A conceptual framework for understanding business processes and business process modelling

It is increasingly common to describe organizations as sets of business processes that can be analysed and improved by approaches such as business process modelling. Successful business process modelling relies on an adequate view of the nature of business processes, but there is a surprising divergence of opinion about the nature of these processes. This paper proposes a conceptual framework to organize different views of business processes under four headings. It also aims at providing an integrated discussion of the different streams of thought, their strengths and limitations, within business process modelling. It argues that the multifaceted nature of business processes calls for pluralistic and multidisciplinary modelling approaches.     

Towards a flexible information architecture: integrating business strategies,information systems strategies and business process redesign*

Abstract. . Factors which help to integrate business and information systems strategy are identified, a linchpin being the identification of what might be termed an information strategy. Information is defined and the implications of this definition for Vie provision of a flexible information environment are identified. The use of soft systems methodology in identifying key information needs and flows is summarized and an extension of this approach, which utilizes the concept of developing alternative future scenarios and associated business strategies, is introduced.     

Operational building blocks for business process modelling

The modelling of business processes is a rather complex, difficult and therefore time-consuming process. The efficiency of this process can be significantly enhanced by employing reusable building blocks, rather than to describe business processes from scratch every time a model is being created or modified. The paper describes a reference model which identifies a set of generic building blocks needed for enterprise modelling and identifies their relationships. Further specialisation of these generic building blocks into a profession and/or industry branch oriented set enables business people to model their processes with a minimum requirement on IT know-how. The CIMOSA concepts and language have been selected as the basis for the reference model. Since CIMOSA is one of the basic concepts recognised in the relevant standardisation work, the presented approach also obeys very closely the relevant European and international standards.     

Towards a framework for business process re-engineering in small and medium-sized enterprises

Business process re-engineering (BPR) is the vogue, although somewhat discredited, change management method. It is as an information technology (IT)-based and customer-driven approach to organizational change, undertaken to enable superior performance, such as cost reduction, shorter cycle time, higher product quality and increased customer satisfaction. Although the literature on re-engineering principles and prospects is large, there is little empirical research evaluating the success or failure of BPR initiatives. This is especially so in small- and medium-sized enterprises (SMEs) in which the potential for BPR benefits may differ significantly from that in their larger counterparts. SMEs are the fastest growing segment of most economies and are perceived to be more flexible and adaptable in terms of structure and speed of response than larger organizations. The literature speculates that SMEs have as good a chance of re-engineering successfully as their larger counterparts, although this is untested. Yet, with limited resources, such as IT and BPR expertise, and financial constraints, SMEs may find it difficult to re-engineer. This paper addresses the role of BPR in SMEs and develops a framework to assess its implementation potential. Factors that facilitate and inhibit BPR performance are identified and analysed as the basis for empirical testing. A set of propositions is developed that allows operationalization of the framework. The ultimate goal is to develop a process and tool set to assist SMEs wishing to undertake business process re-engineering.     

Managing context in business process management systems

Businesses need to continuously focus on change and innovation in order to survive in dynamic environments. The ability of an organization to deploy appropriate business processes requires that the fit between business processes and systems that support the management of these processes is continuously maintained and evolved. Acquisition and use of the knowledge about the context in which business processes are defined, modified, and implemented can help maintain this fit. We identify requirements for a business process management system (BPMS) capable of managing contextual knowledge. Based on these requirements, we have enhanced KOPeR, a knowledge-based system for business process improvement, with an explanation facility that can acquire and maintain knowledge about the context behind process definitions and design choices. A case study that illustrates the functionalities of this system which is designed to improve the fit between business processes and BPMS is presented.

Business process management—the third wave: business process modelling language (bpml) and its pi-calculus foundations

This paper introduces the ideas behind BPML, the business process modelling language published by BPMI. BPML provides a process-centric (as opposed to a datacentric) metalanguage and execution model for business systems. It is underpinned by a strong mathematical foundation, the pi-calculus. The current paper is derived from supplementary appendices to a book which describes a ‘third wave’ approach to business process management [Business Process Management: The Third Wave, 2003]. The aim is to model business processes directly in an executable form, so that the mobility and mutability inherent in business behaviour is reflected and supported in the corresponding IT systems, erasing the present IT-business divide.     

基于实例的变型业务流程设计的研究

重组企业业务流程可以提高企业对市场的竞争能力.把变型产品的业务流程看作是抽象的变型产品,提出了以实现业务流程重组为目标的变型业务流程设计框架.在该框架中,以场景和刻面概念分别作为描述实例的手段,消除需求和设计间的"语义断层";提出基于树匹配的实例检索算法,以提高实例检索的查准率和查全率.     

GoBIS: An integrated framework to analyse the goal and business process perspectives in information systems

ContextOrganisational reengineering, continuous process improvement, alignment among complementary analysis perspectives, and information traceability are some current motivations to promote investment and scientific effort for integrating goal and business process perspectives. Providing support to integrate information systems analysis becomes a challenge in this complex setting.ObjectiveThe GoBIS framework integrates two goal and business process modelling approaches: i^⁎ (a goal-oriented modelling method) and Communication Analysis (a communication-oriented business process modelling method).MethodIn this paper, we describe the methodological integration of both methods with the aim of fulfilling several criteria: i) to rely on appropriate theories; ii) to provide abstract and concrete syntaxes; iii) to provide scenarios of application; iv) to develop tool support; v) to provide demonstrable benefits to potential adopters.ResultsWe provide guidelines for using the two modelling methods in a top-down analysis scenario. The guidelines are validated by means of a comparative experiment and a focus-group session with students.ConclusionsFrom a practitioner viewpoint (modeller and/or analyst), the guidelines facilitate the traceability between goal and business process models, the experimental results highlight the benefits of GoBIS in performance and usability perceptions, and demonstrate an improvement on the completeness of the latter having an impact on efficiency. From a researcher perspective, the validation has produced useful feedback for future research.     

Business programmes and information systems methodologies

Abstract. An Information Systems Methodology is usually presented as a sequential set of tasks — planning, analysis, design and construction — resulting in a new business application. This classical 'forward-engineering' approach must be adapted to changing business needs — business process redesign, quality management, process and systems templates, advanced technologies, application packages, the reuse of existing information systems resources, and rapid delivery cycles. Using the most general concept of a Business Programme, this paper describes a methodological approach incorporating these modern themes that is qualitatively and quantitatively different from the classical model. It provides a framework for the integration of otherwise independent methodologies, and shows how an entire programme can be formulated, planned and executed. An example is provided, and the approach is justified.     

基于G2G信息共享需求识别的G2B业务流程设计研究*

为了给公众和企业提供更好的服务,给政府决策者提供更准确及时的支持,政府部门间G2G信息共享势在必行。然而,由于政府业务繁多且程序复杂,许多政府部门对政府信息分布及共享需求并不清晰,给电子政务流程设计造成了一定的难度。为此,试图从跨组织信息资源管理的角度出发,首先对G2B传统业务流程中业务依托信息和产生信息进行分析,以确定各职能部门的信息需求状况;其次,通过分析不同部门间的业务信息关系,分别建立依托信息与依托信息、依托信息与产生信息以及产生信息与产生信息三种信息交集关系,从而识别部门间信息共享需求并分析可能     

Management of information systems: Insights from accounting research

This paper advances our knowledge of information systems (IS) management by applying ideas and insights from accounting. An integrative cost–benefit framework is developed and applied to four areas of research: chargeback, outsourcing, decision support, and business process re-engineering and improvement. We show that the accounting literature contributes significantly to scholarship on the management of IS.     

When success turns into failure: a package-driven business process re-engineering project in the financial services industry

This article discusses a Business Process Re-engineering project that involved the implementation of an enterprise resource planning software package. Although the project was deemed to be a success when the system was first delivered, this initial success soon turned to failure. While the short-term financial results were spectacular, the long-term implications of the changes were more worrying. This paper raises many questions about the meaning of “success.” In particular, it shows how a “successful implementation” can, within a relatively short space of time, turn into failure.     

Analysis and improvement of business process models using spreadsheets

Software in general is thoroughly analyzed before it is released to its users. Business processes often are not – at least not as thoroughly as it could be – before they are released to their users, e.g., employees or software agents. This paper ascribes this practice to the lack of suitable instruments for business process analysts, who design the processes, and aims to provide them with the necessary instruments to allow them to also analyze their processes. We use the spreadsheet paradigm to represent business process analysis tasks, such as writing metrics and assertions, running performance analysis and verification tasks, and reporting on the outcomes, and implement a spreadsheet-based tool for business process analysis. The results of two independent user studies demonstrate the viability of the approach.     

Establishing a systems integration process intrastructure

With the steady fall of prices and margins of computer hardware, back in the 1980s, many hardware manufacturers have tried to diversify their range of offerings. Bull Information Systems has chosen to change its major business direction to become a systems integrator and solution supplier. It has been a real challenge and a big success for Bull to succeed in changing its business direction from being a hardware/software mannfacturer to becoming a leading systems integration (SI) company. For a business to be successful in making such a change it needs to work more efficiently and to react faster, while preserving its stability. Although there are many ways for achieving such change, the experience highlighted in this paper describes how a process focus played a critical part in realizing such change. Creating a systems integration business process and a process-focused organization have been critical factors in achieving the change of business direction. A process focus has an impact on the organizational structure; management practices; employees' skills and training; and on measurements of business performance. This paper describes the experiences at Bull Information systems in creating a systems integration business process-focused organization and it outlines the mechanms which are in place to ensure ownership and improvement of the process. It summarizes the main lessons earnt as a result of creating systems integration business processes.     

Traceability in requirements through process modelling, applied to social care applications

This paper relates experiences of using a business-process approach to the determination of requirements for social care systems. A method has been developed and used successfully with a number of major research projects, most specifically PLANEC. A protocol and framework are presented that utilise the Unified Modelling Language and adopts best practice from IT and social science methods. It utilises a loose-coupled hierarchical grouping of processes as a strategic view, and more tightly coupled models such as workflows. The method, as it has evolved, has produced a clear linkage between stakeholder goals and expectations, and IT functionality expressed as UML use cases.     

A method for the computational modelling of dialectical argument with dialogue games

In this paper we describe a method for the specification of computationalmodels of argument using dialogue games. The method, which consists ofsupplying a set of semantic definitions for the performatives making upthe game, together with a state transition diagram, is described in full.Its use is illustrated by some examples of varying complexity, includingtwo complete specifications of particular dialogue games, Mackenzie's DC,and the authors' own TDG. The latter is also illustrated by a fully workedexample illustrating all the features of the game.     

How information-sharing values influence the use of information systems: An investigation in the business intelligence systems context

Although the constituents of information systems (IS) success and their relationships have been well documented in the business value of information technology (IT) and strategic IS literature, our understanding of how information-sharing values affect the relationships among IS success dimensions is limited. In response, we conduct a quantitative study of 146 medium and large firms that have implemented a business intelligence system in their operations. Our results highlight that in the business intelligence systems context information-sharing values are not directly linked to IT-enabled information use, yet they act as significant moderators of information systems success dimensions relationships.     

三峡生态与环境信息系统业务流程建模研究

三峡工程生态与环境信息系统具有多学科、多层次、综合性特点,业务流程建模是建设这种大型复杂系统的有效手段。在分析三峡监测系统管理现状及业务构成的基础上,将三峡信息系统中业务划分为两大类,并采用两种不同的方法实现了系统的业务流程建模。对于管理型业务流程应用RATIONAL ROSE的UML的活动框图建模。针对系统中复杂生态环境业务流程,通过综合常用建模方法的优势,改进了通用业务流程描述元素,形成了一种新的业务流程建模方法,该方法运用面向对象的设计思想,采用逐层细化的策略,从数据、过程、功能与信息表达等方面对业务模型进行定义和描述,对专业人员来讲操作方便、简单。文中还给出了两种方法的建模过程、实例,以及系统相应的实现界面。实验证明,该方法在三峡工程生态与环境信息系统的业务流程分析中都得到了较好的应用效果。     

Formal specification and state space analysis of an operational planning process

Formal models of business processes support performance and behavioural analysis of the processes for continuous improvement. Formal models are also useful in guiding the development of software tools to support the processes. This paper presents a formal model of the operational planning process used in an operational headquarters of the Australian Defence Force. The formal process model was developed using coloured petri nets (CPN or CP-nets). The constructed CPN model has allowed the planning process to be validated and analysed using simulation and state spaces. State space analysis was conducted using full state spaces and the sweep-line state space reduction method. The work of Lin Zhang was done while he was with the Command and Control Division of the Australian Defence Science and Technology Organisation.