Using goals, rules, and methods to support reasoning in business process reengineering

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 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.

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.

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 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.

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.

Business process design is an integral part of e-business engineering. Given that e-business models usually involve a wide range of business processes across different business functions with complex activities, events, and documents, process design for e-business is a very challenging task. Although various process reference models (PRMs) have been developed to provide guidelines for process design, research on leveraging multiple PRMs to support process design for e-business has been scant. In this paper, we demonstrate that the diverse process design requirements in e-business are best satisfied by utilizing multiple PRMs via a case study. Then, we propose a collaborative approach grounded in knowledge management theory to integrating multiple process reference models to better support process design in e-business. We equip the integrated process repository with a set of novel features based on Web 2.0 technologies to enhance its utility, efficiency, and quality for process design support. A prototype system is developed and user experiments are conducted to evaluate the system.

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
\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
\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
\ntime. P3: The mutual impact between business processes and information systems must be predicted at design time.
\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
\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
\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
\nIT Impact Simulation (BIIS) defines interfaces between the business process simulation and the information system simulation. Performance-relevant information is exchanged
\nvia the interfaces between both simulations. Using business process simulation and information system simulation in isolation, workload burstiness is not adequately reflected.
\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
\nview.

This chapter aims to provide concrete guidance in redesigning business processes. Two alternative methods are described, both of them suitable to boost business performance. The first one is based on a collection of best practices, as applied in various redesign projects. These best practices all have specific characteristics and as such influence process performance in various ways. The second design method takes on an information processing perspective on business process. By clearly focusing on the exact information that has to be established during process execution, the most suitable process lay-outs can be determined to efficiently generate that information Keywords: process design; process redesign; process engineering; best practice; information processing

The XYZ City Trade Office is a government organization that is engaged in regulating the stability of staple food through trade activities in XYZ City. This study aims to identify the existing business processes at the XYZ City Trade Office, in addition to being identified, this study will also conduct an analysis and improvement and redesign of the business processes currently being implemented by the XYZ City Trade Office. The steps taken to identify business processes are by conducting interviews related to the duties and functions of each entity and the Office to stakeholders in the XYZ City Trade Office. The methodology used to identify, describe, analyze and redesign business processes is the Business Process Life Cycle (BPM Lifecycle). The identification results are 36 business processes, and 3 of them are export business processes, import business processes, and processes Business Can Send and Evaluate. In all three business processes further evaluation and analysis are carried out. The analysis and evaluation is to first describe the business process in the form of business process modeling notation (BPMN) using bizagi modeller, then measure the quality of business processes, and analyze weaknesses, and compare with the duties and functions of the Ministry of Trade of the Republic of Indonesia, so that improvements to the process for the third the business process. Improvements for the Export and Import business processes are by adding oversight processes at the shipping stage, and business process improvements Conducting Shipment and Evaluation is by removing the activities of Giving Delivery News.
 
 Keywords: Business Process, BPMN, BPM Lifecycle, Bizagi Modeller

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.
 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.
 Research methods. The research used scientific methods, such as theoretical generalization, comparison, analysis, synthesis.
 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.
 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 .
 Keywords: lean manufacturing; losses; flow of value creation; 5S ordering system; system of general maintenance of TPM equipment; SAE standard J4000.

Many applications supported by blockchain technology are emerging in the industry. Blockchain can be used to enforce the correctness of business process execution and, consequently, increasing the trust among the stakeholders involved in complex business processes. Since few experiences in the area have been reported, more are needed to better understand the benefits and pitfalls of blockchain-based solutions for decentralized business process control. This paper is an experience report of two projects that enforce decentralized business process control using blockchain -- a food supply chain and a car registration -- using a Design Science Research Methodology approach. Each application follows a different business process design -- DEMO and BPMN -- leading to different implementations based on Hyperledger Fabric. The major lessons learned are related to the appropriateness of DEMO and BPMN as business process modelling languages in the context of blockchain applications.

Decision-making processes are the utmost important to steer the organizational change whenever business process workarounds are attempted during operational times. However, to decide the non-compliant situations, e.g., bypasses, social resistance, or collusion; the business manager demands contextualized and correct interpretations of the existing business process redesign options to cope with workarounds. This article explores the need to aid the decision-making process with a full constructional perspective to optimize the business processes redesign. So, the Markov decision process is combined with the body of knowledge of business processes, in specific, the concepts of designing enterprise-wide business transactions. This methodology supports the management initiatives with more knowledge about the value of business processes redesign. A classical chain of Order-to-Cash business processes (the order, the production, the distribution and the selling of goods) illustrate the benefits of this quantitative approach. Results obtained for business processes redesign in reaction to workarounds are reported. The analysis results show that this approach can anticipate the sub-optimal solutions before taking actions and highlights the impact of discount factors in the final obtained value. The contribution of this novel conceptual integration to the business processes community is the forecast of value function of business transaction redesign options when facing non-compliant workarounds. From related literature, business processes compliance usually comprises offline computation and the redesign is only considered in the forthcoming business processes instances. This article is innovative in the sense that it anticipates the value impact of a redesign, allowing more effective decisions to be taken.

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.