Process Management Tools

García, Fernando; Vizcaíno, Aurora; Ebert, Christof

doi:10.1109/ms.2011.40

Cited by 11 publications

(5 citation statements)

References 2 publications

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“…On the other hand, operational managers and process owners are responsible for particular business processes, thus they need more detailed models that describe the internal structure of the business processes.  Document a business process for staff training (e.g., [29])business process models can be used for enterprise personnel training, so that each employee could determine his/her input into the total productivity of the enterprise, as well as to inform personnel about the changes in the business processes, to unify understanding between the enterprise employees of business processes performed, or to train new employees.  Model a business process for knowledge management (e.g., [10])knowledge about the business processes performance is the enterprise intellectual capital.…”

Section: A Business Process Graphical Reflectionmentioning

confidence: 99%

The Formalization of the Business Process Modeling Goals

Bušinska

Kirikova

2016

J. Complex Syst. Inform. Model. Q.

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In business process modeling the de facto standard BPMN has emerged. However, the applications of this notation have many subsets of elements and various extensions. Also, BPMN still coincides with many other modeling languages, forming a large set of available options for business process modeling languages and dialects. While, in general, the goal of modelers is a central notion in the choice of modeling languages and notations, in most researches that propose guidelines, techniques, and methods for business process modeling language evaluation and/or selection, the business process modeling goal is not formalized and not transparently taken into account. To overcome this gap, and to explicate and help to handle business process modeling complexity, the approach to formalize the business process modeling goal, and the supporting three dimensional business process modeling framework, are proposed.

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Section: A Business Process Graphical Reflectionmentioning

confidence: 99%

The Formalization of the Business Process Modeling Goals

Bušinska

Kirikova

2016

J. Complex Syst. Inform. Model. Q.

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“…Each has its own strengths and weaknesses, which can make it more suitable for modeling certain views than others [12]. However, nowadays, SPEM is widely used and according to [17] can be adopted by researchers and practitioners for different disciplines, not just software engineering. Also in Section 2 (Figure 2 and Table 1), we depicted the SIQinU phases, so below we concentrate on the specifications of activities and their descriptions.…”

Section: A Process Model View For Siqinumentioning

confidence: 99%

Specifying Process Views for a Measurement, Evaluation, and Improvement Strategy

Becker

Lew

Olsina

2012

Advances in Software Engineering

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Any organization that develops software strives to improve the quality of its products. To do this first requires an understanding of the quality of the current product version. Then, by iteratively making changes, the software can be improved with subsequent versions. But this must be done in a systematic and methodical way, and, for this purpose, we have developed a specific strategy called SIQinU (Strategy for understanding and Improving Quality in Use). SIQinU recognizes problems of quality in use through evaluation of a real system-in-use situation and proposes product improvements by understanding and making changes to the product’s attributes. Then, reevaluating quality in use of the new version, improvement gains can be gauged along with the changes that led to those improvements. SIQinU aligns with GOCAME (Goal-Oriented Context-Aware Measurement and Evaluation), a multipurpose generic strategy previously developed for measurement and evaluation, which utilizes a conceptual framework (with ontological base), a process, and methods and tools. Since defining SIQinU relies on numerous phase and activity definitions, in this paper, we model different process views, for example, taking into account activities, interdependencies, artifacts, and roles, while illustrating them with excerpts from a real-case study.

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“…We can emphasize the lack of consensus in applying this knowledge, because of the different ways of managing and using knowledge in the different organizations involved in GSD. Moreover, each organization could have its own business processes and management [23].…”

Section: Application Of Knowledgementioning

confidence: 99%

DPMTool: A Tool for Decisions Management in Distributed Software Projects

Garrido

Vizcaíno

Andrada

et al. 2012

2012 IEEE Seventh International Conference on Global Software Engineering Workshops

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From recent decades, the phenomenon of globalization is affecting the business model of companies, evolving into a global market that seeks to reduce costs, increase productivity and competitive advantage. The companies engaged in software development are no strangers to this phenomenon, and also being adapted to develop the software in a distributed way at different development teams scattered around the world. This is known as Global Software Development (GSD). This software development paradigm introduces a number of advantages for companies that follow it, but also introduces a number of difficulties and challenges associated with geographical, temporal and socio-cultural distances. One of the major difficulties appears in the Knowledge and Decisions Management as in GSD information comes from many different sources, which makes its management, storage and reuse very complicated. In order to mitigate some of these challenges, we have developed a tool to support the decisions management made in software projects, in the context of global development. Therefore, the system enables the creation, storage, retrieval and transmission of decisions tackled in a software project, carried out in a delocalized way. In addition, the tool allows project managers manage the information of software projects and the most important value is that it also provides techniques to reuse the decisions taken in previous projects into new projects with similar characteristics.

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Process Management Tools

Cited by 11 publications

References 2 publications

The Formalization of the Business Process Modeling Goals

The Formalization of the Business Process Modeling Goals

Specifying Process Views for a Measurement, Evaluation, and Improvement Strategy

DPMTool: A Tool for Decisions Management in Distributed Software Projects

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