Conceptualizing Routing Decisions in Business Processes: Theoretical Analysis and Empirical Testing

Abstract

Business process models are widely used for purposes such as information systems analysis, improving operational efficiency, modeling supply-chains, and business process reengineering. A critical aspect of process representation involves a choice among alternative or parallel routes. Such choices are usually represented in process models by routing structures that appear as "split" and "merge" nodes. However, evidence indicates that modelers face difficulties representing routing options correctly. Clearly, errors in representing routing options might negatively affect the effective use of business process models. We suggest that this difficulty can be mitigated by providing process modelers with a catalog of routing possibilities described in terms that are meaningful to analysts. Based on theoretical considerations, we develop such a catalog and demonstrate that its entries have business meaning and that it is complete with respect to a defined scope of process behaviors that do not depend on resources or on software features. The catalog includes some routing cases not previously recognized. We tested experimentally the catalog in helping subjects understand process behavior. The findings demonstrate that the catalog helps modelers understand and conceptualize process behavior and that the likely reasons are its completeness and the practical terms used to describe its entries. . 1 An exception is the domain-specific language Picture (Becker et al., 2010). Picture uses building blocks where decisions are embedded in activities (without splits). This is aimed at avoiding multiple conflicting representations of a situation, and to facilitate automated model analysis.process behavior. We then discuss the significance of the results, summarize the work, and suggest further research. Cognitive Aspects of Process ModelingEmpirical observations (Pinggera et al., 2012) have indicated that process modeling involves three phases. The first is comprehension, in which the modeler develops an understanding of the represented domain. The second, modeling, occurs when this understanding is transformed into modeling constructs. Thirdly, reconciliation occurs when model elements are reconciled, moved, and renamed, to improve appearance and clarity. These three phases are repeated, each iteration relating to a chunk of the model. Iterative chunking has been addressed by cognitive problem-solving theories (Newell and Simon, 1972), which suggest that tasks are typically addressed in smaller parts (chunks) due to limitations in working memory (Miller, 1956).We consider the construction of a process model to represent a given domain behavior as a problem-solving task, and the model as the solution. We focus on the comprehension phase, when the modeler develops a domain understanding. The domain understanding will be mapped into constructs of a modeling language.According to Newell and Simon (1972), the problem-solver formulates a mental model of the problem, and uses it to reason about the solution and to apply solution procedures....

Comprehension of Procedural Visual Business Process Models

“…Together the characteristics of the process model, such as model-based metrics, and the content of the labels and the characteristics of the comprehension task determine the intrinsic cognitive load of a comprehension task. Therefore, cognitive load is also influenced by how comprehension is measured, as comprehension performance in an experiment varies according to the questions asked (Figl and Laue 2015) and the kind and amount of assistance given to subjects (e.g., Soffer et al 2015).…”

“…Pichler et al (2012) report strong evidence that comprehension accuracy is higher for sequential tasks that relate to local parts of the models (e.g., how input conditions lead to a certain outcome) than it is for more global circumstantial tasks (e.g., what combination of circumstances will lead to a particular outcome). Soffer et al (2015) find that providing a catalog of routing possibilities is helpful in increasing comprehension accuracy because of the direct availability of cases in the catalog and reduced need for cognitive integration. In addition, invalid statements on a process model are easier to identify than valid statements (Figl and Laue 2015), probably because only one falsifying argument must be found to complete such a comprehension task correctly.…”

Contribuições da modelagem de processos para o controle financeiro: um guia para aplicação em um Centro de Pesquisa Clínica

“…Os processos de negócio podem ser visualizados como uma representação gráfica da organização e/ou ser utilizados para tomada de decisão e realização de mudanças organizacionais (SANCHEZ- GONZALEZ et al, 2013). Além de serem um ponto chave para análise dos processos de negócio, os modelos são base para a implementação de sistemas de fluxo de trabalho e sistemas de informação (SOFFER; WAND; KANER, 2015). Inclusive, a modelagem de processos é uma etapa fundamental nas estratégias de negócio envolvendo oportunidades de negócio ou respostas à competição (ROLÓN et al, 2015).…”

“…São técnicas muito utilizadas nos ambientes de processos de negócio devido sua vantagem de facilitar aMajeed (2008), pag. 70 A construção de um modelo de processo pode ser percebida também como uma tarefa voltada a resolução de problemas, e o modelo em si pode ser considerado a solução do problema (SOFFER; WAND;KANER, 2015). No entanto, a fim de obter um modelo de processo consistente e que represente a realidade organizacional é necessário um planejamento da modelagem de processos.…”

“…O BPMN utiliza diagramas e flowcharts no desenho do modelo de processo(ROLÓN et al, 2015). Os principais elementos de um modelo de negócio são as atividades, estruturas de rotas/caminhos e de fluxo de controle (SOFFER; WAND;KANER, 2015). A versão 1.x do BPMN possui quatro elementos básicos utilizados para a construção dos diagramas (CHINOSI;TROMBETTA, 2012;ROLÓN et al, 2015).…”