Combining i* and BPMN for Business Process Model Lifecycle Management

Abstract

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.

Modeling Simultaneous Cooperation and Competition Among Enterprises

“…For example, we were not able to clearly show sequences in our models and had to explain this via accompanying text. We acknowledge that some researchers have combined i* with BPMN for depicting conditionality in process flows (Koliadis et al 2006). …”

Practical Challenges for Methods Transforming i* Goal Models into Business Process Models

“…The work of Koliadis et al (KVBKG [24]) offers a method for business process model lifecycle management, which enables users to create business process models from goal models and discover goals from business process models. Only the conversion of goals to business process models is considered within the scope of this study.…”

Validation of User Intentions in Process Models

“…Such goal models are then used to control variability and configuration of processes. Finally, Koliadis et al [2] annotate activities of process with effects, whereby these effects serve for a comparison of a process with goals, i.e., effects of activities are compared with goal fulfillments. The basic principle is to reflect changes from an i model to a BPMN model and vice versa.…”

“…7). Related research concentrates on basic mapping and alignment principles between goal models [2,3,4] or business models [5,6] and process models. Their main focus is either on enriching a process model with goals and relationships between goals or on transformations between goal models and process models.…”