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Journal articles on the topic 'Business Process Models'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 June 2024

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1

Jiang, JianMin, Shi Zhang, Ping Gong, and Zhong Hong. "Configuring business process models." ACM SIGSOFT Software Engineering Notes 38, no. 4 (July 12, 2013): 1–10. http://dx.doi.org/10.1145/2492248.2492267.

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2

Looy, Amy, Geert Poels, and Monique Snoeck. "Evaluating Business Process Maturity Models." Journal of the Association for Information Systems 18, no. 6 (June 2017): 461–86. http://dx.doi.org/10.17705/1jais.00460.

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3

Redding, Guy, Marlon Dumas, Arthur H. M. ter Hofstede, and Adrian Iordachescu. "Generating Business Process Models from Object Behavior Models." Information Systems Management 25, no. 4 (October 9, 2008): 319–31. http://dx.doi.org/10.1080/10580530802384324.

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4

Eshuis, Rik, and Pieter Van Gorp. "Synthesizing data-centric models from business process models." Computing 98, no. 4 (February 14, 2015): 345–73. http://dx.doi.org/10.1007/s00607-015-0442-0.

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5

Pascalau, Emilian, Ahmed Awad, Sherif Sakr, and Mathias Weske. "Partial process models to manage business process variants." International Journal of Business Process Integration and Management 5, no. 3 (2011): 240. http://dx.doi.org/10.1504/ijbpim.2011.042528.

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6

Saeedi Nikoo, Mahdi, Önder Babur, and Mark van den Brand. "Clone detection for business process models." PeerJ Computer Science 8 (August 23, 2022): e1046. http://dx.doi.org/10.7717/peerj-cs.1046.

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Models are key in software engineering, especially with the rise of model-driven software engineering. One such use of modeling is in business process modeling, where models are used to represent processes in enterprises. As the number of these process models grow in repositories, it leads to an increasing management and maintenance cost. Clone detection is a means that may provide various benefits such as repository management, data prepossessing, filtering, refactoring, and process family detection. In model clone detection, highly similar model fragments are mined from larger model repositories. In this study, we have extended SAMOS (Statistical Analysis of Models) framework for clone detection of business process models. The framework has been developed to support different types of analytics on models, including clone detection. We present the underlying techniques utilized in the framework, as well as our approach in extending the framework. We perform three experimental evaluations to demonstrate the effectiveness of our approach. We first compare our tool against the Apromore toolset for a pairwise model similarity using a synthetic model mutation dataset. As indicated by the results, SAMOS seems to outperform Apromore in the coverage of the metrics in pairwise similarity of models. Later, we do a comparative analysis of the tools on model clone detection using a dataset derived from the SAP Reference Model Collection. In this case, the results show a better precision for Apromore, while a higher recall measure for SAMOS. Finally, we show the additional capabilities of our approach for different model scoping styles through another set of experimental evaluations.

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Rychkova, Irina, Gil Regev, and Alain Wegmann. "Extending Business Process Models with Appreciation." Complex Systems Informatics and Modeling Quarterly, no. 18 (April 30, 2019): 23–46. http://dx.doi.org/10.7250/csimq.2019-18.02.

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8

Röglinger, Maximilian, Jens Pöppelbuß, and Jörg Becker. "Maturity models in business process management." Business Process Management Journal 18, no. 2 (April 13, 2012): 328–46. http://dx.doi.org/10.1108/14637151211225225.

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9

Castela, Nuno, Paulo Dias, Marielba Zacarias, and José M. Tribolet. "Collaborative maintenance of business process models." International Journal of Organisational Design and Engineering 2, no. 1 (2012): 61. http://dx.doi.org/10.1504/ijode.2012.045903.

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Yu, E. S. K., J. Mylopoulos, and Y. Lesperance. "Al models for business process reengineering." IEEE Expert 11, no. 4 (August 1996): 16–23. http://dx.doi.org/10.1109/64.511773.

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11

Reijers, H. A., Thomas Freytag, Jan Mendling, and Andreas Eckleder. "Syntax highlighting in business process models." Decision Support Systems 51, no. 3 (June 2011): 339–49. http://dx.doi.org/10.1016/j.dss.2010.12.013.

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12

La Rosa, Marcello, Marlon Dumas, Arthur H. M. ter Hofstede, and Jan Mendling. "Configurable multi-perspective business process models." Information Systems 36, no. 2 (April 2011): 313–40. http://dx.doi.org/10.1016/j.is.2010.07.001.

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13

Faure, J. M., A. Bassand, F. Couffin, and S. Lampériére. "Business process engineering with partial models." Computers in Industry 27, no. 2 (October 1995): 111–22. http://dx.doi.org/10.1016/0166-3615(95)00021-2.

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14

Cope, E. W., J. M. Kuster, D. Etzweiler, L. A. Deleris, and B. Ray. "Incorporating risk into business process models." IBM Journal of Research and Development 54, no. 3 (May 2010): 4:1–4:13. http://dx.doi.org/10.1147/jrd.2010.2045777.

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15

Vulcu, Gabriela, Sami Bhiri, Wassim Derguech, and María José Ibáñez. "Semantically-enabled business process models discovery." International Journal of Business Process Integration and Management 5, no. 3 (2011): 257. http://dx.doi.org/10.1504/ijbpim.2011.042529.

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16

Mohapatra, Sanjay, Anupam Choudhury, and K. Ganesh. "Framework for supporting 'business process reengineering'-based business models." International Journal of Business Innovation and Research 13, no. 4 (2017): 451. http://dx.doi.org/10.1504/ijbir.2017.085102.

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Mohapatra, Sanjay, Anupam Choudhury, and K. Ganesh. "Framework for supporting 'business process reengineering'-based business models." International Journal of Business Innovation and Research 13, no. 4 (2017): 451. http://dx.doi.org/10.1504/ijbir.2017.10005575.

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18

Polpinij, Jantima, Aditya Ghose, and Hoa Khanh Dam. "Mining business rules from business process model repositories." Business Process Management Journal 21, no. 4 (July 6, 2015): 820–36. http://dx.doi.org/10.1108/bpmj-01-2014-0004.

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Purpose – Business process has become the core assets of many organizations and it becomes increasing common for most medium to large organizations to have collections of hundreds or even thousands of business process models. The purpose of this paper is to explore an alternative dimension to process mining in which the objective is to extract process constraints (or business rules) as opposed to business process models. It also focusses on an alternative data set – process models as opposed to process instances (i.e. event logs). Design/methodology/approach – The authors present a new method of knowledge discovery to find business activity sequential patterns embedded in process model repositories. The extracted sequential patterns are considered as business rules. Findings – The authors find significant knowledge hidden in business processes model repositories. The hidden knowledge is considered as business rules. The business rules extracted from process models are significant and valid sequential correlations among business activities belonging to a particular organization. Such business rules represent business constraints that have been encoded in business process models. Experimental results have indicated the effectiveness and accuracy of the approach in extracting business rules from repositories of business process models. Social implications – This research will assist organizations to extract business rules from their existing business process models. The discovered business rules are very important for any organization, where rules can be used to help organizations better achieve goals, remove obstacles to market growth, reduce costly mistakes, improve communication, comply with legal requirements, and increase customer loyalty. Originality/value – There has very been little work in mining business process models as opposed to an increasing number of very large collections of business process models. This work has filled this gap with the focus on extracting business rules.

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19

Ouyang, Chun, Marlon Dumas, Wil M. P. Van Der Aalst, Arthur H. M. Ter Hofstede, and Jan Mendling. "From business process models to process-oriented software systems." ACM Transactions on Software Engineering and Methodology 19, no. 1 (August 2009): 1–37. http://dx.doi.org/10.1145/1555392.1555395.

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20

Lee, Sunjae, Tae-Young Kim, Dongwoo Kang, Kwangsoo Kim, and Jae Yeol Lee. "Composition of executable business process models by combining business rules and process flows." Expert Systems with Applications 33, no. 1 (July 2007): 221–29. http://dx.doi.org/10.1016/j.eswa.2006.04.024.

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21

Speck, Andreas, Sven Feja, Sören Witt, Elke Pulvermuller, and Marcel Schulz. "Formalizing business process specifications." Computer Science and Information Systems 8, no. 2 (2011): 427–46. http://dx.doi.org/10.2298/csis110111015s.

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The behavior of commercial systems is described with business process models. There are different notations and formalism to express business processes. Many of these notations such as BPMN or ARIS EPC models are widely used in commercial projects. In the paper we focus on formalisms to express rules and specifications for the business processes. Temporal logic in general is a suitable formalism to express rules for dynamic processes. CTL is one kind of temporal logic focusing on branches and paths in particular. With CTL it is possible to formulate rules about different paths in business processes. Since the textual formulae of CTL are not very suitable in the development of commercial systems we introduce a graphical notation (G-CTL) based on the business process notation ARIS EPC. Moreover, we add to the CTL semantics specializes to differentiate between the element types in business process models and provide wildcards which allow the user to check for unknown elements or elements with only partially known properties.

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22

Bruno, Giorgio. "Business process models and entity life cycles." International Journal of Information Systems and Project Management 7, no. 3 (October 27, 2021): 65–77. http://dx.doi.org/10.12821/ijispm070304.

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Tasks and business entities are the major constituents of business processes but they are not always considered equally important. The activity-centric approach and the artifact-oriented one have radically different visions. The former focuses on the control flow, i.e., on the representation of the precedence constraints between tasks, and considers the dataflow an add-on. The latter emphasizes the states of the business entities and defines the transitions between states in a declarative way that makes it difficult to figure out what the control flow is. This paper presents the ELBA notation whose purpose is to integrate those different visions by leveraging the dataflow. The dataflow defines the input and output entities of the tasks in process models. Entities flowing through tasks change their states and then a process model results from the combination of the life cycles of the entities managed by the process. Process models are complemented by information models that show the attributes and relationships of the entity types handled by the processes. Life cycles are intertwined in process models but they can be separated by means of an extraction technique that is illustrated in this paper with the help of two examples.

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23

Sokolov, K. V., D. A. Timofeev, and A. V. Samochadin. "Extraction of Business Process Models from Texts." St. Petersburg State Polytechnical University Journal. Computer Science. Telecommunications and Control Systems. 229, no. 5 (December 2015): 69–78. http://dx.doi.org/10.5862/jcstcs.229.7.

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24

Barber, K. D., F. Dewhurst, and M. C. Pritchard. "Cost Allocation for Business Process Simulation Models." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 220, no. 5 (May 2006): 695–705. http://dx.doi.org/10.1243/09544054jem379.

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25

Jin, Tao, Jianmin Wang, Yun Yang, Lijie Wen, and Keqin Li. "Refactor Business Process Models with Maximized Parallelism." IEEE Transactions on Services Computing 9, no. 3 (May 1, 2016): 456–68. http://dx.doi.org/10.1109/tsc.2014.2383391.

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26

Islam, Syrus. "Business models and the managerial sensemaking process." Accounting & Finance 59, no. 3 (February 14, 2019): 1869–90. http://dx.doi.org/10.1111/acfi.12459.

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27

Bicevskis, Janis, and Zane Bicevska. "Business Process Models and Information System Usability." Procedia Computer Science 77 (2015): 72–79. http://dx.doi.org/10.1016/j.procs.2015.12.361.

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28

Winter, Andreas, and Carlo Simon. "Using GXL for exchanging business process models." Information Systems and e-Business Management 4, no. 3 (November 1, 2005): 285–307. http://dx.doi.org/10.1007/s10257-005-0027-0.

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29

Derguech, Wassim, Sami Bhiri, and Edward Curry. "Designing business capability-aware configurable process models." Information Systems 72 (December 2017): 77–94. http://dx.doi.org/10.1016/j.is.2017.10.001.

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30

Kang, Guosheng. "Correctness of artefact-centric business process models." International Journal of Business Process Integration and Management 8, no. 3 (2017): 172. http://dx.doi.org/10.1504/ijbpim.2017.085397.

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31

Kang, Guosheng. "Correctness of artefact-centric business process models." International Journal of Business Process Integration and Management 8, no. 3 (2017): 172. http://dx.doi.org/10.1504/ijbpim.2017.10006320.

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32

Figl, Kathrin. "Comprehension of Procedural Visual Business Process Models." Business & Information Systems Engineering 59, no. 1 (January 2, 2017): 41–67. http://dx.doi.org/10.1007/s12599-016-0460-2.

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33

Kopp, Andrii, Dmytro Orlovskyi, and Ilyass El Arbaouti. "A SOFTWARE SOLUTION FOR QUALITY ASSESSMENT OF BUSINESS PROCESS MODELS." Computer systems and information technologies, no. 3 (September 28, 2022): 91–100. http://dx.doi.org/10.31891/csit-2022-3-12.

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One of the primary tools of the BPM (Business Process Management) paradigm is business process modeling. Business scenarios can be presented in the form of graphical models that can be easily understood by both Information Technology (IT) professionals and non-IT professionals – business analysts, software customers, department heads, top managers, and other stakeholders interested in business process improvement – using business process modeling. Small and large businesses can capture their operations in the form of graphic diagrams using business process modeling as the fundamental tool of the BPM approach, which can then be brainstormed by business analysts to uncover ways to optimize organizational workflows. Typically, business process improvement is accomplished by the automation of operations that have been recognized as “bottlenecks” following analysis. However, analyzing a business process model is only viable if it is clear and correct in terms of compliance with both the notation used and the actual business process it reflects. Therefore, this work examines the structural measures of the BPMN (Business Process Model and Notation) business process model. It is assumed that business process models that violate business process modeling rules are neither understandable nor suitable for further work with them, which can also lead to various errors occurring during the stage of business process analysis, as well as the stage of its improvement and implementation of proposed changes, i.e., during development, testing, and maintenance of distinct software components, information system modules, and so on. The object of this work is a process of quality assessment of business process models created using the BPMN notation. The subject of this work is a software solution for the quality assessment of business process models. The goal of this work is the evaluation of a probability of errors in business process models to improve their quality.

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34

Spree, Florian. "Business Process Models in the Context of Predictive Process Monitoring." Revista de Informática Teórica e Aplicada 28, no. 1 (January 19, 2021): 39–46. http://dx.doi.org/10.22456/2175-2745.106828.

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Predictive process monitoring is a subject of growing interest in academic research. As a result, an increased number of papers on this topic have been published. Due to the high complexity in this research area a wide range of different experimental setups and methods have been applied which makes it very difficult to reliably compare research results. This paper's objective is to investigate how business process models and their characteristics are used during experimental setups and how they can contribute to academic research. First, a literature review is conducted to analyze and discuss the awareness of business process models in experimental setups. Secondly, the paper discusses identified research problems and proposes the concept of a web-based business process model metric suite and the idea of ranked metrics. Through a metric suite researchers and practitioners can automatically evaluate business process model characteristics in their future work. Further, a contextualization of metrics by introducing a ranking of characteristics can potentially indicate how the outcome of experimental setups will be. Hence, the paper's work demonstrates the importance of business process models and their characteristics in the context of predictive process monitoring and proposes the concept of a tool approach and ranking to reliably evaluate business process models characteristics.

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35

Pourmasoumi, Asef, and Ebrahim Bagheri. "Business process mining." Encyclopedia with Semantic Computing and Robotic Intelligence 01, no. 01 (March 2017): 1630004. http://dx.doi.org/10.1142/s2425038416300044.

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One of the most valuable assets of an organization is its organizational data. The analysis and mining of this potential hidden treasure can lead to much added-value for the organization. Process mining is an emerging area that can be useful in helping organizations understand the status quo, check for compliance and plan for improving their processes. The aim of process mining is to extract knowledge from event logs of today’s organizational information systems. Process mining includes three main types: discovering process models from event logs, conformance checking and organizational mining. In this paper, we briefly introduce process mining and review some of its most important techniques. Also, we investigate some of the applications of process mining in industry and present some of the most important challenges that are faced in this area.

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36

Kavvadia, Helen. "Using Business Models beyond Business." World Journal of Business and Management 7, no. 1 (March 24, 2021): 27. http://dx.doi.org/10.5296/wjbm.v7i1.18137.

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Business models describe the way organizations create and deliver value necessary for their existence. In the mid-1990s, they arose as a buzzword relating to the development of “dot-com” firms and their hunt for capital. The theory and application of business models have focused on business.Consequently, the definitions and archetypes of business models proposed in the extant literature have addressed profit-making organizations. This paper argues that business models are equally useful in the establishment, evolution, and analysis of non-profit organizations. Moreover, there is a real need for these models, as non-profit organizations are part of the national and international economic governance. Thus, the paper reframes business models through a non-entrepreneurial lens and proposes a new archetype with generalized applicability to all organizations, whether for-profit, non-profit, public, or private. A “hybrid” archetype is developed, synthesizing existing business model archetypes while extending their reach to better embrace the overarching core logic of organizations, reflecting the political mandate of not-for-profit entities and the business remit of firms. The validity of the proffered archetype is tested on two international not-for-profit organizations and serves well as a conceptual map of their decision-making and policy-making activity. Furthermore, the testing process demonstrates that business models, when devised externally and retrospectively, can be equally well used in hindsight as organizational analysis tools, possibly conjointly with other methods.

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37

El‐Najdawi, M. "Contingent Process Models." Management Research News 10, no. 4 (April 1987): 6–10. http://dx.doi.org/10.1108/eb027918.

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38

Batocchio, Antonio, Antonio Ghezzi, and Andrea Rangone. "A method for evaluating business models implementation process." Business Process Management Journal 22, no. 4 (July 4, 2016): 712–35. http://dx.doi.org/10.1108/bpmj-08-2015-0117.

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Purpose – The purpose of this paper is to identify and discuss the reasons why business models fail, while also identifying the features necessary to develop a method that enables the evaluation of the implementation process of the business model, and is able to help in its development. Design/methodology/approach – The proposed method (roadmap for implementation of business models – RIBM) is composed of nine steps, and seven initials conditions (limitations). Such conditions reduce its complexity (e.g. performance management system is defined in the company). Findings – Some reasons why business models fail (alignment between value proposition and customer segment (value proposition); business model financial viability (costs and revenue); environmental constraints not fully integrated with the design of the business model (environment); business model execution (management), etc.) and made some considerations about the implementation of business models. Research limitations/implications – This work was developed in a small business (with a small team and the external member). The business complexity level and number of processes involved are much smaller when compared with a mid-size or large company. Another factor that contributed to mitigating the problem is that the enterprise had a well-structured report once the owners had made annual analysis and discussed how to improve and expand the business. Practical implications – In this application, RIBM showed a potential tool to minimize flaws in implementation processes of business models. Originality/value – The business model concept is relatively new in the literature. And because of its strategic importance has been the target of all major schools in the area. This work, in particular, deals with the question-related failures that occur in the process of implementing business models.

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39

López-Nicolás, Carolina, Jesús Ruiz-Nicolás, and Enrique Mateo-Ortuño. "Towards Sustainable Innovative Business Models." Sustainability 13, no. 11 (May 21, 2021): 5804. http://dx.doi.org/10.3390/su13115804.

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This paper addresses two research questions: (1) How do firms innovate their business models to deal with the economic, environmental and social aspects of sustainability, and their interconnections? (2) How do managers design the process toward more sustainable innovative business models? Starting from the triple-layered canvas as a theoretical framework, a pattern matching technique is used to compare that theoretical pattern to the empirical pattern observed. The study is based on qualitative methods and data from a Spanish company in the wine sector. The findings indicate that the triple-layered canvas is applicable and useful for micro firms, although the process to design sustainable innovative business models might be even more important. A new theoretical model is inferred and proposed to incorporate the perspective of the process of the business model innovations for sustainability, and to add several relevant aspects to make the process more successful. Besides this, non-family firms introducing sustainable business model innovations in their economic, ecological, and social aspects move closer to family firms’ distinctive behavior. Finally, the implications and future lines of research are summarized.

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40

Vasiliev, A. A., and A. V. Goryachev. "Applying Process Mining to Process Management." LETI Transactions on Electrical Engineering & Computer Science 16, no. 3 (2023): 52–59. http://dx.doi.org/10.32603/2071-8985-2023-16-3-52-59.

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Deals with the intellectual analysis of processes (Process Mining), which has recently gained popularity in various organizations. It is based on the construction of business process models in a specific area (for example, in the field of project management) based on event logs, providing a more accurate understanding of the actions occurring in business processes for the purpose of their subsequent analysis and improvement. The article defines process mining, event logs, lists the main tasks, algorithms and view models. The authors propose a methodology that can be used in the application of process analysis in the field of project management. The authors also highlight the main business processes in project management, for which it is advisable to build models and analyze them.

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41

SÁNCHEZ-GONZÁLEZ, LAURA, FÉLIX GARCÍA, FRANCISCO RUIZ, and MARIO PIATTINI. "TOWARD A QUALITY FRAMEWORK FOR BUSINESS PROCESS MODELS." International Journal of Cooperative Information Systems 22, no. 01 (March 2013): 1350003. http://dx.doi.org/10.1142/s0218843013500032.

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Business process modeling is recognized as a key part of the business process lifecycle. It is during this stage that a conceptual model is produced by collecting business process requirements and representing them with a specific business process notation. While there has been much research into process modeling techniques, little has taken place with regard to the characteristics that should be considered for an effective assessment of the models' quality. This paper presents a synthesis of quality characteristics for business process models, based on a systematic review of the relevant literature. It then goes on to describe a reference model for the quality assessment of business process models, and to relate the aforementioned quality characteristics to existing relevant process model measures. These relations may help organizations to guide the improvement of their business process models according to their chosen quality characteristics.

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42

Castela, Nuno, Paulo Dias, Marielba Zacarias, and José Tribolet. "Collaborative method to maintain business process models updated." Computer Science and Information Systems 11, no. 2 (2014): 461–80. http://dx.doi.org/10.2298/csis130117031c.

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Business process models are often forgotten after their creation and its representation is not usually updated. This appears to be negative as processes evolve over time. This paper discusses the issue of business process models maintenance through the definition of a collaborative method that creates interaction contexts enabling business actors to discuss about business processes, sharing business knowledge. The collaboration method extends the discussion about existing process representations to all stakeholders promoting their update. This collaborative method contributes to improve business process models, allowing updates based in change proposals and discussions, using a groupware tool that was developed. Four case studies were developed in real organizational environment. We came to the conclusion that the defined method and the developed tool can help organizations to maintain a business process model updated based on the inputs and consequent discussions taken by the organizational actors who participate in the processes.

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43

Wang, Lili, Xianwen Fang, and Chifeng Shao. "Discovery of Business Process Models from Incomplete Logs." Electronics 11, no. 19 (October 3, 2022): 3179. http://dx.doi.org/10.3390/electronics11193179.

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The completeness of event logs and long-distance dependencies are two major challenges for process mining. Until now, most process mining methods have not been able to discover long-distance dependency and assume that the directly-follows relationship in the log is complete. However, due to the existence of high concurrency and the cycle, it is difficult to guarantee that the real-life log is complete regarding the directly-follows relationship. Therefore, process mining needs to be able to deal with incompleteness. In this paper, we propose a method for discovering process models including sequential, exclusive, concurrent, and cyclic structures from incomplete event logs. The method analyzes the co-occurrence class of the log and the model and then uses the technology of combining the behavior profile and co-occurrence class to obtain the communication behavior profile of the co-occurrence class. Furthermore, a method of constructing a substructure from the event log using the co-occurrence class is presented. Finally, the whole process model is built by combining those substructures. The experimental results show that the proposed method can discover process models with complex structures involving cycles from incomplete event logs and also can deal with long-distance dependency in the event log. Meanwhile, the discovered process model has a good degree of consistency with the original model.

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44

Adams, Michael, Andreas V. Hense, and Arthur H. M. ter Hofstede. "Extensible ontology-based views for business process models." Knowledge and Information Systems 63, no. 10 (September 23, 2021): 2763–89. http://dx.doi.org/10.1007/s10115-021-01604-1.

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45

Hassen, Mariam Ben, Mohamed Turki, and Faïez Gargouri. "Extending BPMN Models with Sensitive Business Process Aspects." Procedia Computer Science 207 (2022): 2968–79. http://dx.doi.org/10.1016/j.procs.2022.09.355.

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46

Moon, Mi-Kyeong, and Keun-Hyuk Yeom. "Variability Analysis Approach for Business Process Family Models." KIPS Transactions:PartD 15D, no. 5 (October 31, 2008): 621–28. http://dx.doi.org/10.3745/kipstd.2008.15-d.5.621.

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47

Felch, Vanessa, and Björn Asdecker. "ADVANCING THE QUALITY OF BUSINESS PROCESS MATURITY MODELS." Journal of International Business and Economics 22, no. 3 (October 1, 2022): 11–39. http://dx.doi.org/10.18374/jibe-22-3.2.

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Cappelli, Claudia, Flávia Maria Santoro, Julio Cesar Sampaio do Prado Leite, Thais Batista, Ana Luisa Medeiros, and Clarissa S. C. Romeiro. "Reflections on the modularity of business process models." Business Process Management Journal 16, no. 4 (July 27, 2010): 662–87. http://dx.doi.org/10.1108/14637151011065955.

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Kueng, Peter, and Peter Kawalek. "Goal‐based business process models: creation and evaluation." Business Process Management Journal 3, no. 1 (April 1997): 17–38. http://dx.doi.org/10.1108/14637159710161567.

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Tsakalidis, George, Kostas Vergidis, Georgia Kougka, and Anastasios Gounaris. "Eligibility of BPMN Models for Business Process Redesign." Information 10, no. 7 (July 1, 2019): 225. http://dx.doi.org/10.3390/info10070225.

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Abstract:

Business process redesign (BPR) is an organizational initiative for achieving competitive multi-faceted advantages regarding business processes, in terms of cycle time, quality, cost, customer satisfaction and other critical performance metrics. In spite of the fact that BPR tools and methodologies are increasingly being adopted, process innovation efforts have proven ineffective in delivering the expected outcome. This paper investigates the eligibility of BPMN process models towards the application of redesign methods inspired by data-flow communities. In previous work, the transformation of a business process model to a directed acyclic graph (DAG) has yielded notable optimization results for determining average performance of process executions consisting of ad-hoc processes. Still, the utilization encountered drawbacks due to a lack of input specification, complexity assessment and normalization of the BPMN model and application to more generic business process cases. This paper presents an assessment mechanism that measures the eligibility of a BPMN model and its capability to be effectively transformed to a DAG and be further subjected to data-centric workflow optimization methods. The proposed mechanism evaluates the model type, complexity metrics, normalization and optimization capability of candidate process models, while at the same time allowing users to set their desired complexity thresholds. An indicative example is used to demonstrate the assessment phases and to illustrate the usability of the proposed mechanism towards the advancement and facilitation of the optimization phase. Finally, the authors review BPMN models from both an SOA-based business process design (BPD) repository and relevant literature and assess their eligibility.

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