A Value Business Process Management Network Model (original) (raw)
Related papers
Process modeling: A systems engineering tool for analyzing complex systems
Systems Engineering, 2004
This paper presents a method for performing architectural analyses of complex systems-ofsystems using process modeling. A process is a series of actions undertaken by a system-ofsystems to produce one or more end results, typically products and services. The method applies to systems-of systems whose effectiveness and performance depend strongly on process timelines, such as distributed information systems, logistics systems, and manufacturing and distribution systems. A fundamental tool in this method is the development of a unified modeling language (UML) related view of the system-of-system processes of interest and the subsequent conversion of the UML related view into an end-to-end system-of-systems executable object-oriented simulation model. This method is illustrated by applying
Essentially, all models are wrong, but some are useful. George E.P. Box (1919–) Business process models are important at various stages of the BPM lifecycle. Before starting to model a process, it is crucial to understand why we are modeling it. The models we produce will look quite differently depending on the reason for modeling them in the first place. There are many reasons for modeling a process. The first one is simply to understand the process and to share our understanding of the process with the people who are involved with the process on a daily basis. Indeed, process participants typically perform quite specialized activities in a process such that they are hardly confronted with the complexity of the whole process. Therefore, process modeling helps to better understand the process and to identify and prevent issues. This step towards a thorough understanding is the prerequisite to conduct process analysis, redesign or automation. In this chapter we will become familiar with the basic ingredients of process modeling using the BPMN language. With these concepts, we will be able to produce business process models that capture simple temporal and logical relations between activities, data objects and resources. First, we will describe some essential concepts of process models, namely how process models relate to process instances. Then, we will explain the four main structural blocks of branching and merging in process models. These define exclusive decisions, parallel execution, inclusive decisions and repetition. Finally, we will cover information artifacts and resources involved in a process.
A declarative foundation of process models
2005
In this paper, a declarative foundation for process models is proposed. Three issues in process management and modeling are identified: business orientation, traceability, and flexibility. It is shown how these issues can be addressed by basing process models on business models, where a business model focuses on the transfer of value between agents.
Building a Process Driven Organization with the Process Normalization Technique
Complex Systems Informatics and Modeling Quarterly, 2018
Despite the importance, the methodological standards for business process modeling are still very much insufficient. One of the most important aspects which must be covered with the process models is essential unity of object oriented and process oriented views of a business system. To achieve such unity, this article introduces a process normalization technique as part of the Methodology for Modeling and Analysis of Business Processes (MMABP). This technique is freely inspired by the famous 'ancient' Normalization of Data Structures technique which we regard as relevant and correct because of the essential unity of objects and processes in the business system. At the same time it can be seen that harmonizing the structure of processes with the (conceptual) structure of the Real World directly fulfills the objective. The goal of this article is to illustrate the steps of process normalization with examples. Important connected problems of structural algorithmic thinking, as well as other ways of manifesting the previously mentioned essential object-processes unity in the business system, are also discussed in the article.
2012
In the last few years, the modeling of business processes has achieved considerable popularity in organizations and academic research. However, business process modeling is often studied from either a technical or a social perspective, and as a result of this a priori fragmentation, tends to overlook the sociotechnical complexity involved in modeling projects. To overcome this problem, this paper adopts an analytical approach based on the Actor-Network Theory, and performs a case study on a process-based quality management project in a large aircraft maintenance company. The results of the case analysis show that the form and meaning of both the process models and organizational routines are negotiated by setting up sociotechnical networks in modeling projects, thus making it clear that process models and 'non-technical' issues co-constitute each other. In this way, the paper provides an analytical tool that can help unravel the sociotechnical complexity involved in process modeling.
In the last few years, the modeling of business processes has achieved considerable popularity in organizations and academic research. However, business process modeling is often studied from either a technical or a social perspective, and as a result of this a priori fragmentation, tends to overlook the sociotechnical complexity involved in modeling projects. To overcome this problem, this paper adopts an analytical approach based on the Actor-Network Theory, and performs a case study on a process-based quality management project in a large aircraft maintenance company. The results of the case analysis show that the form and meaning of both the process models and organizational routines are negotiated by setting up sociotechnical networks in modeling projects, thus making it clear that process models and 'non-technical' issues co-constitute each other. In this way, the paper provides an analytical tool that can help unravel the sociotechnical complexity involved in process modeling.
From business process management to business process ecosystem
Journal of Information Technology, 2006
New technologies, notably service oriented architectures and Web services, are enabling a third wave of business process management (BPM). Supporters claim that BPM is informed by complexity theory and that business processes can evolve and adapt to changing business circumstances. It is suggested by BPM adherents that the business/IT divide will be obliterated through a process-centric approach to systems development. The evolution of BPM and its associated technologies are explored and then coevolutionary theory is used to understand the business/IT relationship. Specifically, Kauffman's NKC model is applied to a business process ecosystem to bring out the implications of coevolution for the theory and practice of BPM and for the relationship between business and IT. The paper argues that a wider view of the business process ecosystem is needed to take account of the social perspective as well as the human/non-human dimension.
An important part of the BIM methodology is the consideration of processes that create, modify, use or pass on digital building information. The planning and coordination of such BIM processes is one of the many important tasks of a BIM manager. It defines which tasks are to be executed by which persons in what order. In particular, the individual interfaces must be clearly specified.