A Method for Eliciting Goals for Business Process Models based on Non-Functional Requirements Catalogues

Abstract

While traditional approaches in business process modeling tend to focus on “how” the business processes are performed (adopting a behavioral description in which business processes are described in terms of procedural aspects), in goal-oriented business process modeling, the proposals strive to extend traditional business process methodologies by providing a dimension of intentionality to business processes. One of the key difficulties in enabling one to model goal-oriented processes concerns the identification or elicitation of goals. This paper reports on a case study conducted in a Brazilian hospital, which obtained several goal models represented in i*/Tropos, each of which correspond to a business process also modeled in the scope of the study. NFR catalogues were helpful in goal elicitation, uncovering goals that did not come up during previous interviews prior to these catalogues’ use.

Deriving organisational business process change factors using the hierarchical elicitation workshop

“…In the case study to be described, the initial information helps to depict the Hafiz organisation's BPC processes. Further, it allows us to understand how the organisation works (Cardoso et al, 2013;Paul et al, 2014;Vakola & Rezgui, 2000).…”

“…This results in fewer mistakes, standardised BPCs, and less dependency on experts for specific knowledge (Andrade, van der Aa, Leopold, Alter, & Reijers, 2016). Further, formalising the process of eliciting BPC factors shifts the focus to enhance the outcomes of the BPC rather than becoming mired in traditional processing (Cardoso et al, 2013). The post-engagement phase is designed to analyse, compute, evaluate, verify and document the executable HCMS framework.…”

“…It is made more difficult by the current lack of a systematic foundation in BPC models that incorporates well-defined factors (Majed Al-Mashari, Irani, & Zairi, 2001;Jurisch et al, 2016). A hierarchical BPC factor elicitation workshop framework and process to facilitate a successful BPC implementation is vital (Cardoso, Almeida, Guizzardi, & Guizzardi, 2013;Paul, Yeates, & Cadle, 2014), yet thus far unavailable (Sikdar & Payyazhi, 2014).…”

Formulating optimal business process change decisions using a computational hierarchical change management structure framework

“…The HCMS is derived from extant literature that has described decision trees, hierarchical decision processes, and system dynamics as BPC tools (McNamee & Celona, 2005;Paul, Yeates, & Cadle, 2014;Rosenberg, Jurisch, Schermann, & Krcmar, 2014;Sterman, 2000). The paper used the novel workshop-based model, named the HCMS Elicitation Workshop (HEW) by (Alrabiah & Drew, 2018), to facilitate and enable the construction of the proposed HCMS framework by systematically eliciting the information from diverse stakeholders (Cardoso, Almeida, Guizzardi, & Guizzardi, 2013). The principal rationale for this framework was to enable an organisation to model its BPCD precisely and plausibly (Houy, Fettke, & Loos, 2015).…”

KPI como base para modelagem de requisitos não funcionais em processos de negócio

“…For the second case (EC-2), we considered that papers peerreviewed have a higher quality assurance than those papers that have not undergone this type of review process before publication such as invited book chapters. Finally, for the third case (EC-3), we assumed (Kazhamiakin et al, 2004) C P02 B-SCP: A requirements analysis framework for validating strategic alignment of organizational IT based on strategy, context, and process (Bleistein et al, 2006) J P03 A combined approach for supporting the business process model lifecycle (Koliadis et al, 2006) C P04 Requirements-driven design and configuration management of business processes (Lapouchnian et al, 2007) C P05 Business process management with the user requirements notation (Pourshahid et al, 2009) J P06 Scenario-driven approach for business process modeling ) C P07 Wiki-based requirements management for business process reengineering ) C P08 Rule based business process optimization (Aghdasi and Malihi, 2010) C P09 Towards a pattern-based framework for goal-driven business process modeling ) C P10 Synthesizing enterprise strategic model and business processes in active-i* (Xu et al, 2010) C P11 A method for eliciting goals for business process models based on nonfunctional requirements catalogues (Cardoso et al, 2011) J P12 Extending BPMN for business activity monitoring (Friedenstab et al, 2011) C P13 An integration framework for multi-perspective business process modeling (Letsholo et al, 2012) C P14 Event-driven manufacturing process management approach (Estruch andÁlvaro, 2012) J P15 A bi-directional mapping between i and BPMN models in the context of business process management (Alves et al, 2013) C P16 Making a link between strategy and process model collections: A multi-layered approach (Dallilo et al, 2014) C P17 Modeling organizational alignment ) C P18 Combining modelling and simulation approaches: How to measure performance of business processes (Bisogno et al, 2016) J P19 A framework for systematic analysis and modeling of trustworthiness requirements using i* and BPMN (Mohammadi and Heisel, 2016) C…”