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Integrated business process modeling and simulation – A case from the construction industry
Published in Manuel Martínez, Raimar Scherer, eWork and eBusiness in Architecture, Engineering and Construction, 2020
K. Sarshar, Th. Theling, P. Loos
In order to setup and maintain collaboration between enterprises to jointly produce goods and services, it is essential to represent workflow and business processes by appropriate notations (Evaristo & Munkvold 2000; Rittenbruch et al. 1998; van der Aalst 2002). For the purpose of business process modeling, several notations have been discussed within literature. Petri nets, originating from the early work of Carl Adam Petri (Petri 1962) have successfully been applied to process modeling, analysis and simulation by several authors (van der Aalst et al. 1994; Zisman 1977). A further approach to process modeling is BPMN (Business Process Modeling Notation) (White 2004), which is a graphical notation and defines activities as well as control flows to visualize business process operations.
Enterprise Modeling
Published in Vivek Kale, Enterprise Process Management Systems, 2018
This chapter began with an introduction to the concept of a model: a model represents in a simplified way the reality for a given purpose, emphasizing some elements and ignoring others. Models can be characterized according to three dimensions: representativeness (e.g., prescriptive, descriptive); perspective (e.g., behavioral, structural); and form (e.g., symbolic, physical). The chapter presents an ontology that introduces relevant concepts related to modeling and permits one to distinguish and associate concepts like model, specification, description, diagram, language, and notation. It discusses some structural and behavioral models that are routinely used in the context of software modeling. In the latter part, the chapter presented several frequently-used business process modeling languages including Petri nets, EPCs, YAWL, UML activity diagrams, and BPMN.
Business Process Management
Published in Axel Uhl, Lars Alexander Gollenia, Business Transformation Management Methodology, 2016
Axel Uhl, Lars Alexander Gollenia
While process modeling is a strong element of a BPM methodology, the management of business processes needs to be addressed from an organizational wide perspective. Recent studies suggest that actually six core elements of contemporary BPM need to be considered, namely: methods, IT, governance, strategic alignment, people and culture (Rosemann and vom Brocke, 2010). These elements are derived from research on BPM maturity models (de Bruin, 2007; Harmon, 2004, 2007). They can be used in order to assess the current maturity level of an organization (SEI, 2006) and to develop strategies to further develop its BPM maturity according to the specific context factors relevant for one organization.
An approach to repair Petri net-based process models with choice structures
Published in Enterprise Information Systems, 2018
HongDa Qi, YuYue Du, Liang Qi, Lu Wang
Business processes and their control logic can be described by many formal models, such as Business Process Modeling Notation (BPMN) (Rodríguez, Fernández-Medina, and Piattini 2007), Causal Nets (van der Aalst 2011), Event-Driven Process Chains (EPCs) (van der Aalst 1999), and Petri nets (Murata 1989). Among them, Petri nets are well-founded models that have been widely used for the simulation and analysis of concurrent systems (Murata 1989; Du, Qi, and Zhou 2011; Du, Ning, and Qi 2014). Based on their mathematical definition and graphical expression, Petri nets can effectively describe and analyze concurrent, asynchronous, distributed, parallel and uncertain information systems (Liu, Du, and Yan 2012; Du, Wang, and Qi 2016; Zeng, Liu, and Duan 2016). In this paper, we adopt Petri nets as process models.
A systematic mapping study of process mining
Published in Enterprise Information Systems, 2018
Ana Rocío Cárdenas Maita, Lucas Corrêa Martins, Carlos Ramón López Paz, Laura Rafferty, Patrick C. K. Hung, Sarajane Marques Peres, Marcelo Fantinato
Business Process Management (BPM) refers to managing the entire life-cycle of business processes (formerly called business workflows, or simply workflows) using techniques, methods and supporting tools (van der Aalst, ter Hofstede, and Weske 2003; Alotaibi and Liu 2017). The BPM life-cycle includes the following stages: (i) business process modeling; (ii) implementation of business process models; (iii) execution and management of business process instances; (iv) monitoring and auditing of running business process instances; and (v) assessment and improvement of business process models (Weske 2012). In the last stage, the execution and monitoring histories of the instances of a business process can be assessed in order to optimise such business process.
Towards software reuse through an enterprise architecture-based software capability profile
Published in Enterprise Information Systems, 2022
Abdelhadi Belfadel, Emna Amdouni, Jannik Laval, Chantal Bonner Cherifi, Nejib Moalla
The most important architectural artefact in this phase is the high-level business scenario. This latter is designed using the BPMN modelling tool which is a standard for business process modelling. This first high-level modelization is designed using the ArchiMate2 core language which is recognised as a standard for EA modelling by the Open Group (Josey et al. 2016). This high-level modelization helps to define the business–entity relationship to know which entities are needed for every business action or behaviour.