Go4Flex: Goal-Oriented Process Modelling

Abstract

Many companies consider business process management strategies a fundamental source for successful business operation. Despite this importance of business processes a conceptual and operational gap still exists between the business and the IT view of processes. In this paper we argue that an important reason for this gap is the strong focus of IT on the behaviour and execution perspective of workflows while more abstract and higher-level process properties are often neglected. This is especially apparent in the way processes are modelled and described on the IT-side using state of the art modelling approaches like BPMN. The presented Go4Flex research project, which is conducted in cooperation with Daimler AG, has the objective of bringing together both sides by establishing higher-level modelling concepts for workflows, which results both in increased intelligibility of workflow descriptions for business people and greater consideration for the way processes are described on the business side. The core idea of the approach is to strengthen the context perspective of a workflow by introducing different kinds of goals and goal relationships in addition to the established activity-centred behaviour model. The applicability of the approach is further illustrated with an example workflow from Daimler AG.

Validation of Agile Workflows Using Simulation

“…The first is the well-known Business Process Modeling Notation (BPMN, see [12]), which has been extended with task and edge annotations, allowing it to be directly executed by an interpreter. In addition, an additional notation called Goal-oriented Process Modeling Notation (GPMN, see [13]) has been developed, which allows the description of goal-oriented workflows using goal hierarchies. Workflows implemented using GPMN are converted into BDI agents at runtime.…”

Relacionando requisitos de software e competências de recursos humanos através de modelos organizacionais

“…Diversas propostas de linguagens para modelagem organizacional foram desenvolvidas (ex. [1], [2], [9], [12], [15], [20]), entretanto, não exploram conceitos específicos provenientes dos diferentes domínios organizacionais, como os utilizados neste trabalho, provenientes do domínio de RH. Comumente, a modelagem organizacional representa os recursos humanos como "atores" os quais são responsáveis por tarefas e objetivos.…”

Using Process Indicators to Help the Verification of Goal Fulfillment

“…This is discussed in profusion in academia, (Guizzardi and Reis, 2015), (Sousa and Leite, 2014), (Cardoso et al, 2011), (Cappelli et al, 2010), (Behnam, 2010), (Braubach et al, 2010), (Singh and Woo, 2009), (Soffer and Wand, 2005) and (Kueng and Kawalek, 1997), but the state of practice is still far from these proposals. Difficulties are numerous, from lack of understanding of the appropriate level of goals' abstraction, exacerbated focus on operational layer, the lack of and effective ability to measure goals achievement through business processes execution, to the absence of appropriate computer support (Cardoso et al, 2011), (Behnam, 2010), (Braubach et al, 2010), (Singh and Woo, 2009). This is particularly present in the scenario of organizations that model their processes without identifying and organizing their goals beforehand.…”