Separation of Decision Modeling from Business Process Modeling Using New “Decision Model and Notation” (DMN) for Automating Operational Decision-Making

Biard, Thierry; Mauff, Alexandre Le; Bigand, Michel; Bourey, Jean Pierre

doi:10.1007/978-3-319-24141-8_45

Cited by 40 publications

(23 citation statements)

References 2 publications

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“…Listing 1 shows the pseudo-code for an example set of decision rules (note that all variables are ordinarily scaled). BPX environments typically have specialized engines for dealing with decision rules [38].…”

Section: I2mentioning

confidence: 99%

Simulating, Off-Chain and On-Chain: Agent-Based Simulations in Cross-Organizational Business Processes

Kampik

Najjar

2020

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Information systems execute increasingly complex business processes, often across organizations. Blockchain technology has emerged as a potential facilitator of (semi)-autonomous cross-organizational business process execution; in particular, so-called consortium blockchains can be considered as promising enablers in this context, as they do not require the use of cryptocurrency-based blockchain technology, as long as the trusted (authenticated) members of the network are willing to provide computing resources for consensus-finding. However, increased autonomy in the execution of business processes also requires the delegation of business decisions to machines. To support complex decision-making processes by assessing potential future outcomes, agent-based simulations can be considered a useful tool for the autonomous enterprise. In this paper, we explore the intersection of multi-agent simulations and consortium blockchain technology in the context of enterprise applications by devising architectures and technology stacks for both off-chain and on-chain agent-based simulation in the context of blockchain-based business process execution.

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Section: I2mentioning

confidence: 99%

Simulating, Off-Chain and On-Chain: Agent-Based Simulations in Cross-Organizational Business Processes

Kampik

Najjar

2020

Information

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“…Recently, more attention was given to the separation of process and decision logic. Decoupling decisions and processes to stimulate flexibility, maintenance, and reusability, yet integrating decision and process models is of paramount importance [2], [4], [7], [8]. Hence, the DMN standard can play a vital role in knowledge-and decisionintensive processes [9].…”

Section: A Integrating Processes and Decisionsmentioning

confidence: 99%

“…The process-centric approach to decisions is the most prolific in literature [4], [16]- [21]. This approach views decisions as local concerns pertaining to decision points in the process model.…”

Section: A Process-centric Approachesmentioning

confidence: 99%

“…An increased interest in separating the decision and process concerns in modeling and mining is present in scientific literature, as illustrated by the vast body of recent literature on Decision Model and Notation [1]- [4]. The first version of the Decision Model and Notation was published in September 2015, while the DMN 1.1 [1] version was made available in June 2016.…”

Section: Introductionmentioning

confidence: 99%

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Redesigning Processes for Decision-Awareness: Strategies for Integrated Modelling

Hasić

Smedt

Vanthienen

2018

2018 11th International Conference on the Quality of Information and Communications Technology (QUATIC)

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The integration of decisions into processes has seen a surging interest in literature since the introduction of the Decision Model and Notation (DMN) by the Object Management Group (OMG) in 2015. The DMN standard has successfully been adopted in both industry and academia, as it provides a suitable approach towards filling the void of decision representation in the field of Business Process Management (BPM). Although a number of approaches exist in literature on how to build DMN models, or on how to extract DMN models from process models, no clear modelling strategies have been presented to introduce decision-awareness into existing processes. This paper discusses strategies for integrated process and decision modelling, as well as their implications for process redesign in order to render processes decision-aware. The modelling strategies are inferred from literature, as existing approaches are categorised, and their advantages and disadvantages are elaborated upon.

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“…Some first examples of studies that have employed DMN can be found in the literature (AA et al, 2015; BAZHENOVA; WESKE, 2015; JANSSENS; SMEDT; VANTHIENEN, 2016). Biard et al (2015) highlights the fact that DMN has a great potential for modeling decisions in collaborative networks. Furthermore, Batoulis et al (2015) described a methodology, which aims to derive a DMN model from business processes, and adapts the original process model by replacing the decision logic accordingly.…”

Section: Business Models and Notationsmentioning

confidence: 99%

An approach for improving decision-making with heterogeneous geospatial big data: an application using spatial decision support systems and volunteered geographic information to disaster management

Horita¹

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Separation of Decision Modeling from Business Process Modeling Using New “Decision Model and Notation” (DMN) for Automating Operational Decision-Making

Cited by 40 publications

References 2 publications

Simulating, Off-Chain and On-Chain: Agent-Based Simulations in Cross-Organizational Business Processes

Simulating, Off-Chain and On-Chain: Agent-Based Simulations in Cross-Organizational Business Processes

Redesigning Processes for Decision-Awareness: Strategies for Integrated Modelling

An approach for improving decision-making with heterogeneous geospatial big data: an application using spatial decision support systems and volunteered geographic information to disaster management

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