III. LITERATURE SURVEY
Many researchers have studied the transformation between BPMN and BPEL. Most of the research conducted in this field is analytical in nature. Only few insights exist into the practical use of BPMN. Most notably is the work of Ouyang et al. [10, 11] and [12], who propose that BPMN to BPEL transformation be accomplished by multiple phase matching of pattern and graph transformation. An algorithm for generating readable BPEL code from BPMN model is presented in [10] which generates BPEL code from BPMN model by discovering structural patterns in the BPMN models which in turn are mapped into BPEL structured activities. The original BPD is decomposed into well structured components having one entry and one exit point. The automated BPDs are then incrementally transformed into BPEL blocks. For example, a component having purely sequential structure is mapped into BPEL sequence construct, while a component holding a parallel structure is mapped into flow construct. BPEL generation algorithm also transforms unstructured subset of BPMN model by exploiting event handler construct of BPEL. As a result, any BPMN model that composed of tasks, events, parallel gateways and XOR gateways (both data-based and event-based) connected in arbitrary topologies can be mapped to BPEL. Whereas, a model with unstructured topologies or having constructs such as OR-join and complex gateway cannot be mapped to BPEL. Further, BPEL generation algorithm only translates a smaller set of patterns captured in core subset of BPMN model by applying certain restrictions - such as every loop must have one single entry and exit point - on original model.
A well-formed core BPD may contain the components that are not well structured e.g. loops w...
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...Rosemann et al., “How good is BPMN really? Insights from theory and practice,” 2009.
[17] M. Rosemann, P. Green, M. Indulska et al., “Using ontology for the representational analysis of process modeling techniques,” International Journal of Business Process Integration and Management, vol. 4, no. 2, 2009.
[18] T. Wahl, and G. Sindre, “An analytical evaluation of BPMN using a semiotic quality framework,” Advanced Topics in Database Research: Volume 5, pp. 94, 2006.
[19] G. Decker, and J. Mendling, “Instantiation semantics for process models,” Proceeding of 6th BPM, Milan Italy, pp. 164-179, 2008.
[20] P. Wong, and J. Gibbons, “A process semantics for BPMN,” Formal Methods and Software Engineering, pp. 355-374, 2008.
[21] M. Muehlen, and J. Recker, "How much language is enough? theoretical and practical use of the business process modeling notation." pp. 465-479.
Stage 3 involves creating an Architectural Model version of the whole system including sub systems. A Viewpoint Hierarchy shows a skeleton version of the system which can be ins...
In BPI work, I call this document the Scope Definition Document (SDD) and consider it the most important step towards successful process improvement.
A business process is a group of activities designed to produce or deliver a specific output of product or service for a specific customer or market. It is based on a strong concentration on how the work is taking place within an organization, in contrast to be focus on the product itself. A process then is all about delivering and performing specific guidelines of work activities at precise time in a given place with clear beginning, planed end, and to identify what inputs used and outputs to be produce. Business Process Management (BPM) is
Business Process: Consists of measures such as cost and quality related to the business processes.
The Procurement Process model shows the various steps and stages that a particular procurement activity follows in meeting operational requirement these stages have detailed action which need to be done before continuing to the next stage. Emmett and Crocker (2008), argue that the procurement process model for most areas depicts like the figure below;
[1]- Ralph Stair, George Reynolds and Thomas Chesney. 2012. Fundamentals of Business information systems. 2nd edition: Cengage Learning EMEA.
One way for the companies to meet the challenges is to recognize them as opportunities to improve the existing processes and create new innovative ones. Management of processes requires the ability to meet the goal goals for which they’ve been set up. Operations decisions follow clearly defined operations
Business Process Model is a set of technologies and standards for the design, execution, administration, and monitoring of business processes. (Havey 2005)
Processes- Designed as customer centric processes to approach customers. Customers are kept in contact through telephone, e- mail and social media etc.
This rhetorical strategy is seen daily in professional work to consumer products, such as user manuals and cookbooks. If the characteristics and integration rules stated earlier are met then it is a very efficient rhetorical strategy. However, it can also be difficult depending on the process it is describing and if it is poorly integrated. The overall idea is that both forms of process analysis, the informational and directional processes, have unknown complex ideas, that are so simple that they can be used in everyday life, as well as a well thought-out
The BPMN 1.0 was released to the public in 2004, and was developed by Business Process Management Initiative (BPMI), and has been managed by Objective Management Group (OMG) [1]. The primary goal of BPMN is to provide a notation that is easily understandable by all business users. The widely acceptable of this business process modeling approach is the success of industrial standardization. According to Alan Earls in his article “The rise and rise of BPMN for process modeling”, BPMN has been developed to the version 2.0 on 2010, which is more stable and mature as well as offering the XML for interchanging BPMN models that are executable or non-executable.
Yet, there are various definitions for Business Process Reengineering. Hammer and Champy (1990) defined BPR as “the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed”. At the same time, Davenport & Short (1990) defined it as “the analysis and design of workflows and processes within and between organizations. Business activities should be viewed as more than a collection of individual or even functional tasks; they should be broken down into processes that can be designed for maximum effectiveness, in both manufacturing and service environment”. While Teng et al. (1994) defined BPR as "the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures."
The BPM discipline has been built with the basis on office automation, work- flow management, operations research, lean manufacturing, six sigma, and business process reengineering [[60][61][56][11]].
The concepts of Business Process Reengineering (BPR) was introduced by Professor Michael Hammer (Grover and Markus, 2008, Gunasekaran and Kobu, 2002, O’Neill and Sohal,1999), in the early to mid-1980s. There were many other authors who have subsequently published their own variant of BPR, authors such as Davenport/Short published their work shortly after Hammer.
Yang, D-H., Kim, S., Nam, C., Min Y-W. (2007), Developing a decision model for business process outsourcing, Computers & Operations Research, Issue 34, p. 3769- 3778.