Compliance issues impose significant management and reporting requirements upon organizations.We present an approach to enhance business process modeling notations with the capability to detect and resolve many broad compliance related issues. We provide a semantic characterization of a minimal revision strategy that helps us obtain compliant process models from models that might be initially non-compliant, in a manner that accommodates the structural and semantic dimensions of parsimoniously annotated process models. We also provide a heuristic approach to compliance resolution using a notion of compliance patterns. This allows us to partially automate compliance resolution, leading to reduced levels of analyst involvement and improved decision support. Disciplines Physical Sciences and Mathematics Publication DetailsThis conference paper was originally published as Ghose, AK and Koliadis, G, Auditing business process compliance, Abstract. Compliance issues impose significant management and reporting requirements upon organizations. We present an approach to enhance business process modeling notations with the capability to detect and resolve many broad compliance related issues. We provide a semantic characterization of a minimal revision strategy that helps us obtain compliant process models from models that might be initially non-compliant, in a manner that accommodates the structural and semantic dimensions of parsimoniously annotated process models. We also provide a heuristic approach to compliance resolution using a notion of compliance patterns. This allows us to partially automate compliance resolution, leading to reduced levels of analyst involvement and improved decision support.
Modeling is an important and time consuming part of the Business Process Management life-cycle. An analyst reviews existing documentation and queries relevant domain experts to construct both mental and concrete models of the domain. To aid this exercise, we propose the Rapid Business Process Discovery (R-BPD) framework and prototype tool that can query heterogeneous information resources (e.g. corporate documentation, web-content, code e.t.c.) and rapidly construct proto-models to be incrementally adjusted to correctness by an analyst. This constitutes a departure from building and constructing models toward just editing them. We believe this rapid mixed-initiative modeling will increase analyst productivity by significant orders of magnitude over traditional approaches. Furthermore, the possibility of using the approach in distributed and real-time settings seems appealing and may help in significantly improving the quality of the models being developed w.r.t. being consistent, complete, and concise.
Business Process Management (BPM) has many anticipated benefits including accelerated process improvement, at the operational level, with the use of highly configurable and adaptive "process aware" information systems [1] [2]. The facility for improved agility fosters the need for continual measurement and control of business processes to assess and manage their effective evolution, in-line with organizational objectives. This paper proposes the GoalBPM methodology for relating business process models (modeled using BPMN) to high-level stakeholder goals (modeled using KAOS). We propose informal (manual) techniques (with likely future formalism) for establishing and verifying this relationship, even in dynamic environments where essential alterations to organizational goals and/or process constantly emerge. Disciplines Physical Sciences and Mathematics Publication DetailsThis conference paper was originally published as Koliadis, G . The facility for improved agility fosters the need for continual measurement and control of business processes to assess and manage their effective evolution, in-line with organizational objectives. This paper proposes the GoalBPM methodology for relating business process models (modeled using BPMN) to high-level stakeholder goals (modeled using KAOS). We propose informal (manual) techniques (with likely future formalism) for establishing and verifying this relationship, even in dynamic environments where essential alterations to organizational goals and/or process constantly emerge.
Process inter-operation is characterized as cooperative interactions among loosely coupled autonomous constituents to adaptively fulfill system-wide purpose. Issues of inconsistency can be anticipated in interoperating processes given their independent management and design. To reduce inconsistency (that may contribute to failures) effective methods for statically verifying behavioral interoperability are required. This paper contributes a method for practical, semantic verification of interoperating processes (as represented with BPMN models). We provide methods to evaluate consistency during process design where annotation of the immediate effect of tasks and sub-processes has been provided. Furthermore, some guidelines are defined against common models of inter-operation for scoping traceability to possible causes of inconsistency. This supports subsequent resolution efforts. Disciplines Physical Sciences and MathematicsPublication Details Koliadis, G. & Ghose, A. (2007 AbstractProcess inter-operation is characterized as cooperative interactions among loosely coupled autonomous constituents to adaptively fulfill system-wide purpose. Issues of inconsistency can be anticipated in inter-operating processes given their independent management and design. To reduce inconsistency (that may contribute to failures) effective methods for statically verifying behavioral interoperability are required. This paper contributes a method for practical, semantic verification of interoperating processes (as represented with BPMN models). We provide methods to evaluate consistency during process design where annotation of the immediate effect of tasks and sub-processes has been provided. Furthermore, some guidelines are defined against common models of inter-operation for scoping traceability to possible causes of inconsistency. This supports subsequent resolution efforts.
An effective process architecture helps provide a high-level blueprint of the complexity underlying an enterprise, which is used by executive committees during key decision and change processes. As existing service standards focus on co-ordination, they fall short in describing the motivational structure depicted in such models. In order to progress towards standardization in this area of complexity, we discuss the practicality of a process architecture, and present a set of 22 questions that can be used in the functional evaluation and construction of a process architecture. We use these questions to evaluate the current "state-ofthe-art" in business process architecture. We then apply the knowledge gathered during our evaluation and other work to develop the proposal for a general mapping framework that is capable of answering the set of queries we have proposed. Disciplines Physical Sciences and Mathematics AbstractAn effective process architecture helps provide a high-level blueprint of the complexity underlying an enterprise, which is used by executive committees during key decision and change processes. As existing service standards focus on co-ordination, they fall short in describing the motivational structure depicted in such models. In order to progress towards standardization in this area of complexity, we discuss the practicality of a process architecture, and present a set of 22 questions that can be used in the functional evaluation and construction of a process architecture. We use these questions to evaluate the current "state-of-the-art" in business process architecture. We then apply the knowledge gathered during our evaluation and other work to develop the proposal for a general mapping framework that is capable of answering the set of queries we have proposed.
The premise behind 'third wave' Business Process Management (BPM1) is effective support for change at levels. Business Process Modeling (BPM2) notations such as BPMN are used to effectively conceptualize and communicate process configurations to relevant stakeholders. In this paper we argue that the management of change throughout the business process model lifecycle requires greater conceptual support achieved via a combination of complementary notations. As such the focus in this paper is on the co-evolution of operational (BPMN) and organizational (i*) models. Our intent is to provide a way of expressing changes, which arise in one model, effectively in the other model. We present constrained development methodologies capable of guiding an analyst when reflecting changes from an i* model to a BPMN model and vice-versa. 2 ) notations such as BPMN are used to effectively conceptualize and communicate process configurations to relevant stakeholders. In this paper we argue that the management of change throughout the business process model lifecycle requires greater conceptual support achieved via a combination of complementary notations. As such the focus in this paper is on the co-evolution of operational (BPMN) and organizational (i*) models. Our intent is to provide a way of expressing changes, which arise in one model, effectively in the other model. We present constrained development methodologies capable of guiding an analyst when reflecting changes from an i* model to a BPMN model and vice-versa.
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