Business process model patterns: state-of-the-art, research classification and taxonomy

Fellmann, Michael; Koschmider, Agnes; Laue, Ralf; Schoknecht, Andreas; Vetter, Arthur

doi:10.1108/bpmj-01-2018-0021

Cited by 19 publications

(11 citation statements)

References 24 publications

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“…The categories are generally chosen following the purpose of the study, and this choice is recognized as a crucial step in taxonomy development [10]. A deductive line of reasoning has been followed in this study to understand the domain of interest and propose the categories [15]. For each category, then, the dimensions of classification have been defined (Figure 2).…”

Section: Methodsmentioning

confidence: 99%

A Taxonomy of Technologies for Human-Centred Logistics 4.0

et al. 2021

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Following the spread of the Industry 4.0 paradigm, the role of digital technologies in manufacturing, especially in production and industrial logistics processes, has become increasingly pivotal. Although the push towards digitalization and processes interconnection can bring substantial benefits, it may also increase the complexity of processes in terms of integration and management. To fully exploit the potential of technology, companies are required to develop an in-depth knowledge of each operational activity and related human aspects in the contexts where technology solutions can be implemented. Indeed, analyzing the impacts of technology on human work is key to promoting human-centred smart manufacturing and logistics processes. Therefore, this paper aims at increasing and systematizing knowledge about technologies supporting internal logistics working activities The main contribution of this paper is a taxonomy of the technologies that may be implemented in the different internal logistics areas to support a Logistics 4.0 model. Such a contribution is elaborated in accordance with a deductive approach (i.e., reasoning from the particular to the general), and backed up by an analysis of the literature. The taxonomy represents a useful framework to understand the current and possible technological implementations to drive logistics processes towards Logistics 4.0, with specific attention to the relation between human operators and technologies.

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Section: Methodsmentioning

confidence: 99%

A Taxonomy of Technologies for Human-Centred Logistics 4.0

et al. 2021

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“…They found that each paradigm affects the attributes assigned to BPM. Fellman et al analyzed 180 research articles for creating a taxonomy of business process patterns (2019). They concluded that there was no overarching pattern language for business process model patterns.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Process modeling paradigm change

Pańkowska

2023

Knowl Process Manag

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Business process modeling and implementation has taken researchers' attention for almost 30 years, since Hammer and Champy published in 1992 their book on business process reengineering. Process management proponents mostly focused on the system approach and workflow modeling. In this paper, we would like to emphasize the issues of business process paradigm development. This paper's aim is to confront workflow modeling with case management. These two approaches have different purposes, although, through their application, the process paradigm change is presented. This study methodology covers the literature survey (LS) and case study. The LS on the application of Case Management Model Notation (CMMN) is included to answer the question for what purposes CMMN is applied. The empirical part covers a case study on remote audit (e-audit) process modeling. Further, a discussion on the strengths and weaknesses of e-audit process is included. Final conclusions concern the transformability of process modeling methodologies. This paper contributes to process management theory with explanations of how and why specific e-audit processes are developed and how they expand process managers' practices. The e-audit activities are included in step-by-step processes as well as in the case management model to improve knowledge sharing and practice improvement. | INTRODUCTIONBusiness processes are considered as core assets of many social entities, which focus on process identification, management, controlling, and governance. The processes should respond to the market demand and change according to the requirements of their various actors and to build and maintain the business competitive advantage. Kahloun and Ayachi-Ghannouchi (2020) argue that business process modeling is to support communication among business stakeholders. Modeling the processes for management means establishing their regulatory power and their value for the business. Business process management (BPM) consists of several phases, such as process conceptualization, design, implementation, application, evaluation, and referencing (Reif et al., 2019). By modeling a cyclical sequence of business processes, analysts integrate functionalist and social perspectives on BPM. This paper is organized as follows. Section 1 covers the introduction to process paradigm discussion and an analysis of ISO standards on process modeling. This section also includes the presentation of process modeling concepts and notations. In Section 2, the Literature Survey (LS) on Case Management Model and Notation (CMMN) is located.Section 2 includes also a LS on remote audits and presentation of remote audit case study. The e-audit guidelines are discussed, and its activities are modeled in CMMN and in Business Process Model and Notation (BPMN) in Section 3. This section evaluates the feasibility and potential gain of this approach by discussing how this approach and Camunda tool can be applied to model the internal audit processes realized in a virtual environment. In Section 4, there are resu...

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“…They resemble Reijers and Liman Mansar's (2005) heuristics, but relate more closely to the actual control flow of business processes. Furthermore, Fellmann et al (2019) developed a taxonomy of business process model heuristics which provides an overview of the existing research in this field and helps identify relevant heuristics.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Design heuristics for customer-centric business processes

Frank

Poll

Roeglinger

et al. 2020

BPMJ

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PurposeCustomer centricity has evolved into a success factor for many companies, requiring all corporate activities – including business processes – to be aligned with customer needs. With most existing approaches to business process (re-)design focusing on process efficiency, customers are often treated as second-class citizens. Despite emergent research on customer process management, there is a lack of guidance on how to design customer-centric business processes.Design/methodology/approachThe authors conducted a structured literature review and analyzed companies awarded for outstanding customer centricity to compile design heuristics for customer-centric business processes. The authors iteratively validated and refined these heuristics with experts from academia and industry. Finally, the heuristics was grouped according to their expected impact on interaction capabilities to enable their prioritization in specific settings.FindingsThe authors proposed 15 expert-approved and literature-backed design heuristics for customer-centric business processes together with real-world examples. The heuristics aim at increasing customer satisfaction with interaction-intensive core processes, which is an important driver of corporate success.Originality/valueThe design heuristics complement existing efficiency-centered (re-)design heuristics. They reflect cognitive shortcuts that support process analysts in the generation of innovative ideas during process (re-)design. The heuristics also add to customer process management and help put customer centricity into practice.

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Business process model patterns: state-of-the-art, research classification and taxonomy

Cited by 19 publications

References 24 publications

A Taxonomy of Technologies for Human-Centred Logistics 4.0

A Taxonomy of Technologies for Human-Centred Logistics 4.0

Process modeling paradigm change

Design heuristics for customer-centric business processes

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