A reference model for risk-aware business process management

Jakoubi, Stefan; Tjoa, Simon

doi:10.1109/crisis.2009.5411973

Cited by 21 publications

(20 citation statements)

References 10 publications

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“…The research identified some steps for linking risk and process management in order to create the roadmap. While the research, in [8], aimed to propose a reference model to enable the modeling of risk aspects for providing the foundation of risk-aware business process simulations.…”

Section: Related Researchmentioning

confidence: 99%

A Risk-Aware Business Process Management Reference Model and Its Application in an Egyptian University

H.Haggag¹,

Khedr²,

S.Montasser³

2015

IJCSES

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Section: Related Researchmentioning

confidence: 99%

A Risk-Aware Business Process Management Reference Model and Its Application in an Egyptian University

H.Haggag¹,

Khedr²,

S.Montasser³

2015

IJCSES

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“…While it can be said that the scope of ISM is turning towards BPs security, BPM and ISM remain two different disciplines and are most of the time regarded as separate activities [11]. However, the disciplines mutually affect each other's objectives, e.g.…”

Section: A Problem Descriptionmentioning

confidence: 99%

“…Jakoubi and Tjoa [11] introduce a reference model for considering information within the BPM and RM domains. The authors argue for a stronger interweaving between RM and BPM, and present an approach for reengineering business processes as risk-aware.…”

Section: Related Workmentioning

confidence: 99%

A Comparison between Business Process Management and Information Security Management

Wangen¹,

Snekkenes²

2014

Annals of Computer Science and Information Systems

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Abstract-Information Security Standards such as NIST SP 800-39 and ISO/IEC 27005:2011 are turning their scope towards business process security. And rightly so, as introducing an information security control into a business-processing environment is likely to affect business process flow, while redesigning a business process will most certainly have security implications. Hence, in this paper, we investigate the similarities and differences between Business Process Management (BPM) and Information Security Management (ISM), and explore the obstacles and opportunities for integrating the two concepts. We compare three levels of abstraction common for both approaches; top-level implementation strategies, organizational risk views & associated tasks, and domains. With some minor differences, the comparisons shows that there is a strong similarity in the implementation strategies, organizational views and tasks of both methods. The domain comparison shows that ISM maps to the BPM domains; however, some of the BPM domains have only limited support in ISM.

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“…13 gives a conceptual overview about our approach which serves as basis for two demonstrative service level analysis scenarios within the company ACME: (1) A threat (T1) endangers the assigned resource and (2) the outage of the underpinning contract (UC) shall be evaluated in the course of a Fig. 12 Reference Model applied on the Business Process Elements Activity, Resource Requirement and Resource [18] what-if simulation. In scenario 1, a threat puts an assigned resource (R) in danger.…”

Section: Application Scenariosmentioning

confidence: 99%

“…Fig. 11 Minimal Set of Business Process Elements [18] • A Start is the beginning of a Business Process. There can only be one Start element.…”

Section: A Reference Model For Risk-aware Business Process Managementmentioning

confidence: 99%

Risk-Aware Business Process Management—Establishing the Link Between Business and Security

Jakoubi

Tjoa

Goluch

et al. 2010

Complex Intelligent Systems and Their Applications

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Companies face the challenge to effectively and efficiently perform their business processes as well as to guarantee their continuous operation. To meet the economic requirements, companies predominantly apply business process management concepts. The substantial consideration of robustness and continuity of operations is performed in other domains such as risk or business continuity management. Applying these domains separately, analysis results may significantly differ as valuations from an economic and risk point of view may lead to deviating improvement recommendations. Observing developments in the past years one can see that regulative bodies, the industry as well as the research community laid a special focus on the tighter integration of business process and risk management. Consequently, the integrated consideration of economic, risk and security aspects when analyzing and designing business processes delivers enormous value to achieve these requirements. In this chapter, we present an survey about selected scientific approaches tackling the challenge of integrating economic and risk aspects. Furthermore, we present a methodology enabling the risk-aware modeling and simulation of business processes.

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A reference model for risk-aware business process management

Abstract: Abstract

Cited by 21 publications

References 10 publications

A Risk-Aware Business Process Management Reference Model and Its Application in an Egyptian University

A Risk-Aware Business Process Management Reference Model and Its Application in an Egyptian University

A Comparison between Business Process Management and Information Security Management

Risk-Aware Business Process Management—Establishing the Link Between Business and Security

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