Business process managment
Concepts, languages, architectures
Author: Mathias Weske
Second edition
Chapters: 1, 2, 3, 4.2 , 4.4 , 4.7 , 5.1 , 5.7 , 6.1 , 6.4 , 7.1 , 7.3 , 8
Chapter 1
Business administration is interested in:
- Improving operations of companies
- Increasing customer satisfaction
- Reducing the cost of doing business
- Establishing new products
Software community is interested in:
- Providing robust and scalable software systems
BPM (business process management) is based on the observation. Each product is an outcome of a
number of activities. BPM is also used for narrowing the gap between organizational business
aspects and information technology. Lastly, it plays an important role in understanding operations,
design and realization of flexible information systems.
A business process is a collection of activities that take one or more kinds of input and create
output that is of value to customers.
BPM includes concepts methods and techniques to support design, administration, configuration
and enactment and analysis of business processes. A basis is an explicit representation of business
processes with their activities and execution constraints between them.
Business process management systems are generic software systems driven by explicit process
representations to coordinate enactment of business processes.
A business process model is a blueprint
A business process instance is every time the business process model is used. (blueprint executed)
Each BPM model acts as a blueprint for BP instances each activity model acts as blueprints for
activity instances.
A process orchestration is a system with centralized control.
Process choreography is the absence of a central agent (control)
BP life circle
1. Design and analysis
- Surveys on BP and organizational and technical environments conducted. Based on
that BP’s are identified, reviewed, validated and represented by BP models.
- Techniques used:
Validation, simulation and verification
2. Configuration
- System selection, implementation, test and deployment.
Transaction
Transaction manager guarantees that application programs run as transactions and obey
the ACID principal: atomicity, consistency, isolation and durability. Translations are
, executed in an all-or-nothing fashion: not interfere with other transactions, results are
durable and survive future system fails.
3. Enactment
- Operation, monitoring, maintenance
4. Evaluation
- Process mining, business activity monitoring
Administration and stakeholders
- Chief process officer responsible for standardizing and harmonizing business
processes. Secondly, responsible for the evaluation of bp.
- Business engineers are business domain experts responsible for defining strategic
goals of the company. Also responsible for the organizational BP.
- Process designer is responsible for modeling BP by communicating with business
domain experts and stakeholders.
- Process participant conducts actual operational work during enactment. Is also
important during BP modeling.
- Knowledge worker is a process participant who uses software systems to perform
activities in BP. They have detailed knowledge of application domains and can
perform activities autonomously.
- Process owners are responsible for correct and efficient execution of process.
- System architect is responsible for developing and configuring BPM systems so that
configured BPM system enact the BP.
- Developers create software artefacts required to implement BP. Also responsible for
the implementation of interfaces.
Organizational versus operational
Business goals are long-term objective of companies. Business strategies are a plan for
achieving those goals. Those are on the highest level.
The second level:
- organizational processes act as supplier or customer processes
- operational processes have all activities and relationships specified, but
implementation aspects disregarded. Those are specified by BPM models.
- Implemented BP contain information on the execution of process activities.
- Intra-organizational doesn’t involve interaction with BP. It is performed by other
parties
- Collaborative BP is when the collaboration between the persons involved is center
of attention
- Production workflows are well structured and highly repetitive
Flexibility and ability to change is key operational goal of BPM. Also, BPM aims to narrow
gap between the BP that the company performs and the realization of these processes in
software.
Chapter 2: evaluation of enterprise systems architectures
ESA (enterprise systems architectures) is mainly composed of information systems. Guiding
principles of CS:
- identifying sets of related functionalities and interfaces
Concepts, languages, architectures
Author: Mathias Weske
Second edition
Chapters: 1, 2, 3, 4.2 , 4.4 , 4.7 , 5.1 , 5.7 , 6.1 , 6.4 , 7.1 , 7.3 , 8
Chapter 1
Business administration is interested in:
- Improving operations of companies
- Increasing customer satisfaction
- Reducing the cost of doing business
- Establishing new products
Software community is interested in:
- Providing robust and scalable software systems
BPM (business process management) is based on the observation. Each product is an outcome of a
number of activities. BPM is also used for narrowing the gap between organizational business
aspects and information technology. Lastly, it plays an important role in understanding operations,
design and realization of flexible information systems.
A business process is a collection of activities that take one or more kinds of input and create
output that is of value to customers.
BPM includes concepts methods and techniques to support design, administration, configuration
and enactment and analysis of business processes. A basis is an explicit representation of business
processes with their activities and execution constraints between them.
Business process management systems are generic software systems driven by explicit process
representations to coordinate enactment of business processes.
A business process model is a blueprint
A business process instance is every time the business process model is used. (blueprint executed)
Each BPM model acts as a blueprint for BP instances each activity model acts as blueprints for
activity instances.
A process orchestration is a system with centralized control.
Process choreography is the absence of a central agent (control)
BP life circle
1. Design and analysis
- Surveys on BP and organizational and technical environments conducted. Based on
that BP’s are identified, reviewed, validated and represented by BP models.
- Techniques used:
Validation, simulation and verification
2. Configuration
- System selection, implementation, test and deployment.
Transaction
Transaction manager guarantees that application programs run as transactions and obey
the ACID principal: atomicity, consistency, isolation and durability. Translations are
, executed in an all-or-nothing fashion: not interfere with other transactions, results are
durable and survive future system fails.
3. Enactment
- Operation, monitoring, maintenance
4. Evaluation
- Process mining, business activity monitoring
Administration and stakeholders
- Chief process officer responsible for standardizing and harmonizing business
processes. Secondly, responsible for the evaluation of bp.
- Business engineers are business domain experts responsible for defining strategic
goals of the company. Also responsible for the organizational BP.
- Process designer is responsible for modeling BP by communicating with business
domain experts and stakeholders.
- Process participant conducts actual operational work during enactment. Is also
important during BP modeling.
- Knowledge worker is a process participant who uses software systems to perform
activities in BP. They have detailed knowledge of application domains and can
perform activities autonomously.
- Process owners are responsible for correct and efficient execution of process.
- System architect is responsible for developing and configuring BPM systems so that
configured BPM system enact the BP.
- Developers create software artefacts required to implement BP. Also responsible for
the implementation of interfaces.
Organizational versus operational
Business goals are long-term objective of companies. Business strategies are a plan for
achieving those goals. Those are on the highest level.
The second level:
- organizational processes act as supplier or customer processes
- operational processes have all activities and relationships specified, but
implementation aspects disregarded. Those are specified by BPM models.
- Implemented BP contain information on the execution of process activities.
- Intra-organizational doesn’t involve interaction with BP. It is performed by other
parties
- Collaborative BP is when the collaboration between the persons involved is center
of attention
- Production workflows are well structured and highly repetitive
Flexibility and ability to change is key operational goal of BPM. Also, BPM aims to narrow
gap between the BP that the company performs and the realization of these processes in
software.
Chapter 2: evaluation of enterprise systems architectures
ESA (enterprise systems architectures) is mainly composed of information systems. Guiding
principles of CS:
- identifying sets of related functionalities and interfaces
