Formal methods in object oriented business modelling

Glykas, Michael; Valiris, George

doi:10.1016/s0164-1212(99)00043-6

Cited by 15 publications

(5 citation statements)

References 27 publications

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“…Business process analysis has rapidly gained appreciation as the appropriate approach to research and practice in the management of organizations in the increasingly competitive environment of the 1990s and beyond. The emergence of business process analysis as a new paradigm for management research is a result of a coming together of a wide range of different strands of thinking, rather than a coherent theoretical development of business process concepts (Ould, 1995; Glykas and Valiris, 1998; Gykas and Valiris, 1999).…”

Section: The Adjust Toolmentioning

confidence: 99%

Effort based performance measurement in business process management

Glykas

2011

Knowl Process Manag

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Aegean Technopolis, The Technology Park of the Aegean RegionThis paper presents a holistic methodology and associated toolset for business process modelling and analysis. The importance of integrating performance measurement (PM) indicators and tools in business process management has been identified in the literature as well as contemporary approaches that attempt to give a solution to this problem. However, most of these approaches propose solutions based on theories and techniques used in other disciplines or research fields which approach the issue of performance measurement in BPR from their individualistic perspective. In the majority of cases the proposed theories and techniques prove to be inadequate to measure performance holistically and integrate, organizational, human resource management, process management and workflow management concepts. The resulting methodology and toolset is based on business analysis ratios that define and measure key performance indicators in qualitative and quantitative terms and identify the relationships between them. These ratios allow enterprises to achieve a performance evaluation tool for continuous improvement in their attempt to respond and adapt quickly to turbulent markets. The performance measurement toolset (called ADJUST) is used for (1) planning different reorganization scenarios for the achievement of desired performance, (2) for assessing real time performance and (3) reporting deviations from desired planned performance. In order to monitor and assess real time performance the ADJUST software tool provides interfaces to three kinds of management tool categories, namely:Process management tools (PMT): business models, cycle time, primitive cost, etc. Human resource management (HRM) tools: job descriptions, performance measures, etc. Workflow management (WFM) tools: transactions, business rules, workflow models, etc.The ADJUST business analysis engine is based on employee effort analysis and provides meta-analysis of data analysed in PMT and HRM tools. Data like activity sequencing, cycle times, primitive costing, etc. from PMT tools are analysed in ADJUST in order to assess the percentage of high-business and low value added activities, mission-non mission activities, concentration analysis, etc. Knowledge management elements are integrated to job descriptions and associated with performance measures and workflow elements. Similarly, job descriptions and performance measurement data that are provided by HRM tools are analysed further in terms of cost to manage, principal-agent analysis etc. In the case of WFM tools the ADJUST system provides not only meta-analysis of workflow processes, transactions and document flows but also dynamic monitoring of their performance in real time.

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Section: The Adjust Toolmentioning

confidence: 99%

Effort based performance measurement in business process management

Glykas

2011

Knowl Process Manag

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“…In the next sections, we present a system that attempts to integrate all these concepts in the workflow engine and present real‐time data and comparisons between planned and real performance. The resulting tool has been developed over many years, and its validity has been assigned in real‐life case studies (Glykas and Valiris, ; Valiris and Glykas, ; Gykas and Valiris, ; Valiris and Glykas, ; Valiris and Glykas, ; Xirogiannis and Glykas, ; Glykas, ; SMD, ).…”

Section: Workflow Languagesmentioning

confidence: 99%

Performance Measurement in Business Process, Workflow and Human Resource Management

Glykas

2011

Know. Process Mgmt.

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Organisational performance measurement systems still suffer from different shortcomings such as the following: performance measurement is still focused too strongly on financial performance indicators found on balance sheets and accounting information, business processes are not measured systematically, real-time performance data become available with a considerable time lag, access to performance data is complicated, and the performance measurement processes are poorly defined.During execution, a system records a series of data useful for both scheduling of tasks and for overall performance evaluation of the process and other organisational elements. These real-time data allow the comparison between planed and actual performance. In this paper, we present a process monitoring tool that integrates process modelling and analysis tools with human resource management and management tools. The aim of the tool is to allow performance measurement at both the individualistic (employee) level and the holistic (process-organisational unit) level with changes in one level being transferred to the other in an integrated manner. Analysis is performed on effort-based activity-based costing at both aforementioned levels.

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“…In the business process engineering field, business rules are more or less viewed as the workflows (Hasselbring, 2000;Lee et al, 1999;Liu & Ong, 1999;Liu et al, 2002;Presley & Liles, 2001;Kardasis & Loucopoulos, 2005). Several research reports have provided more holistic views of business rules for enterprise information systems in terms of constraints, structures, processes, actions, behaviors, and/ or derivation (BRGF, 2000;Glykas & Valiris, 1999;Shao & Poud, 1999;Snoeck & Michiels, 2002), although there have been no reconcile definitions of these terms.…”

Section: Classification Of Business Rulesmentioning

confidence: 99%

Managing Resource Allocation and Task Prioritization Decisions in Large Scale Virtual Collaborative Development Projects

Melouk

Raja

Keskin

2010

Information Resources Management Journal

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The authors use a simulation approach to determine effective management of resource allocation and task prioritization decisions for the development of open source enterprise solutions software in the context of a large scale collaborative development project (CDP). Unlike traditional software systems where users have limited access to the development team, in open source environments, the resolution of issues is a collaborative effort among users and the team. However, as the project grows in size, complexity, and usage, effective allocation of resources and prioritization of tasks become a necessity to improve the operational performance of the software system. In this paper, by mining an open source software repository, the authors analyze the effects of collaborative issue resolution in a CDP and its effects on resource allocation of the team developers. This article examines several scenarios to evaluate the effects of forum discussions, resource allocation, and task prioritization on operational performance of the software system.

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Formal methods in object oriented business modelling

Cited by 15 publications

References 27 publications

Effort based performance measurement in business process management

Effort based performance measurement in business process management

Performance Measurement in Business Process, Workflow and Human Resource Management

Managing Resource Allocation and Task Prioritization Decisions in Large Scale Virtual Collaborative Development Projects

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