Towards semantically-aided domain specific business process modeling

Abstract

Purpose Domain-specific process modeling has been proposed in the literature as a solution to several problems in business process management. The problems arise when using only the generic Business Process Model and Notation (BPMN) standard for modeling. This language includes domain ambiguity and difficult long-term model evolution. Domain-specific modeling involves developing concept definitions, domain-specific processes and eventually industry-standard BPMN models. This entails a multi-layered modeling approach, where any of these artifacts can be modified by various stakeholders and changes done by one person may influence models used by others. There is therefore a need for tool support to keep track of changes done and their potential impacts. The paper aims to discuss these issues. Design/methodology/approach The authors use a multi-context systems-based approach to infer the impacts that changes may cause in the models; and alsothe authors incrementally map components of business process models to ontologies. Findings Advantages of the framework include: identifying conflicts/inconsistencies across different business modeling layers; expressing rich information on the relations between two layers; calculating the impact of changes taking place in one layer to the rest of the layers; and selecting incrementally the most appropriate semantic models on which the transformations can be based. Research limitations/implications The authors consider this work as one of the foundational bricks that will enable further advances toward the governance of multi-layer business process modeling systems. Extensive usability tests would enable to further confirm the findings of the paper. Practical implications The approach described here should improve the maintainability, reuse and clarity of business process models and in extension improve data governance in large organizations. The approaches described here should improve the maintainability, reuse and clarity of business process models. This can improve data governance in large organizations and for large collections of processes by aiding various stakeholders to understand problems with process evolutions, changes and inconsistencies with business goals. Originality/value This paper fulfills an identified gap to enabling semantically aided domain–specific process modeling.

Analysis of Business Process Management (BPM) Effect towards Data and Information Quality Improvement at Higher Education: A Literature Study

“…Maican and Lixandroiu [2] Facilitate the Exchange of Data and Information Hronza and Speta [37] Reducing Data Source Heterogeneity or supporting data integration Hronza and Speta [37] Improving Information Quality Cannavacciuolo et al [43] Improving Data Governance (DG) Lagos et al [33] BPM. Besides, management support also impacts the success of BPM implementation, as has been experienced by Hronza and Speta [37] .…”

“…The BPM Activity-Based Costing for the hospital was found their data quality increased since resource and event information is improved. Lagos et al [33] also stated that BPM improves data governance from their research that implements BPM for creating domain using semantic principle.…”

“…According to the results of our literature review, the application of BPM at HEIs aims to identify the process, know the process in more detail, then analyze the existing processes, redesign the process as needed, implement the changes based on existing business process standards, and also monitor and control the processes in the organization. Moreover, research on the linkages between BPM and other concepts, such as IT management [33] , was also carried out. Lagos et al [33] stated that BPM itself could increase DG within an organization because the collection of existing processes and problems could be done by evaluating the process in accordance with the interpretation of each stakeholder's involvement [33] .…”

“…Moreover, research on the linkages between BPM and other concepts, such as IT management [33] , was also carried out. Lagos et al [33] stated that BPM itself could increase DG within an organization because the collection of existing processes and problems could be done by evaluating the process in accordance with the interpretation of each stakeholder's involvement [33] . Nevertheless, this claim was not empirically proven in his research.…”

A method for integrated business process modeling and ontology development

“…Some (Davis et al, 2004;Santos et al, 2010) investigate the process modeling notations based on foundational ontologies, whereas others (H€ offerer, 2007;Haller et al, 2008;S€ onmez et al, 2010;Bistarelli et al, 2017;Maletzki et al, 2019) focus on the importance and practical uses of process-related ontologies. Mapping or transformation approaches between business process models and ontologies have also been widely studied (Koschmider and Oberweis, 2005;Belecheanu et al, 2007;Cimpian et al, 2008;Francescomarino et al, 2009;Thomas and Fellmann, 2009;Eisenbarth, 2013;Leopold et al, 2015;Fan et al, 2016;Lagos et al, 2018;Ma et al, 2019). Although there are some studies (Cherfi et al, 2013;Fan et al, 2016) that base their approaches of process modeling on discovering process model elements by matching them with entities in domain ontologies, there are no methodologies reported in related research to guide integrated process modeling and ontology development.…”