Similarity of business process models: Metrics and evaluation

It is common for large organizations to maintain repositories of business process models in order to document and to continuously improve their operations. Given such a repository, this paper deals with the problem of retrieving those models in the repository that most closely resemble a given process model or fragment thereof. Up to now, there is a notable research gap on comparing different approaches to this problem and on evaluating them in the same setting. Therefore, this paper presents three similarity metrics that can be used to answer queries on process repositories: (i) node matching similarity that compares the labels and attributes attached to process model elements; (ii) structural similarity that compares element labels as well as the topology of process models; and (iii) behavioral similarity that compares element labels as well as causal relations captured in the process model. These metrics are experimentally evaluated in terms of precision and recall. The results show that all three metrics yield comparable results, with structural similarity slightly outperforming the other two metrics. Also, all three metrics outperform text-based search engines when it comes to searching through a repository for similar business process models.     

Plural: A decentralized business process modeling method

Top-down and centralized approaches prevail in the design and improvement of business processes. However, centralized structures pose difficulties for organizations in adapting to a rapidly changing business environment. Here we present the Plural method which can be used to guide organizations in performing process modeling in a decentralized way. Instead of a centralized group of people understanding, modeling and improving processes, our method allows individuals to model and improve their own processes to help in fulfilling their roles in the organization. An individual model depicts a set of activities performed by a role, which together result in a cohesive service within the organization. These individual models are then integrated as necessary to show the way the organization works. We applied the Plural method in a case study of a small-size software organization. We describe the method and its underlying principles and then discuss the findings of our case study, lessons learned, and limitations. The study thus provided evidence of Plural's utility and showed how an organization might exploit its strengths.     

Simplifying process model abstraction: Techniques for generating model names

The increased adoption of business process management approaches, tools, and practices has led organizations to accumulate large collections of business process models. These collections can easily include from a hundred to a thousand models, especially in the context of multinational corporations or as a result of organizational mergers and acquisitions. A concrete problem is thus how to maintain these large repositories in such a way that their complexity does not hamper their practical usefulness as a means to describe and communicate business operations. This paper proposes a technique to automatically infer suitable names for business process models and fragments thereof. This technique is useful for model abstraction scenarios, as for instance when user-specific views of a repository are required, or as part of a refactoring initiative aimed to simplify the repository's complexity. The technique is grounded in an adaptation of the theory of meaning to the realm of business process models. We implemented the technique in a prototype tool and conducted an extensive evaluation using three process model collections from practice and a case study involving process modelers with different experience.     

Merging event logs for process mining: A rule based merging method and rule suggestion algorithm

In an inter-organizational setting the manual construction of process models is challenging because the different people involved have to put together their partial knowledge about the overall process. Process mining, an automated technique to discover and analyze process models, can facilitate the construction of inter-organizational process models. This paper presents a technique to merge the input data of the different partners of an inter-organizational process in order to serve as input for process mining algorithms. The technique consists of a method for configuring and executing the merge and an algorithm that searches for links between the data of the different partners and that suggests rules to the user on how to merge the data. Tool support is provided in the open source process mining framework ProM. The method and the algorithm are tested using two artificial and three real life datasets that confirm their effectiveness and efficiency.     

Syntax highlighting in business process models

Sense-making of process models is an important task in various phases of business process management initiatives. Despite this, there is currently hardly any support in business process modeling tools to adequately support model comprehension. In this paper we adapt the concept of syntax highlighting to workflow nets, a modeling technique that is frequently used for business process modeling. Our contribution is three-fold. First, we establish a theoretical argument to what extent highlighting could improve comprehension. Second, we formalize a concept for syntax highlighting in workflow nets and present a prototypical implementation with the WoPeD modeling tool. Third, we report on the results of an experiment that tests the hypothetical benefits of highlighting for comprehension. Our work can easily be transferred to other process modeling tools and other process modeling techniques.     

From event streams to process models and back: Challenges and opportunities

The domains of complex event processing (CEP) and business process management (BPM) have different origins but for many aspects draw on similar concepts. While specific combinations of BPM and CEP have attracted research attention, resulting in solutions to specific problems, we attempt to take a broad view at the opportunities and challenges involved. We first illustrate these by a detailed example from the logistics domain. We then propose a mapping of this area into four quadrants — - two quadrants drawing from CEP to create or extend process models and two quadrants starting from a process model to address how it can guide CEP. Existing literature is reviewed and specific challenges and opportunities are indicated for each of these quadrants. Based on this mapping, we identify challenges and opportunities that recur across quadrants and can be considered as the core issues of this combination. We suggest that addressing these issues in a generic manner would form a sound basis for future applications and advance this area significantly.     

From BPMN process models to DMN decision models

The interplay between process and decision models plays a crucial role in business process management, as decisions may be based on running processes and affect process outcomes. Often process models include decisions that are encoded through process control flow structures and data flow elements, thus reducing process model maintainability. The Decision Model and Notation (DMN) was proposed to achieve separation of concerns and to possibly complement the Business Process Model and Notation (BPMN) for designing decisions related to process models. Nevertheless, deriving decision models from process models remains challenging, especially when the same data underlie both process and decision models. In this paper, we explore how and to which extent the data modeled in BPMN processes and used for decision-making may be represented in the corresponding DMN decision models. To this end, we identify a set of patterns that capture possible representations of data in BPMN processes and that can be used to guide the derivation of decision models related to existing process models. Throughout the paper we refer to real-world healthcare processes to show the applicability of the proposed approach.     

Semi-automatic inductive construction of reference process models that represent best practices in public administrations: A method

Business process management often uses reference models to improve processes or as starting point when creating individual process models. The current academic literature offers primarily deductive methods with which to develop these reference models, although some methods develop reference models inductively from a set of individual process models, focusing on deriving and representing common practices. However, there is no inductive method with which to detect best practices and represent them in a reference model. This paper addresses this research gap by proposing a method by which to develop reference process models that represent best practices in public administrations semi-automatically and inductively. The method uses a merged model that retains the structure of the source models while detecting their common parts. It identifies best practices using query constructs and ranking criteria to group the source models’ elements and to evaluate these groups. We provide a conceptualization of the method and demonstrate its functionality using an artificial example. We describe our implementation of the method in a software prototype and report on its evaluation in a workshop with domain and method experts who applied the method to real-world process models.     

Configurable multi-perspective business process models

A configurable process model provides a consolidated view of a family of business processes. It promotes the reuse of proven practices by providing analysts with a generic modeling artifact from which to derive individual process models. Unfortunately, the scope of existing notations for configurable process modeling is restricted, thus hindering their applicability. Specifically, these notations focus on capturing tasks and control-flow dependencies, neglecting equally important ingredients of business processes such as data and resources. This research fills this gap by proposing a configurable process modeling notation incorporating features for capturing resources, data and physical objects involved in the performance of tasks. The proposal has been implemented in a toolset that assists analysts during the configuration phase and guarantees the correctness of the resulting process models. The approach has been validated by means of a case study from the film industry.     

A methodology and tool environment for process analysis and reengineering

Most private and public organizations have recently turned their attention to the process by which they operate, to improve service and product quality and customer satisfaction. To support business process reengineering, methods and tools for process modeling and analysis are required. The paper presents the ARTEMIS methodology and associated tool environment for business process analysis for reengineering. In the ARTEMIS methodological framework, business processes are modeled as workflows and are analyzed according to an organizational structure perspective and an operational structure perspective. With these two perspectives, the analyst can plan reengineering interventions based on the degree of autonomy/dependency of organization units in terms of coupling, and the inter-process semantic correspondences, in terms of data and operation similarity, respectively. The ARTEMIS methodology and associated tool environment have been conceived and applied in the framework of the PROGRESS research project. In the paper, we report on a reengineering case study of this project involving the Italian Ministry of Justice.     

基于过程优化的供应链过程语义建模方法

根据供应链过程的特点,将MIT过程手册中提出的语法模型同企业流程再造中常用的动态供应链建模方法相结合,以过程优化与流程再造为目标,提出了一种供应链过程语义建模方法。此方法可直接应用于供应链过程优化仿真系统的过程描述。将此建模方法应用到汽车行业供应链过程的描述与优化中,结果表明,此方法能够有效地描述汽车行业供应链过程,同EPC方法相比较,此方法更能充分展示资源与供应链过程的有效配置,从而更易于进行供应链过程优化与流程再造。同时,运用此建模方法构建的供应链过程模型能清晰地描述出供应链中的物流、资金流和信息流,因此能够更有针对性地对供应链上的资源进行有效管理。     

The process map as an instrument to standardize processes: design and application at a financial service provider

The standardization of processes and the identification of shared business services in a service-oriented architecture (SOA) are currently widely discussed. Above all in practice, however, there still is a lack of appropriate instruments to support these tasks. In this paper an approach for a process map is introduced which allows for a systematic presentation—as complete as possible—of the processes in an enterprise (division). After a consistent refinement of the process has taken place by means of aggregation/disaggregation respectively, generalization/specialization relations, it is possible to identify primarily functional similarities of the detailed sub-processes. The application of the process map at a financial service provider (FSP) highlights how these similarities can be taken as a basis to standardize processes and to identify shared services.     

From business to software: a B2B survey

In recent years business-to-business (B2B) e-commerce has been subject to major rethinking. A paradigm shift can be observed from document centric file-based interchange of business information to process-centric and, finally to service-based information exchange. On a business level, a lot of work has been done to capture business models and collaborative business processes of an enterprise; further initiatives address the identification of customer services and the formalization of business service level agreements (SLA). On a lower, i.e., technical level, the focus is on moving towards service-oriented architectures (SOA). These developments promise more flexibility, a market entry at lower costs and an easier IT-alignment to changing market conditions. This explains the overwhelming quantity of specifications and approaches targeting the area of B2B—these approaches are partly competing and overlapping. In this paper we provide a survey of the most promising approaches at both levels and classify them using the Open-edi reference model standardized by ISO. Whereas on the technical level, service-oriented architecture is becoming the predominant approach, on the business level the landscape is more heterogeneous. In this context, we propose—in line with the services science approach—to integrate business modeling with process modeling in order to make the transformation from business services to Web services more transparent.     

Modelling families of business process variants: A decomposition driven method

Business processes usually do not exist as singular entities that can be managed in isolation, but rather as families of business process variants. When modelling such families of variants, analysts are confronted with the choice between modelling each variant separately, or modelling multiple or all variants in a single model. Modelling each variant separately leads to a proliferation of models that share common parts, resulting in redundancies and inconsistencies. Meanwhile, modelling all variants together leads to less but more complex models, thus hindering on comprehensibility. This paper introduces a method for modelling families of process variants that addresses this trade-off. The key tenet of the method is to alternate between steps of decomposition (breaking down processes into sub-processes) and deciding which parts should be modelled together and which ones should be modelled separately. We have applied the method to two case studies: one concerning the consolidation of existing process models, and another dealing with green-field process discovery. In both cases, the method produced fewer models with respect to the baseline and reduced duplicity by up to 50% without significant impact on complexity.     

A view framework for modeling and change validation of artifact-centric inter-organizational business processes

Over the past several years, more efficient approaches have been on increasing demands for designing, modeling, and implementing inter-organizational business processes. In the process collaboration across organizational boundaries, organizations still stay autonomic, which means each organization can freely modify its internal operations to meet its private goals while satisfying the mutual objectives with its partners. Recently, artifact-centric process modeling has been evidenced with higher flexibility in process modeling and execution than traditional activity-centric modeling methods. Although some efforts have been put to exploring how artifact-centric modeling facilitates the collaboration between organizations, the achievement is still far from satisfaction level, particularly in aspects of process modeling and validating. To fill in the gaps, we propose a view framework for modeling and validating the changes of inter-organizational business processes. The framework consists of an artifact-centric process meta-model, public view constructing mechanism, and private view and change validating mechanisms, which are specially designed to facilitate the participating organizations to customize their internal operations while ensuring the correctness of the collaborating processes. We also implement a software tool named Artifact-M to help organizations to automatically construct a minimal and consistent public view from their processes.     

Workflow simulation for operational decision support using event graph through process mining

It is increasingly common to see computer-based simulation being used as a vehicle to model and analyze business processes in relation to process management and improvement. While there are a number of business process management (BPM) and business process simulation (BPS) methodologies, approaches and tools available, it is more desirable to have a systemic BPS approach for operational decision support, from constructing process models based on historical data to simulating processes for typical and common problems. In this paper, we have proposed a generic approach of BPS for operational decision support which includes business processes modeling and workflow simulation with the models generated. Processes are modeled with event graphs through process mining from workflow logs that have integrated comprehensive information about the control-flow, data and resource aspects of a business process. A case study of a credit card application is presented to illustrate the steps involved in constructing an event graph. The evaluation detail is also given in terms of precision, generalization and robustness. Based on the event graph model constructed, we simulate the process under different scenarios and analyze the simulation logs for three generic problems in the case study: 1) suitable resource allocation plan for different case arrival rates; 2) teamwork performance under different case arrival rates; and 3) evaluation and prediction for personal performances. Our experimental results show that the proposed approach is able to model business processes using event graphs and simulate the processes for common operational decision support which collectively play an important role in process management and improvement.     

Business process mining: An industrial application

Contemporary information systems (e.g., WfM, ERP, CRM, SCM, and B2B systems) record business events in so-called event logs. Business process mining takes these logs to discover process, control, data, organizational, and social structures. Although many researchers are developing new and more powerful process mining techniques and software vendors are incorporating these in their software, few of the more advanced process mining techniques have been tested on real-life processes. This paper describes the application of process mining in one of the provincial offices of the Dutch National Public Works Department, responsible for the construction and maintenance of the road and water infrastructure. Using a variety of process mining techniques, we analyzed the processing of invoices sent by the various subcontractors and suppliers from three different perspectives: (1) the process perspective, (2) the organizational perspective, and (3) the case perspective. For this purpose, we used some of the tools developed in the context of the ProM framework. The goal of this paper is to demonstrate the applicability of process mining in general and our algorithms and tools in particular.     

Conformance checking and diagnosis for declarative business process models in data-aware scenarios

A business process (BP) consists of a set of activities which are performed in coordination in an organizational and technical environment and which jointly realize a business goal. In such context, BP management (BPM) can be seen as supporting BPs using methods, techniques, and software in order to design, enact, control, and analyze operational processes involving humans, organizations, applications, and other sources of information. Since the accurate management of BPs is receiving increasing attention, conformance checking, i.e., verifying whether the observed behavior matches a modelled behavior, is becoming more and more critical. Moreover, declarative languages are more frequently used to provide an increased flexibility. However, whereas there exist solid conformance checking techniques for imperative models, little work has been conducted for declarative models. Furthermore, only control-flow perspective is usually considered although other perspectives (e.g., data) are crucial. In addition, most approaches exclusively check the conformance without providing any related diagnostics. To enhance the accurate management of flexible BPs, this work presents a constraint-based approach for conformance checking over declarative BP models (including both control-flow and data perspectives). In addition, two constraint-based proposals for providing related diagnosis are detailed. To demonstrate both the effectiveness and the efficiency of the proposed approaches, the analysis of different performance measures related to a wide diversified set of test models of varying complexity has been performed.     

Strategic reasoning about business models: a conceptual modeling approach

Strategic reasoning about business models is an integral part of service design. In fast moving markets, businesses must be able to recognize and respond strategically to disruptive change. They have to answer questions such as: what are the threats and opportunities in emerging technologies and innovations? How should they target customer groups? Who are their real competitors? How will competitive battles take shape? In this paper we define a strategic modeling framework to help understand and analyze the goals, intentions, roles, and the rationale behind the strategic actions in a business environment. This understanding is necessary in order to improve existing or design new services. The key component of the framework is a strategic business model ontology for representing and analyzing business models and strategies, using the i* agent and goal oriented methodology as a basis. The ontology introduces a strategy layer which reasons about alternative strategies that are realized in the operational layer. The framework is evaluated using a retroactive example of disruptive technology in the telecommunication services sector from the literature.