¡@Business process doesn¡¦t change with technology or business objectives following with the change of environment outside enterprises. Hence, enterprises require business process improvement or BPR to improve the existing business processes. When enterprises demand business process improvement or BPR, they can¡¦t analyze and improve business process without business process modeling. Choosing an adequate tool form numerous business process modeling and analysis tools is an important work. Therefore, author chooses 4 mature tools, ARIS, IDEF, UML and INCOME to discuss. ¡@In my thesis, author enumerate the advantages and comment of each tool at first, then using a material requiring and purchasing to stock process as an example to prove the advantages. Then, Based on the 4 perspectives concluded by Curtis and Kellner, et al. to develop further factors under each perspective. Concluding the evaluating criteria under each factor to evaluate business process modeling tools. And to present each tools about business process modeling.

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Reducing the complexity in information systems is a main concern on which researchers work. Separation of concerns, also known as the principle of ‘divide and conquer’, has long time been a strategy for dealing with complexity. Two examples of the application of this principle in the area of information system design are the break out the data management into Database Management Systems(DBMSs) and the separation of the business logic from the application logic into Business Process Management Systems (BPMSs). However, separation of cross-cutting concerns from the core-concern of a business process is not yet supported in the Business Process Management (BPM) area. Aspect Oriented principle recommends such a separation. When looking into the business process, several concerns, such as security and privacy, can be identified. Therefore, a formal model that provides a foundation for enabling BPMSs to support separation of concerns in BPM area is needed. This thesis provides a formal model for dealing with separation of concerns in the BPM area. Implementing this model in BPMSs would facilitate the design and implementation of business processes with a lower level of complexity, which in turn would reduce the costs associated with BPM projects. The thesis starts with a literature review on aspect orientation both in programming and in the BPM areas. Based on this study, a list of requirements for an Aspect Oriented Service for BPMSs is compiled. Then a formal model for such a service, fulfilling a set of these requirements, is designed using Coloured Petri Nets and implemented in CPN Tools. The model is evaluated through the execution of a number of scenarios. The solution is also validated through an industrial case study. The results of the case study are presented the direction for future work outlined. The case study demonstrates that separation of concerns through aspect orientation does indeed reduce the complexity of business process models.

Syftet med uppsatsen är att analysera och utvärdera Essentials Facilities Managements (FM) outsourcingarbete och utifrån detta komma med eventuella förbättringsförslag till kommande arbete med outsourcingfrågor. / The purposes of this paper is to analyze and evaluate Essentials Facilities Managements outsourcing work and from this make any suggestions for future work on outsourcing issues within the function.

Visual languages are used for understandability of business analysis, modeling and computerization processes for business analysts as soon as system developers. The advantages of visual modeling are standard notation, unified concepts, and intuitive use. There is no single language suitable for all phases of business process evolution. Three languages were analyzed: UML 2.0, BPMN and BPEL4WS, with regards to their possibilities to represent and execute e-business processes. It is proposed to extend UML 2.0 with BPMN stereotypes for e-business process modeling with succeeding transformation to execution language BPEL. The exclusive feature of proposed way of modeling lies in integration of business process model with object types of problem domain. In order to test the proposed method, scenario for modeling was prepared and three models were designed: two models using UML 2.0 notation, and one model using UML extended with BPMN stereotypes. Models were compared to show new method advantages. For implementation of proposed method, UML CASE tool MagicDraw was extended with stereotypes required for the proposed method of modeling. Extended user interface was proposed for specification of business rules governing the e-business process.

Companies structure their work to be done using business processes. A widely used modeling language is BPMN which provides a standardized graphical notation and execution semantics. But studies show that many business processes contain logical errors. The detection of these errors priorly to the execution can save money and effort. A wide range of structural analysis methods for business processes exist that transform business processes into Petri nets or workflow graphs. But the analyses are either very slow or lack in the detection of all errors and their details. At the Friedrich Schiller University, a new workflow graph based approach is under development that promises a fast analysis, the detection of all errors and specific details to these errors. The aim of this thesis was to realise a framework that combines the modelling and analysis of business processes in BPMN. The framework should transform business processes into workflow graphs and analyse them dynamically while they are modelled. Analyses are supposed to be easily introducable. Another aspect was the enrichment of the BPMN diagram with process data that can be included into analyses too. The designed framework provides a simple interface to add new analyses or transformations. Analyses can share data independent of workflow graphs, define execution conditions and therefore define dependencies to other analyses. The transformation transforms BPMN diagrams always into analysable workflow graphs through several correction patterns that follow the BPMN semantics.

Paskutinį dešimtmetį bendrovės labai daug dėmesio skiria procesų analizei, veiklos efektyvumo didinimui. Verslo procesų valdymas pritraukia vis didesnį bendrovių dėmesį ir šis dėmesys joms leidžia pereiti nuo imituojamų verslo procesų prie realiai veikiančių. Verslo procesų valdymas apima procesų konstravimą, atvaizdavimą, kontrolę ir analizę. Bendrovės didina darbo efektyvumą nuolatos vertindamos procesų pridedamąją vertę. Verslo procesų tobulinimas yra nenutrūkstamas ciklas, kuriame itin svarbią rolę atlieka procesų konstravimas ir pertvarkymas. Yra begalės būdų pakeisti vystančius procesus ir tik geriausios alternatyvos procesas turi pakeisti realiai vykdomą. Intuityvus proceso pasirinkimas gali nemaloniai nustebinti ir sumažinti verslo efektyvumą vietoje siektų tikslų. Procesų imitavimas yra vienas iš tinkamų būdų jų pertvarkymui. Verslo procesų imitavimas padeda suprasti, analizuoti ir konstruoti procesus. Pasitelkus imitavimą procesai gali būti įvertinti ir palyginti. Imitavimas suteikia proceso poveikio verslo efektyvumui kiekybinį įvertinimą, pagal kurį lengva pasirinkti tinkamiausią procesą. Galima išskirti eilę žingsnių susijusių su verslo procesų imitavimu. Pirmiausia verslo procesas yra atvaizduojamas procesų modelyje. Tada identifikuojami po-procesai ir įvykiai. Yra apibrėžiama proceso eiga, nustatomos jo esybės ir nustatomi ryšiai tarp skirtingų proceso dalių. Galiausiai yra numatomi ir paskiriami resursai. Proceso modelis turėtų būti patvirtintas tik įsitikinus... [toliau žr. visą tekstą] / Business process is: “A collection of related, structured activities – a chain of events- that produce a specific service or product for a particular customer or customers” [How06]. A simulation is an imitation of some real thing, state of affairs, or process. The supporting tools of process mapping and business process simulation are used in the change process and assist in communicating the current process design and people's roles in the overall performance of that design. The simulation model is also used to predict the performance of new designs incorporating the use of information technology. The approach is seen to have a number of advantages in the context of a public sector organization. These include the ability for personnel to move from a traditional grouping of staff in occupational groups with relationships defined by reporting requirements to a view of their role in a process, which delivers a performance to a customer. By running the simulation through time it is also possible to gauge how changes at an operational level can lead to the meeting of strategic targets over time. Business processes are increasingly recognized as the key to competitive survival. The important opportunities inherent to this invisible economic asset are the foundations of process-centered management. Simulation of business processes creates added value in understanding, analyzing and designing processes by introducing dynamic aspects. It provides decision support by anticipation of... [to full text]

In an increasingly changing environment, different organizations are trying to improve their agility and efficiency by improving their business processes; thus, business process management has been gaining momentum for the last decade. The first step in business process management is the modeling of business processes. Business Process Modeling (BPM), in itself, is very important because it captures business requirements, allows for better understanding of a business and its processes, facilitates communication between business analysts and IT people, and pinpoints deficiencies in processes. It also serves as a basis for automation of these processes. But business process modeling comes with its own challenges since it is a time-consuming, complicated, and error-prone task. As a result, producing a high quality, precise business process model is not easy. BPM patterns, which are general reusable solutions to commonly occurring problems in business process modeling, have been proposed to address these challenges. In this research, we conducted an exploratory study about requirements engineering practices in a large organization. This study identified key challenges in requirements engineering and showed how business process modeling is currently being conducted. Then, we created a survey of the different BPM pattern catalogs existing in the literature. Finally, we presented one of the BPM pattern catalogs in a clear format along with examples of each pattern. The ultimate objective is to allow business analysts to effectively use BPM patterns while creating precise BP models.

Process models support the transition from business requirements to IT implementations. An organization that adopts process modeling often maintain several co-existing models of the same business process. These models target different abstraction levels and stakeholder perspectives. Maintaining consistency among these models has become a major challenge for such an organization. For instance, propagating changes requires identifying tacit correspondences among the models, which may be only in the memories of their original creators or may be lost entirely. Although different tools target specific needs of different roles, we lack appropriate support for checking whether related models maintained by different groups of specialists are still consistent after independent editing. As a result, typical consistency management tasks such as tracing, differencing, comparing, refactoring, merging, conformance checking, change notification, and versioning are frequently done manually, which is time-consuming and error-prone. This thesis presents the Shared Model, a framework designed to improve support for consistency management and impact analysis in process modeling. The framework is designed as a result of a comprehensive industrial study that elicited typical correspondence patterns between Business and IT process models and the meaning of consistency between them. The framework encompasses three major techniques and contributions: 1) matching heuristics to automatically discover complex correspondences patterns among the models, and to maintain traceability among model parts---elements and fragments; 2) a generator of edit operations to compute the difference between process models; 3) a process model synchronizer, capable of consistently propagating changes made to any model to its counterpart. We evaluated the Shared Model experimentally. The evaluation shows that the framework can consistently synchronize Business and IT views related by correspondence patterns, after non-simultaneous independent editing.

The aim of this study was to assess the impact that Business Process Excellence has on the innovation process to create new products and services in the software development environment. The best practices were identified in the current use of BPE in software development organisations. Subsequently, a proposal was put forward to enhance the use of BPE in the software development process to create innovative products and services. Once these products are implemented the organisation can use these products as a sustainable competitive advantage. The use of Business Process Excellence in software development creates an innovative environment for employees in order to develop innovative products that can create shareholder wealth, and increase market share. Companies want to create products that are unique to the market, and be able to offer their customers products that only they can offer in order to secure future business. Innovation is a key factor to enhance processes within the software development company. Enhancing the processes can generate new ideas that contribute to the sustainable competitive advantage of the company. The literature does not create a definite link between the use of Business Process Excellence and innovation, and the study aimed at evaluating the possibility to merge the concepts. Business Process Excellence optimises a currently implemented process, by exploring all ideas to increase the effectiveness of the system. It is a structured way to ensure that all possibilities are explored before a decision is made on how the process is structured to implement new products or services. The software development industry is a very competitive industry, and most companies do not share their competitive strategy, or make it available to the public, to ensure that they would be offering their customer something unique. These companies would only make their strategy known to the market once the new product or service is launched, and the trend is set for other companies to follow. It also creates the opportunity for companies to become the market leader within the industry, to ensure growth, and increase profits. Some key aspects were identified that companies could focus on to encourage an innovative environment. Most employees are willing to accept responsibility for the v innovative ideas, since this will benefit the company. Managers should take responsibility for their actions within the software development department, and reward employees that assist in reaching the goals set in company strategy. The software development process should always include a step for quality and reliability. This step is needed, since even the most innovative product needs to be stable and reliable, otherwise the product will not be used by customers if they are frustrated. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2012.