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.
In today's competitive marketplace, all firms are seeking ways to improve their overall performance. One such method of improvement, recently adopted by many firms, is benchmarking. Benchmarking is a technique used to evaluate internal business processes. "In this analysis, managers determine the firm's critical processes and outputs, baseline those processes, then compare the performance of each process against a standard outside the industry" (Bounds, Yorks, Adams, & Ranney 1994). To effectively improve a business process to world-class quality, managers must find a firm that is recognized as a global leader, not just the industry standard. Successful benchmarking requires tailor-made solutions, not just blind copying of another organization. Measurement and interpretation of data collected is the key to creating business process solutions.
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...
Bjerke, Juel M. "Week 2 Lecture Notes - Achieving Business Process Excellence and Process Re-engineering." MFGO 601 - The Globally Integrated Manufacturing Company. 2 Nov. 2011.
Wood, p. 9. The definition can be broken down into four separate parts and they are as follows: process, systematic, symbols, and meaning. Process means that communication is ongoing and always in motion. Systematic focuses on how communication involves a group of interrelated parts that affect one another. Symbols are described as abstract, arbitrary, and ambiguous representations of other things.
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 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.
Whether you lead a regular information technology-type project and use the PID or a process improvement project and use the SDD, you should consider these reference documents key tools that you
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;
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.
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
Processes- Designed as customer centric processes to approach customers. Customers are kept in contact through telephone, e- mail and social media etc.
There are some benefits for using a process model. Firstly, it can improve process communication. To succeed in a business, members of a firm should have a distinct idea of the daily tasks. For example, who is the one to bring the products of CMP to major distributors and how the products brought to the market. A clear communication is important in operation. It can help members of CMP to understand their ideas clearly and quickly. This will improve business processes and also increase productivity of members when they are doing their work.
The rest of this chapter is organized as follows: Firstly, we introduce the origins and history of BPM in section 2.1. Secondly, we present a number of basic BPM concepts, definitions, and terminologies in section 2.2. Thirdly, we show the relation- ship between BPMS and other systems or applications, such as Enterprise Resource Planning (ERP), Groupware Systems or Computer Supported Cooperative Work (CSCW), and Workflow Management Systems (WfMS) in section