriented business processes using common human-centric re-engineering patterns.

In this demo paper, we present SUPER standing for Social-based bUsiness Process managEment fRamework that leverages social computing principles for the design and development of social business processes (aka business processes 2.0). SUPER identifies task, person, and machine as the core components of a business process. Afterwards, SUPER establishes a set of execution and social relations to illustrate how tasks (also persons and machines) are connected together. The social relations help build configuration network of tasks, social network of persons, and support network of machines that capture the ongoing interactions during business process execution.

This article maintains that a strong sense of ethics and ethical awareness is essential to help promote and cultivate adequate and appropriate (human sensitive) approaches during the development, implementation and execution of business processes. Businesses and their corresponding processes, and science in general have leaned on tenets of deterministic philosophies which gave rise to mechanistic thinking. As such technologically-based proposals and/or enactments—like modern business processes to a point—do not have within themselves the means to be ethically self-aware. It is in a technologically driven culture where mechanistic/deterministic approaches may trivialise the dignity of humans, ethics are able to mediate technology by helping to reflect on its purpose and usefulness. The authors propose a model that is a more holistic approach—including an ethical review phase—during the design, implementation, and execution of computer-based business processes so as to avoid an overtly mechanistic approach that devalues humans.

Business processes and information systems mutually affect each other in non-trivial ways. Frequently, the business process design and the information system design are not well aligned. This means that business processes are designed without taking the information system impact into account, and vice versa. Missing alignment at design time often results in quality problems at runtime, such as large response times of information systems, large process execution times, overloaded information systems or interrupted processes. Aligning business process quality and information system quality at design time requires to&#13;\nsolve the following problems (P). Business process quality and information system quality have to be characterized. P1: In contrast to information system quality, which is specified in the ISO/IEC 9126 standard, for example, there is no common and comprehensive understanding of business process quality. P2: Beyond that, current business process&#13;\nmodeling notations do not aim to represent quality aspects. The impact of a business process on the quality of an information system, and vice versa, is unknown at design&#13;\ntime. P3: The mutual impact between business processes and information systems must be predicted at design time.&#13;\nIn this thesis, the Business Process Quality Reference-Model (BPQRM), a quality model for business processes, is introduced. The model allows for a comprehensive characterization of business process quality (P1). The BPQRM is applied successfully in a case study to&#13;\nidentify potential for process quality improvement in practice. Based on the BPQRM an existing process modeling notation is extended by model elements to represent quality&#13;\naspects (P2). Simulation is a powerful means to predict the impact of a business process on the quality of an information system, and vice versa, at design time. This thesis proposes two simulation approaches to predict the mutual impact between business processes and information systems, in terms of performance (P3). The approach Business&#13;\nIT Impact Simulation (BIIS) defines interfaces between the business process simulation and the information system simulation. Performance-relevant information is exchanged&#13;\nvia the interfaces between both simulations. Using business process simulation and information system simulation in isolation, workload burstiness is not adequately reflected.&#13;\nThis is especially true for occasional, volatile peak loads. Workload burstiness can significantly affect the performance of business processes and information systems. The approach Integrated Business IT Impact Simulation (IntBIIS) for the integration of business processes and information systems in a single simulation allows for reflecting workload burstiness correctly. The simulation approaches support the comparison of design alternatives and the verification of a certain design against requirements. A case study confirms the feasibility in practice and the acceptance from practitioners’ point of&#13;\nview.

In this paper Accountability Centered Approach (ACA) is proposed for business process engineering. The ACA approach enables the designers and users to focus on the requirements and rationales of the process design, before settling into selecting and committing to a set of activities. The approach indicates iterative decomposition of accountability to appropriate levels and mapping of sub-accountabilities into activities. Appropriate activities are then selected to form network of activities which result in the design of the process. It differs from the traditional modeling approaches which often start and finish the process (re)design with tasks or activities. The major contribution of ACA for process design and engineering is in three folds: (1) providing a complete framework integrating accountability and activity in one method; (2) defining activities with specification of inter-relationships among activities, and information flow based on IDEF3 construct, constraint, object, and dependency; and (3) furnishing a verification method to validate process design or compare merits of different design alternatives. As an illustrative example, the Account Payable case of Ford Motor Company is illustrated by using this approach. The results demonstrate that the ACA approach offers clarity and provides users with opportunities to improve quality of design.