Book Business Process Technology

D. Draheim. Business Process Technology. Springer-Verlag 2010.

Business Process TechnologyA Unified View on Business Processes,Workflows and Enterprise Applications

Dirk Draheim

FiguresListings

Figures

Business ProcessModelling

gaps and tensions

WorkflowDefinition

ApplicationProgramming

Fig. 1.1. Gaps and tensions between business process modeling, workflow control and dialogue control

Fig. 2.1. Applying the cohesion principle of business process reengineering.

BusinessProcess

Reengineering

Businessunits

(i)(ii)

(c) (e) (f)

Fig. 2.2. Identifying and extracting a potentially parallel activity.

synchronization

1 2 3 5 6 7 8 944b

1 2 35 6 7

parallel split

hidden independent activity

BusinessProcess

Reengineering

time savings

Fig. 2.3. Gaining routine with tasks by running process instances in parallel.

1A 2A 3A

1B 2B 3B

1C 2C 3C

time savings

sequential process execution

parallel process executionroutine

Fig. 2.4. Creating specialized processes for alternative cases.

1 2 3 8 9 10

sufficient forfirst case

BusinessProcess

Reengineering

first case

second case

decision point

4 5 6 7

sufficient forsecond case

1 2 3 104 5 8 9 timesavings

1 2 3 106 7 8 9

Fig. 2.5. Creating a specialized activity for a lean case.

1 2 3 5 6 74

sufficient for lean case

BusinessProcess

Reengineering

time savings

1 2 3 5 6 74

1 2 3 4b 4c 7

standard case

lean case

decision point

Fig. 2.6. Business process managementlifecycle.

Business Process

Execution

Business Process

(Re-)Definition

Business Process

Monitoring

Business Process Optimization

Fig. 2.7. The Deming wheel for quality control.

objectives

are fixed

processes

arerun

objectivesare

monitored

improvementsare

Fig. 2.8. The business continuity management lifecycle according to British standard BS 25999.

Understandingthe Organization

DeterminingBCM Strategy

Developing and Implementing BCM Response

ExercisingMaintainingReviewing

BCMprogram

management

Embedding BCM in the

Organization

Fig. 2.9. The stages of the incident timeline according to BS 25999.

back to normalas quickly as possible

Incident Response

Business Continuity

Recovery/Resumption

Fig. 2.10. ITIL v3 best practices stacktackling business continuity.

Service Strategy

Service Design

Service Transition

Service Operation

Service Catalogue Management

Service Level Management

Capacity Management

Availability Management

Continuity Management

IT Security Management

Supplier Management

Event Management

Incident Management

Request Fulfilment

Problem Management

Access Management

Integrationalong thevalue chain

Fig. 2.11. Enterprise application integration as seen by IBM's On Demand Business strategy.

Purchasing

Manufacturing

Sales Distribution

partnerssuppliers

vertical integration

Fig. 2.12. Forrester Research poll on which business problems are important resp. very important.

Inability to support employees, partnerand customer collaboration

Slow upgrade to new functionality

Lack of visibility and analytic insightinto process results

Limits on process change due to application inflexibility

High cost compared to value

Mismatch between application functionality and business requirements

Lack of industry-specific functionality

Inability to extend businessprocesses to external partners

Inadequate support for cross-functional processes81%

Fig. 2.13. Total impact of IT ownership.Total Impact

of IT Ownership

Total Costof Ownership

Total Benefitof Ownership

HardwareCosts

SoftwareCosts

OperationsCosts

Cost Savings Profit

Quality of Service

Availability Scalability Security

ProbabilisticCosts

AuxiliaryBenefits

3.1. System architecture of IBM's San Francisco framework.

Java Virtual Machine

Foundation

Common Business Objects

Core Business Processes

Independent Software VendorSolutions

Fig. 3.2. Efforts for division of labour and productizing according to Frederik Brooks.

GeneralizationTestingDocumentationMaintenance

InterfacesSystem Integration

ProgrammingSystemProduct

ProgrammingSystem

ProgrammingProduct

Program

Fig. 3.3. An example manufacturing execution system.

03 05 09 12 14 16

02 04 08 11 13

06 07 10 15 17

010604

B3B4B5B6

8:00 8:30 9:00 9:30 10:00 10:30 11:00 11:30 12:009:23

Fig. 3.4. Production planning, execution and control system architecture.

SunSatFri

ThuWedTueMo

Machine and Device Control

Manufacturing Execution System

Production Planning System

productionschedule

operationalcommands

productionreport

operationalresponse

ISA-95

ISA-88

111098765

18171615141312

25242322212019

313029282726

October

Fig. 3.5. Industrial information integrationbackbone.

Manufacturing Execution System (MES)

Production Planning System (PPS)

productionschedule

productionreport

operationalcommands

operationalresponse

IndustrialInformationIntegrationBackbone

operationalcommands

operationalresponse

Fig. 3.6 Cut-out of the Wal-Mart data warehouse schema.

POS_TRANSACTIONPCS_MERCHANDISE

DISCOUNT

TENDERFREQ_SHOPPER

UPC_XREF

CUSTOMER

CUSTOMER_TENDER_XREF COUPONCASH

OTHER_TENDERCREDIT_CARD

YEAR_DT

QUATER_DTMONTH_DT

WEEK_DT

DAY_DTHOUR_TIME

HOLIDAY

PRODUCT

MERCHANT GROUP

MERCHANT SUBGROUP

DEPARTMENTCLASS

PRICING REMARKS

VENDOR

RETAIL PRICEEVENT

DISTRICT

REGIONDIVISION

STORE_DEPT

FLOOR_LOCATION

OPERATIONAL_DEPT

time dimension operational hierarchy

facts(point of sale)

product dimension

Fig. 3.7. Completely crosscutting informationbackbone.

Manufacturing Execution System (MES)

Enterprise Resource Planning (ERP)

productionschedule

productionreport

operationalcommands

operationalresponse

operationalcommands

operationalresponse

Business Intelligence (BI)

processreport

planningrules ADW

Fig. 3.8. Direct analytical processing for manufacturing data.

ERP AnalyticalProcessing

Fi.g 4.1. Business process definition and business process supervisory.

A B C D

E F G Hbusiness process

design

business processsupervisory

A B C D

E F G H

A B C D

E F G H

A B C D

Fig. 4.2. Workflow supervisory and workflow automation.

Gworkflowsupervisory

A B C D

E F G H

A B C D

E F G H

A B C D

•Task C•Task F•Task E

•Task D•Task H•Task D

Dialoguest

sworkflow

automation

Fig. 4.3. Workflow Management Coalition workflow reference model.

WorkflowApplication

WorkflowApplicationWorkflow

ApplicationWorkflowEngine

WorkflowControl Data

WorkflowRelevant Data

Organizational Role/Model Data

Process Definition

WorkflowApplicationsUser Interface

Definition Tool

Worklist Handler

Administrator

invokes

interprets

referencesreferences

update

maintainsrefers to

Work List

generates

interactvia work listWorkflow

EnactmentService

WorkflowApplications

software components and data of workflow management system externalproducts and data

Fig. 4.4. Complex business process state resulting from business process cycle.

instantiation

Fig. 4.5. Supervision of production process instances.

A1 A2 A3

B1 B2 B3B4 B5 B6

03 05 09 12

02 04 08 11

06 07 10

010604

B3B4B5B6

8:00 8:30 9:00 9:30 10:00 10:309:23

Fig. 4.6. Example ARIS process chain.

Customerorder arrived

OrderPlanning

CustomerOrder

ManufacturingOrders

ProductionPlan

Confirmation

CustomerOrder

Orderaccepted

Orderincluded

in planning

OrderProcessing

Event Function Information Object Business PartnerOrganizational Unit Output

Fig. 4.7. Events in business process modeling languages and Petri nets.

confirmregistration

registrationconfirmed

captureregistration

insertdata

datainserted

registrationcaptured

processregistration

registrationprocessed

captureregistration

registrationcaptured

confirmregistration

insertdata

datainsertedregistration

confirmed

processregistration

registrationprocessed

event or transition

condition or place

(i)(ii)

Fig. 4.8. Alternatives to express decision points in visual process specifications.

default alternative

event-drivenprocess chain

DIN66001flowchart(i)

decisionconstruct

Fig. 4.9. Modeling an expiring condition.

confirmregistration

insertdata

processregistration

If the registration has been confirmed and the data has been inserted proceed with processing the registration. If the data has been inserted and it takes more than 1 day before the confirmation has been completed, repeat the data insertion step in order to check whether the data is still valid.

Fig. 4.10. Specification of starting an operation process in a hospital.

operating theatreavailable

operationrequested

operationsurgeon teamavailable

4.11. A Petri net specification of starting an operation process.

surgeon teamnot available

OP theatrenot available OP theatre

available

surgeon teamavailable

operation

operationrequested

4.12. Alternative specification of starting an operation process.

operationrequested V

surgeon teamavailable

andOP theatreavailable

operation

Fig. 4.13. Specification of an even simpler start of an operation process.

Voperationrequested

operation

4.14. A Petri net specification of the operation process.

operationoperationrequested

OP theatremaintenance

maintenancerequested

OP theatreavailable

Fig. 4.15. Attempt to model processes competing for a resource.

operation

maintenancerequesting

operationrequesting

operatingtheatre

maintenance

Fig. 4.16. End synchronization of two business processes.

process A

process B

process CV

Fig. 4.17. Synchronization of two business processes at a synchronization point.

E Fprocess A

process BG H

4.18. Business process synchronization in presence of cycles.

D EFA1

Fig. 4.19. History of the business process instance in Fig. 4.18.

Fig. 4.20. Modified version of the business process model in Fig. 4.18.

5.1. Building a model hierarchy bottom-up.

decomposition

abstraction

decomposition

abstraction

5.2. A business process model with data flow and role specifications.

H I A P

5.3. Example for decomposition with unique start and exit points.

Fig. 5.4. Transforming a decomposition that spans more than one level.

B E-Wrapper

Fig. 5.5. Transforming an explicitly given hierarchy.

Fig. 5.6. Recursion via levels.

Fig. 5.7. The usage of case distinctions in data flow diagrams.

(i) (ii)

Fig. 5.8. An instance of the business process model in Fig. 5.6.

Fig. 5.9. Flattening the recursive business process specification in Fig. 5.6.

Fig. 5.10. Self-recursive business process model that is not end-recursive.

Fig. 5.11. An instance of the business process model in Fig. 5.10.

Fig. 5.12. Flattening the recursive business process specification in Fig. 5.10.

c:=c+1

c:=c-1

Fig. 5.13. Example for decomposition with multiple start and exit points.

ELviii

MP xiv

Fig. 5.14. Alternative control flows for a sub business process from Fig. 5.2.

elseOR

Fig. 5.15. Decomposing a business process according to business goals.

H I A P

D GL O

A AL MO

Fig. 5.16. Overlapping business goals that are compatible in a hierarchy.

A H XOR

CFDGc2

Fig. 5.17. An alternative business process specification with duplicated activities yielding more options for decomposition.

H I A P

Fig. 5.18. An example business goal oriented decomposition.

C Ai iii vi

D G iv vii

BEHIJMP

FHIKNP

Fig. 5.19. Parallel decomposition of activities and transitions.

AD EL MP

Fig. 5.20. Completely symmetric decomposition of nodes and edges in a graph.

AB DF H LM

B C F GD EA H K LI J M

C FD E

L MKI J

Fig. 5.21. Simple example for parallel decomposition of activities and transitions.

Fig. 5.22. Tyical structural frictions in a combined business process and system model.

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Result• Dog• Cat• Mouse• Fiddle• Moon

• Cow• Song• Carol• Carot• Meadow

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Delete Car ?Delete

YES NO

Change House !

Change

SolidGroundWall

WindowDoorRoofPool

Change House ?

Change

Ground: SolidWall: Thick

Window: GlassDoor: Wood

Roof: RedPool: 2m

EPCsFunction TreesTask Models

EPCsState Charts

Class Diagrams Word

MindMap

Magic Draw

Customer System Analyst

System Designer Developer

Fig. 5.23. Mitigating structural frictions in a combined business process and system model.

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You arewelcome !

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HomeDeleteChange

DeleteBookCarHouseArticle 123123Article 09358345

Result• Dog• Cat• Mouse• Fiddle• Moon

Home• Cow• Song• Carol• Carot• Meadow

ChangeBookCarHouseArticle 123123Article 09358345

HomeDelete

Delete Car ?

DeleteYES NO

Change House !

Change

SolidGroundWall

WindowDoorRoofPool

Change House ?

Change

Ground: SolidWall: Thick

Window: GlassDoor: Wood

Roof: RedPool: 2m Abort

sales modularization

reference process

customer process (ii)

customer process (iii)

naturalon-the-flyhierarchy

customer process (i)

Fig. 5.24. Variant Modeling.

Fig. 6.1. Semi-formal formation rules for structured flowcharts.

(i)basic activity

(ii)sequence

(iii)case

(iv)do-while

(v)repeat-until

6.2. Example flowchart that is not a D-flowchart.

A B C D

Fig. 6.3. Characterization of bisimilarity for business process models.

A C A D

C Diff

Fig. 6.4. Example business process model that is not structured.

Fig. 6.5. Structured business process models that replace the non-structured one in Fig. 6.4.

(i) (ii)

Fig. 6.6. Block-structured versus arbitrary business process model.

Fig. 6.7. Listing enriched with arrows for making jump structure explicit.

01 WHILE alpha DO 02 A;03 B;04 IF beta THEN GOTO 02;05 C;

Fig. 6.8. Example business process hierarchy.

Fig. 6.9. Example for a deeper business process hierarchy.

A DoA+

Fig. 6.10. Structured business process model that replaces the non-structured one in Fig. 6.2.

A B C D

Fig. 6.11. Two example business processes without structured presentation using no other than their own primitives.

qualityinsurance

handleworkpiece

disposedeficient

workpiece

finishworkpiece

reject workpiecedue to defects

quality mustbe improved

approvepurchase

preparepurchase

submitpurchase

amount exceedsthreshold

revision isnecessary

(i) (ii)

Fig. 6.12. Business process with cycle that is exited via two distinguishable paths.

Fig. 6.13. Resolution of business process cycles with multiple distinguishable exits by the usage of auxiliary logic and state.

:=false

A :=true A

Fig. 6.14. Two business processes that are not behavioral equivalent.

(i) (ii)

Fig. 7.1. Process definition with one form for each activity as implementing system dialogue.

Fig. 7.2. Strictly chained forms of a terminal-server style workflow system.

A02:a1foo1.bar2.zapf3.

Submit

ding1.bats2.mac3.

Submit

ben1.ach2.can3.

Submit

A02:a2 A02:a3 A01:a1you1.can2.try3.

Submit

to1.und2.ers3.

Submit

and1.tha2.ttt3.

Submit

A01:a2 A01:a3

B01:b1asd1.ist2.nun3.

Submit

aba1.nix2.hier3.

Submit

all1.och2.den3.

Submit

B01:b2 B01:b3 C01:c1fer1.qwe2.dd3.

Submit

orzu1.deda2.bnu3.

Submit

nefg1.ga2.tuht3.

Submit

C01:c2 C01:c3

TasksA01A02A03

TasksA01A03B02

TasksA03B02B01

TasksA03B02C01

Fig. 7.3. Alternative activity support by a superform-based dialogue.

a/b/c/d

a+b+c+d

Fig. 7.4. Workflow system that allows for saving screen states.

TasksA02:a

foo1.b2.

3.Save

A01A02A03

SubmitStart

TasksA01A02A03

A03:athis1.isr2.eally3.

SubmitStart

TasksA01A02B03

A02:afoo1.b2.

3.Save

Submit

A02:afoo1.bar2.asd3.

SubmitStart

TasksA01B03B02

Fig. 7.5. Exploiting windowing for saving screen states of a workflow system.

A02:afoo1.b2.

3.Submit

TasksA01A02A03

A02:afoo1.b2.

3.Submit

TasksA01A02A03

A03:athisisrea

SubmitStart

TasksA01A02A03

1.2.3.

A03:athisisreally

Submit

A02:afoo1.b2.

3.Submit

Fig. 7.6. Virtual screens versus viewports versus windows.

virtual screens

windows

viewports

computer terminal

Fig. 7.7. Exploiting the root pane of a windowing system as worklist.

A03:a1.2.3.Submit

A02:a1.2.3.Submit

A01:a1.2.3.Submit

A03:a1.2.3.Submit

A02:a1.2.3.Submit

A02:afoo1.b2.

3.Submit

A03:a1.2.3.Submit

A01:a1.2.3.Submit

A02:afoo1.b2.

3.Submit

A02:a1.2.3.Submit

A01:a1.2.3.Submit

A03:athis1.isr2.ea3.

Submit

Fig. 7.8. Fully exploiting windowing for saving screen states of a workflow system.

A01:aA02:aA03:a

1.2.3.

A02:afoo1.b2.

3.Submit

A01:aA02:aA03:a

A01:aA02:a

1.2.3.

A03:athis1.isr2.ea3.

SubmitA01:aA02:aA03:a

1.2.3.

A02:afoo1.b2.

3.Submit

Fig. 7.9. Process definition with complex activity implementing system dialogues.

Fig. 7.10. Strictly chained process execution in a terminal-server style workflow system.

A02:a1foo1.bar2.zapf3.

Submit

ding1.bats2.mac3.

Submit

ben1.ach2.can3.

Submit

A02:a2 A02:a3 A01:a1you1.can2.try3.

Submit

to1.und2.ers3.

Submit

and1.tha2.ttt3.

Submit

A01:a2 A01:a3

B01:b1asd1.ist2.nun3.

Submit

aba1.nix2.hier3.

Submit

all1.och2.den3.

Submit

B01:b2 B01:b3 C01:c1fer1.qwe2.dd3.

Submit

orzu1.deda2.bnu3.

Submit

nefg1.ga2.tuht3.

Submit

C01:c2 C01:c3

TasksA01A02A03

TasksA01A03B02

TasksA03B02B01

TasksA03B02C01

Fig. 7.11. Roles attached to a workflow definition.

Role X

Role Y

Role Z

PT PU PV

Fig. 7.12. Repaintings of the workflow definition in Fig. 7.11.

V T V V VT

V T V V

(i) (ii)

Fig. 7.13. Business process model with the same role attached to multiple activities.

Role X

Fig. 7.14. Attempt to detail the meaning of the process model in Fig. 7.13.

Role X

Fig. 7.15. Business process with complex actor assignment for conducting a business trip.

employee team manager

deputies

travelapplication

reviewtravel

applicationtraveltravel

accepted

employee

Fig. 7.16. General dynamic actor scheduling in workflow automation.

dynamicstaffing

enterpriseresource

workflow history

Fig. 8.1. The evolution of SOA paradigms and visions.

FlexibleProcesses

SoftwareProductizing

Fig. 8.2. Gartner Group tier terminology for service-oriented architecture.

Internet ClientWeb Browser

DesktopPC

Dump Terminal

Online Application

Internet ServerApplication

Local BatchApplication

Services

EDIApplication

BatchApplication

MobileApplication

Mobile Client

Tier A

Tier B

updatesqueries

resultsfeedback

Tier C

EnterpriseDatabases

shared business logicshared data IO

Fig. 8.3. Example CORBA service bus for banking applications.

IMS/DCIMS-MSGCOBOL

30 millionbank accounts

TelephoneBanking

InternetBanking

ApplicationServer

CORBA Service Bus

Fig. 8.4. The web services technology stack then and now.

Fig. 8.5. Exploitation of concrete web services technologies for building business process management systems.

BPELBPEL4PEOPLE

ue BusinessLogic

ClientPresentation

Visual Programming Interface

Business Process Management Suite

Rapid Development Tool

Forms Designer

Programming Interface

Auxiliary Applicationfullapplicationembedding

serviceembedding

Fig. 8.6. Stagewise development of silo software systems.

ProjectA

ProjectB

ProjectC

Fig. 8.7. Iterative development of a silo software system.

Project

Fig. 8.8. Division of a project into sub projects.

integrationdistribution

Project

Fig. 8.9. Software reuse across project boundaries.

SOAGovernance

ProjectA

ProjectB

ProjectC

ProjectD

Fig. 8.10. Software reuse from a maintained software product.

ProjectA

ProjectB

Fig. 8.11. SOA governance as ubiquitous reuse.

ProjectsSubprojects

Iterationsreuse

Fig. 9.1. Concrete business processtechnologies.

Workflow Management

Systems

Business Process

ManagementSuites

Business Process Modelling

A V B V

16,2 %

31,1 %

52,7 %

40Monitoring

Simulation

Fig. 9.2. Business process model for conducting a business trip.

travelexpense

reporttravel

applicationreviewtravel

application

improvetravel

application

travel

travelrejected

revisionneeded

travelaccepted

team manager

employee

employee employee employee

supporttravel

secretary

travelimproved

travelwithdrawn

team manager

employee

Fig. 9.3. Workflow chart for conducting a business trip.

team manager

travelapplication

reviewtravel

application

employee

revisionform

rejectionform

acceptanceform

travelexpense

report

travelexpense

report

supporttravel

traveldata

travelexpense

continue

withdrawtravel

accept orreturn

accept orreject

withdrawntravel

information

team manager

improveform

employee

secretary

employeerejectedtravel

information

it is possibleto reject

the application

it is possibleto return

the application

delete

the pagehas beenrevisited

Fig. 9.4. Basic workflow chart.

unique choice

multiple choice

Fig. 9.5. Implicit versus explicit multiple choice.

true truetrue B1

Fig. 9.6. Deferred server actions as entries to workflows.

A G H B I J C K L D M N

Q F R S

F R SE O PD M N

G H B I J

C K L D M N

Q F R S

B I J C K L D M N

Q F R SE O P

Fig. 9.7. Standard example for synchronization in workflow charts.

BS BFBP

CS CFCP

DS DFDP

Side effect:b:=true;

Activation condition:c

Activation condition:b

Side effect:b:=false;c:=false;

Side effect:c:=true;

Fig. 9.8. An enterprise system landscapebefore integration.

Fig. 9.9. Enterprise application integration with the help of workflow technology.

Fig. 9.10. Inserting auxiliary specification between client pages and immediate server actions.

Fig. 9.11. Synchronizing auxiliary activity against form submission.

DC Etrue

Fig. 9.12. Alternative insertion of auxiliary specification between client pages and immediate server actions.

Fig. 9.13. Synchronizing auxiliary activity against worklist selection.

A BIHtrue

Fig. 9.14. Business process platform mitigating gaps and tensions between business process modeling, workflow control and dialogue control.

Business ProcessModelling

integration and tracing

WorkflowDefinition

ApplicationProgramming

Listings

Listing 6.1. Textual presentation of the business process in Fig. 6.2. with a jump into the loop.

01 REPEAT02 A;03 B;04 UNTIL alpha;05 C;06 IF beta THEN GOTO 03;07 D;

Listing 6.2. Alternative textual presentation of the business process in Fig. 6.2. with a jump out of the loop.

01 A;02 REPEAT 03 B;04 IF NOT alpha THEN GOTO 0105 C;06 UNTIL NOT beta;07 D;

Listing 6.3. Textual presentation of the business process in Fig. 6.4.

01 WHILE alpha DO 02 A;03 B;04 IF beta THEN GOTO 02;05 C;

Listing 6.4. Textual presentation of business process (i) in Fig. 6.4.

01 WHILE alpha DO 02 A;03 B;04 WHILE beta DO BEGIN05 A;06 WHILE alpha DO07 A;08 B;09 END;10 C;

Listing 6.5. Textual presentation of business process (ii) in Fig. 6.4.

01 WHILE alpha DO 02 A;03 B;04 WHILE beta DO BEGIN05 REPEAT06 A;07 UNTIL NOT alpha;08 B;09 END;10 C;

Listing 6.6. `go to´-Program for seeking the position of a value in an array according to [204].

for i:=1 step 1 until m doif A[i]=x then go to found

fi;not found: i:=m+1; m:=i;

A[i]:=x;B[i]:=0;found: B[i]:=B[i]+1;

Listing 6.7. Reformulation of the `go to´-Program in Listing 6.6.

01 i:=1;02 WHILE i<=m DO BEGIN03 IF A[i]=x THEN GOTO 1004 i:=i+1;05 END;07 m:=i;08 A[i]:=x;09 B[i]:=0;10 B[i]:=B[i]+1;

Listing 6.8. Structured Program for seeking the position of a value in an array according to [204].

01 i:=1;02 WHILE (i<=m and (NOT (A[i]=x))) DO BEGIN03 i:=i+1;04 END;05 IF NOT (i<=m) THEN BEGIN06 m:=i;07 A[i]:=x;08 B[i]:=0;09 END; 10 B[i]:=B[i]+1;

Listing 6.9. Making unique the finalizing actions that react on the single conditions of a composed loop condition.

01 i:=1;02 WHILE i<=m and (NOT (A[i]=x)) DO BEGIN03 i:=i+1;04 END;05 IF NOT (i<=m) THEN BEGIN06 m:=i;07 A[m]:=x;08 B[m]:=1;09 END ELSE BEGIN10 B[i]:=B[i]+1;11 END;

Listing 6.10. Moving special actions that react on the single conditions of a composed loop condition into the loop.

01 stop:=false;02 i:=0;03 WHILE (NOT stop) BEGIN04 i:=i+1;05 IF i>m THEN BEGIN06 m:=m+1;07 A[m]:=x;08 A[m]:=1;09 stop:=TRUE;10 END ELSE BEGIN11 IF A[i]=x THEN BEGIN12 B[i]:=B[i]+1;13 stop:=true;14 END; 15 END;16 END;

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