Fundamentals of Business Process Management

Abstract

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Aligning Textual and Graphical Descriptions of Processes Through ILP Techniques

“…For the process model, we extract the natural language parts contained on it (from the activities, events, gateways, arcs, lanes and pools), and then a simple lingustic analysis (up to the word sense disambiguation step) is performed. 2 All the information gathered is then used in the feature extraction phase, explained in the next section.…”

“…The reason for this is the different nature stakeholders have: while textual descriptions of processes are well-suited for non-technical users, they are less appropriate for describing precise aspects of the underlying process [1]. In contrast, formal and graphical process notations (e.g., BPMN) are unambiguous representations which can be the basis for automating the corresponding processes within the organization [2], but they are oriented to specialized users. In this context, due to the evolving nature of processes, there is a high risk of having deviations between the different representations, a problem that may have serious consequences for any organization [3].…”

A template-based approach for responsibility management in executable business processes

“…Specifically, the purpose of a BPMS is to coordinate an automated business process so that the work is done at the right time by the right resource (Dumas et al 2013). They rely on the description of business processes as process models represented with different notations, such as (EPC) (Mendling, Neumann, and Nüttgens 2005) or the de-facto standard Business Process Model and Notation (BPMN) (OMG 2011).…”

“…However, although BPMSs use business process models for automation, there is still a gap between these executable process models and business-oriented process models used for communication and analysis. Because of their intent, the latter are not as precise and complete as an executable process model must be (Dumas et al 2013). As a consequence, different methodologies (Dumas et al 2013) and techniques (Graml, Bracht, and Spies 2008; Caron and Vanthienen 2016) for transforming business-oriented process models into executable ones have been developed.…”

“…Because of their intent, the latter are not as precise and complete as an executable process model must be (Dumas et al 2013). As a consequence, different methodologies (Dumas et al 2013) and techniques (Graml, Bracht, and Spies 2008; Caron and Vanthienen 2016) for transforming business-oriented process models into executable ones have been developed. Still, this transformation is known to be slow and error prone (Alotaibi and Liu 2017).…”