Business Process Management Framework Research Articles

VO breeding environments & virtual organizations integral business process management framework

This paper presents a set of guidelines in terms of business process for VO Breeding Environments (VBEs) and Virtual Organizations (VOs) management based-on ECOLEAD Project Results. A detail description of an Integral Business Process Management (I-BPM) Framework, using Business Process Modeling Notation (BPMN) is presented. The I-BPM framework describes a set of process models that depict what happens during each VBE and VO management processes, taking the point of view of an external observer, to provide rationale of activities that should be carried out by a set of VBE actors to achieve the expected business process results.

Service-level enforcement in web-services-based systems

Web-services-based systems present challenges for service-level enforcement. Contrary to typical enterprise architectures where we are in control of all services and can easily specify and monitor service levels, here we need self-adapting approaches. This article proposes an approach for the assurance of service levels. The steps of the approach are: the formalisation of requirements using a Service Level Objective (SLO), the formalisation of web service properties in a service-level capability statement and adaptive actions based on the translucent replication of services. The evaluation is based on a reference process model in Business Processing Modelling Notation (BPMN) and subsequent mapping at the infrastructure level. This mapping includes the definition, implementation and deployment of web services that cover the functional requirements, orchestration and coordination of these services using Business Process Execution Language (BPEL), as well as the the runtime monitoring and assurance of Nonfunctional Properties (NFPs) within a business process management framework.

Besigheidsprosesbestuur in mensetaaltegnologiehulpbronontwikkeling: ’n gevallestudie

Business process management in human language technology resource development: a case study Resources play a crucial role in human language technology (HLT), since research and development are largely dependent on its availability. It follows that effective management of these resources is essential to this domain and there are a number of international initiatives that contribute towards such management, e.g. through setting standards for development. Against this backdrop, the objective of this particular article is to investigate the potential of business process management (BPM) to facilitate effective management and standardisation of HLT resource development. BPM systems and principles are commonly applied in production, revenue cycles, process documentation, risk and project management, and a variety of other administrative areas, to improve efficiency. However, its application in the context of HLT resource development has not been thoroughly investigated in the literature. This article presents a theoretical BPM framework for standardisation which takes cognisance not only of routine processes, but also of the unique nature of HLT when it entails software development, which is marked by creative problem-solving processes that are difficult to control. The framework is composed of philosophy and culture definition, standardisation along a selected framework, protocols and tools, and deployment. The validity of this framework is tested in a case study of an HLT research and development centre. Preliminary findings suggest that the framework has the potential to standardise HLT resource development and management processes.

A policy-based authorization model for workflow-enabled dynamic process management

Although workflow has been widely used to support the modeling and execution of business process, the majority of current workflow management systems are not designed and suited for supporting dynamic business processes. One of the deficiencies is the inability to model realistically the organization of an enterprise to manage the dynamic human-centric business processes. A framework for workflow-enabled dynamic business process management is described in the paper. It includes an organizational model and an authorization model for supporting dynamic business processes. More specifically, authorization policies are expressed in an SQL-like language which can be easily rewritten into query sentences for execution. In addition, the framework supports dynamic integration and execution of multiple access control polices from disparate enterprise resources. Finally, a prototype implementation of the dynamic business process management framework is described.

New Developments in Practice II: Enterprise Application Integration

The term enterprise application integration (EAI) refers to the plans, methods, and tools aimed at modernizing, consolidating, integrating and coordinating the computer applications within an enterprise. The need to integrate across applications is being driven by customer demand for access to information and the desire of the business for a single point of contact with their customer base. The challenges are significant because of the variety of technologies in need of integration and because integration cuts across lines of business. This paper distinguishes among four different (but related) targets of EAI: • Data-level integration • Application-level integration • Process-level integration • Inter-organizational-level integration The paper then discusses the technologies that assist with this integration (the “EAI toolkit”) under the following categories: • Asynchronous event/message transport • Transformation engines • Integration brokers • Business process management frameworks The paper concludes by outlining six key strategies for managing EAI suggested by a group of senior IT managers from leading-edge firms.

A framework for business process management

A framework for business process management facilitates the implementation, management and improvement of process-based organisations. In order to do so, organisations require new capabilities such as change roadmaps, knowledge management and balanced performance measures.