Modeling Business Objectives for Business Process Management

Lohrmann, Matthias; Reichert, Manfred

doi:10.1007/978-3-642-29133-3_8

Cited by 13 publications

(6 citation statements)

References 23 publications

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“…It addresses the handling of incoming job applications to fill open positions in a professional services firm. Figure 1 describes the business objective of this process according to a notation we developed in [14]. The objective of the process is to achieve one of two states for each job application: Either the application is refused, or a job offer is sent to the applicant.…”

Section: Sample Case: Applications Management Processmentioning

confidence: 99%

Effective application of process improvement patterns to business processes

Lohrmann

Reichert

2014

Softw Syst Model

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Improving the operational effectiveness and efficiency of processes is a fundamental task of business process management (BPM). There exist many proposals of process improvement patterns (PIPs) as practices that aim at supporting this goal. Selecting and implementing relevant PIPs are therefore an important prerequisite for establishing processaware information systems in enterprises. Nevertheless, there is still a gap regarding the validation of PIPs with respect to their actual business value for a specific application scenario before implementation investments are incurred. Based on empirical research as well as experiences from BPM projects, this paper proposes a method to tackle this challenge. Our approach toward the assessment of process improvement patterns considers real-world constraints such as the role of senior stakeholders or the cost of adapting available IT systems. In addition, it outlines process improvement potentials that arise from the information technology infrastructure available to organizations, particularly regarding the combination of enterprise resource planning with business process intelligence. Our approach is illustrated along a real-world business process from human resource management. The latter covers a transactional volume of about 29,000 process instances over a period of 1 year. Overall, our approach enables both practitioners and researchers to reasonably assess PIPs before taking any process implementation decision.

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Section: Sample Case: Applications Management Processmentioning

confidence: 99%

Effective application of process improvement patterns to business processes

Lohrmann

Reichert

2014

Softw Syst Model

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“…Usually, there exists a multitude of variants of a particular process model, whereby each of these variants is valid in a specific scenario or in the context of a particular business objective (Lohrmann and Reichert 2012); i.e., the configuration of a particular process variant depends on concrete requirements building the process context (Hallerbach et al 2008b;vom Brocke 2007). Regarding release management, for example, we have identified more than 20 process variants depending on the considered product series, involved suppliers, or development phases.…”

Section: Introductionmentioning

confidence: 99%

Lifecycle Management of Business Process Variants

Reichert

Hallerbach²,

Bauer

2014

Handbook on Business Process Management 1

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This chapter deals with advanced concepts for the configuration and management of business process variants. Typically, for a particular business process, different variants exist. Each of them constitutes an adjustment of a master process (e.g., a reference process) to specific requirements building the process context. Contemporary Business Process Management tools do not adequately support the modeling and management of such process variants. Either the variants have to be specified in separate process models or they are expressed in terms of conditional branches within the same process model. Both methods can result in high model redundancies, which make model adaptations a time-consuming and error-prone task. In this chapter, we discuss advanced concepts of our Provop approach, which provides a flexible and powerful solution for managing business process variants along their lifecycle. Such variant support will foster more systematic process configuration as well as process maintenance.

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“…Variant management can be individually performed or through a group mechanism by means of an integration process [5]. However, not all variants can support the propagation of changes due to following issues: (a) their close relationship with the domain, (b) the execution in a specific context, and (c) the associated events that generated the variant [6].…”

Section: Introductionmentioning

confidence: 99%

Developing a Context Model of Process Variants for Business Process Integration

Giraldo

Ovalle

Santoro

2015

Lecture Notes in Computer Science

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Abstract. Since the integration of business process variants can be affected by contextual information the aim of this paper is to propose the development of a context model for Business Process Integration that considers the propagation of process changes towards process variants of the reference model. The method used to develop such a model focuses on following stages: (1) conceptualization of process variants, by building a related ontology, (2) identification of contextual elements, (3) definition of operational and organizational constraints; (4) formalization of contextual situations in the variants, and (5) construction of a reasoning mechanism for searching and retrieval of process variants. In order to validate the context model proposed we implemented both a prototype and a case study that consider each of the five stages proposed. The obtained results demonstrate the effectiveness of using this kind of approaches for business process integration.

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Modeling Business Objectives for Business Process Management

Cited by 13 publications

References 23 publications

Effective application of process improvement patterns to business processes

Effective application of process improvement patterns to business processes

Lifecycle Management of Business Process Variants

Developing a Context Model of Process Variants for Business Process Integration

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