Make Business Processes Research Articles

RFID Event Analysis Based on Complex Event Processing

A variety of devices and ubiquitous computing systems such as RFID (Radio Frequency Identification) generate and exchange significant events during their execution. In this paper, compared to most existing RFID framework, We provide a framework of RFID system based on Complex Event Processing which aims at providing a scalable solution for gathering, filtering, and providing clean RFID data. We design a complex event detection algorithm of performing Complex Event Processing directly over unreliable RFID event streams by incorporating cleansing requirements into complex event specifications. We explain how raw RFID events can make business process data accessible for process mining. The results of this research can be widely used for RFID events analysis in various areas such as logistics and manufacturing systems.

A Method for Bridging the Gap between Business Process Models and Services

Many proposals in the literature are consensual in making business processes as the starting point of a Service-Oriented system development lifecycle. However, there is no systematic approach that can be easily applied in practice. We argue that an effective SOA approach requires an integrated view of organizational business processes, where services are explicitly related to business models components. Accomplishing these requirements is vital for bridging the gap between business needs and their supporting services. This work proposes a top-down method for service identification and analysis from business process models. Each step of the method implements a set of heuristics that are also specified. The method is presented in detail, and constitutes a systematic guide for service identification and analysis. A case study is conducted to demonstrate the use of the method in practice.

CLOUDS BASED TECHNOLOGICAL BUSINESS ENGINEERING

Nowadays there are various views on the future of business architecture. On the one hand, it’s getting strongly influenced by IT: information flows are growing rapidly and walls between the departments or even sub-companies are dissolving or at least start to fade. On the other hand, business architecture incumbents are not often ready for quick e-transformations due to their silos: inner friction, employees and “as-is” processes. The scope of the new range of architecture seems to be an interdisciplinary combination of the approaches and is getting out of concept layer. In this study an analysis of co-adoption of several modern concepts of the new enterprise architecture creation- real-time business processes generation on the global cloud-based self-generated business service basis is provided. The feedback loop makes business processes as visible for corrections as locally efficient. The architecture itself takes the responsibility for the global efficiency and strategy goals achievement. The main obstacle for such business development or reengineering on a platform of basic or referential patterns is a ‘human factor’, which is a key issue in resource usage for such processes.

The Challenge of Dynamic Services in Business Process Management

Advances in mobile and embedded computing have led to a computing environment that embraces personalisation, mobility and real-time computing. As a result Service-Oriented Architectures (SOA) has to adopt new methods of service security, service management and service execution. For business processes these adaptations yield challenges in terms of process modeling, delivery and execution. In order to make Business Process Management (BPM) work in practice in these new environments, what changes are needed in order to support increasingly dynamic and decentralised services in BPM?

An Advanced Technology Selection Model using Neuro Fuzzy Algorithm for Electronic Toll Collection System

Selecting an optimum advanced technology system for an organization is one of the most crucial issues in any industry. Any technology system which makes business process more efficient and business management more simplified is one of the important Information System (IS) to the organization. The comprehensive framework is a three-phase approach which introduces two main ideas, one is the adopting of the McCall software quality model which is extracted from technology management essentials, and use the factors of McCall software quality model to be some of the technology selection criteria. Another major point is implementing and proposing a model based on this research using Neuro-Fuzzy algorithm to evaluate advance technology selection. This paper includes the concept of a new multi attribute selection process which combines both the Fuzzy logic (linguistic) and Neural network (integral valuation) methodology to evaluate or estimate a technology for Electronic Toll Collection System. Managers will be able to use this model for selecting a new technology in to their organization.

Development Support Tools for Enterprise Resource Planning

Implementing an enterprise system involves capturing all information necessary to make business processes work in an integrated fashion, and reflecting this integration in source code. Enterprise resource planning implementations should also exploit reuse of existing system elements. ERP tools typically work on top of a framework, using prefabricated modules to create customized variants of the system. Among the free and open source ERP systems, only ERP5 offers a comprehensive set of tools tailored to its framework that, together with other off-the-shelf tools, provide support for creating new modules and entire new systems.

Increasing business flexibility and SOA adoption through effective SOA governance

Most organizations understand the need to address service-oriented architecture (SOA) governance during SOA adoption. An abundance of information is available defining SOA governance: what it is and what it is not, why it is important, and why organizational change must be addressed. Increasingly business and information technology (IT) stakeholders, executive and technical, acknowledge that SOA governance is essential for realizing the benefits of SOA adoption: building more-flexible IT architectures, improving the fusion between business and IT models, and making business processes more flexible and reusable. However, what is not clear is how an organization gets started. What works and what does not work? More importantly, what is required in SOA governance for organizations to see sustained and realized benefits? This paper describes a framework, the SOA governance model, that can be used to scope and identify what is required for effective SOA governance. Based on client experiences, we describe four approaches to getting started with SOA governance, and we describe how to use these four approaches to make shared services (services used by two or more consumers), reuse, and flexibility a reality. We also discuss lessons learned in using these four approaches.

Collaborative innovation in ubiquitous systems

Advances in microelectronics, semiconductor and information and communication technologies allow the creation and the development of ubiquitous systems. These intelligent systems would enable and support new dimensions of collaboration that can make business processes more efficient. In this paper, we analyse the possible contribution of the upcoming level of intelligence to collaborative innovation processes within and between enterprises as well. Considering collaborative networks and virtual organisations we propose a cyclic structure for innovation and a number of ubiquitous systems that have the potential to support different phases of the process. They would empower already existing Data Management Systems by functionalities and features of ubiquity and contribute to the future extension of the product lifecycle management approach (PLM).

Business information modeling for process integration in the mold making industry

Driven by industrial needs and enabled by the latest information technology, enterprise integration has rapidly shifted from information integration to process integration for performance excellence in the entire business process. This paper reports on the modeling of a business information model which enables mold making companies to achieve business process integration. The needs of process integration in mold making companies are first highlighted. Typical mold making business processes are analyzed and four critical business processes to be integrated are identified. Further, a process-oriented business information model is proposed, which associates business information entities to meet the needs of all business processes. Based on the model, the integration of four critical business processes is investigated, which enables seamless information flows to streamline the business processes, maximize information sharing across the business processes and achieve the automation and concurrency of the business processes. Finally, the implementation and benefits to industry of the system derived from the developed information model is presented.

Web services and business process management

Web services based on the service-oriented architecture framework provide a suitable technical foundation for making business processes accessible within enterprises and across enterprises. But to appropriately support dynamic business processes and their management, more is needed, namely, the ability to prescribe how Web services are used to implement activities within a business process, how business processes are represented as Web services, and also which business partners perform what parts of the actual business process. In this paper, the relationship between Web services and the management of business processes is worked out and presented in a tutorial-like manner.

Integrated enterprise modelling: A method for the management of change

'The capability to adjust to new conditions quickly has developed into a decisive competitive advantage. You cannot waste any time if you want to be successful.' (Emeritus Professor Dr h. c. mult. Changing conditions in the market place issue new challenges to small- and medium-sized enterprises. Organization and qualification of employees have to be adjusted to the modified situation. If the only steady factor is change, the management of change is going to be the outstanding role of the leader. The successful structuring of change processes requires powerful methods and tools: to make business processes transparent and lean; to find a common 'corporate language' based upon customers benefits and shareholders value; Dr-Ing. G. Spur) to bring together process know-how in a central information base. This contribution summarizes the experiences from several projects. We will show how the synchronization of necessary reengineering measures makes corporate knowledge active, e.g. to improve the shareholders value, reduce investment costs, and shorten the duration of projects. As successful examples two medium-sized companies are described.

Applying information technology to reengineering

Information technology (IT) makes business process reengineering possible—and makes it worthwhile. For example, PC and network technologies facilitate simplified processes, promote decentralized decision making, and empower front line employees. So IT and reengineering should be seen as Siamese twins—don't expect to get far with one without paying close attention to the other.