A case study on consistency management of business and IT process models in banking

Branco, Moisés Castelo; Xiong, Yingfei; Czarnecki, Krzysztof; Küster, Jochen M.; Völzer, Hagen

doi:10.1007/s10270-013-0318-8

Cited by 12 publications

(7 citation statements)

References 37 publications

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“…However, stakeholders can have a subjective notion of process consistency [25], and thus it is unknown how they view our consistency criterion. In the future, an empirical study based on statistical hypothesis testing is needed to show the appropriateness of our consistency measurement.…”

Section: Discussionmentioning

confidence: 99%

Quantifying Consistency between Conceptual and Executable Business Processes

Song

Zhang

et al. 2013

2013 IEEE International Conference on Services Computing

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Business processes have been identified as effective means to developing service-based applications. It is an important and challenging research problem to check consistency between conceptual and executable business processes. Most existing approaches analyze the consistency based on qualitative equivalence relations between business processes and only provide a "true"/"false" result. Thus, they fail to differentiate slight inconsistency scenarios from totally inconsistency ones. To address this problem, we leverage activity constraints, i.e., partial orders, mutual-exclusions, and independences, to analyze consistency; and measure the consistency degree (ranging from 0 to 1.0) between a conceptual business process and an executable one based on the rate of consistent activity constraints. We show the applicability of our approach by analyzing the consistency between public views and private processes of some real-life BPEL processes.

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Section: Discussionmentioning

confidence: 99%

Quantifying Consistency between Conceptual and Executable Business Processes

Song

Zhang

et al. 2013

2013 IEEE International Conference on Services Computing

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“…In addition, the government should learn from foreign experiences and make full use of government funded entities to provide financing and credit guarantees for innovative enterprises. Therefore, credit-guaranteed government institutions could actively cooperate with the construction businesses, to re-distribute risk and actively promote advanced international risk-sharing approaches [72]. The government should consider implementing systems to encourage intellectual property rights.…”

Section: Discussionmentioning

confidence: 99%

Integrated Framework of Growth Management for Identification of Service Innovation Levels and Priorities

Zhang

Xie

et al. 2018

Sustainability

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Growth management depends on an accurate understanding of an organizations’ current situation within the market in which it operates. Literature indicates that there is still inefficiency in quantitatively diagnosing the driving factors of service innovation and growth management. The purpose of this research is to identify the levels and priorities of sustainable growth management strategies with detailed measurements for industrial service innovation. The research focuses on the construction industry as the case context to scrutinize and compare various indexes and policy platforms for the evaluation of service innovation and the development of a diagnostic framework. The paper further identified the developmental obstacles of service innovation from 585 survey responses from construction enterprise representatives from Shanghai, Beijing and Xi’an in China, using average score method and entropy weight method. The data analysis identified the service innovation level and development priorities for the enterprises can assist in determining sustainable service innovation paths. The research then combined the competitive advantage characteristics method using a cluster analysis to develop a growth management framework of service innovation in the construction industry. The research results indicated that the majority of analyzed enterprises were in the second phase of their development, with clear policy opportunities for increasing levels of service innovation. However, the results also indicate the majority of sample enterprises were not encouraging the efforts of employees to strive for innovation and were lacking appropriate investment funding towards service-related innovation. These two weaker aspects offer a starting point for firm-level managers to consider when aiming to improving service innovation. The paper contributes by advancing the quantitative evaluation of growth management policies for service innovation. Furthermore, it provides possible measures for improving service innovation with particular emphasis on service innovation in project-based construction enterprises. Finally, it offers a practical diagnostic tool to improve industry level growth via increased service innovation.

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“…During the design, distinct experts negotiate and validate the goals and rules of the ORS. The framework creates a common level of abstraction for both business and IT to align their models and improve consistency [35].…”

Section: Discussionmentioning

confidence: 99%

“…The O 2 framework focuses the participants in all the dimensions of an IS, namely the (1) context, (2) people, (3) process, (4) information, and (5) IT [3,13,27]. A partnership is proposed from the beginning of design, as opposed to the traditional customer-supplier relation that sometimes happens [35], for instance, between IT departments (supply solutions) and other management systems experts (define goals and rules). The approach is simple to use, and technology independent.…”

Section: Discussionmentioning

confidence: 99%

Modeling the Organizational Regulatory Space: A Joint Design Approach

Barata

Cunha

2013

Lecture Notes in Business Information Processing

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Part 5: Enterprise Modelling and Information SystemsInternational audienceWe present an approach for the joint design of organizational regulatory spaces (ORS). The approach was validated through action research, integrating the components of context, people, process, information, and IT. The design of the ORS is usually performed by distinct teams, with unconnected viewpoints, using different vocabularies and tools. Similarly to information systems, there are business experts that define the regulatory goals and rules. The ORS modeling is problematic, and is fragmented. We have adopted the O2 framework to provide a common level of abstraction for the design. The result is a comprehensive and layered map of the ORS. This approach has proved to offer an effective representation of the ORS for external auditors and business associations. Internally, we provide organizations with new ways to model, communicate, and improve the regulatory space

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A case study on consistency management of business and IT process models in banking

Cited by 12 publications

References 37 publications

Quantifying Consistency between Conceptual and Executable Business Processes

Quantifying Consistency between Conceptual and Executable Business Processes

Integrated Framework of Growth Management for Identification of Service Innovation Levels and Priorities

Modeling the Organizational Regulatory Space: A Joint Design Approach

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