Book Business Process Technology
-
Upload
dirk-draheim -
Category
Technology
-
view
277 -
download
2
description
Transcript of 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
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Figures
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Business ProcessModelling
gaps and tensions
WorkflowDefinition
ApplicationProgramming
Fig. 1.1. Gaps and tensions between business process modeling, workflow control and dialogue control
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.1. Applying the cohesion principle of business process reengineering.
BusinessProcess
Reengineering
Businessunits
(i)(ii)
(i)(ii)
(a)
(b)
(d)
(c) (e) (f)
(a)
(b)
(d)
(c) (e) (f)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.2. Identifying and extracting a potentially parallel activity.
synchronization
1 2 3 5 6 7 8 944b
1 2 35 6 7
8 94b
4
parallel split
hidden independent activity
BusinessProcess
Reengineering
time savings
4
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.3. Gaining routine with tasks by running process instances in parallel.
1A 2A 3A
1B 2B 3B
1C 2C 3C
time savings
1A
1B
1C
2A
2B
2C
3A
3B
3C
sequential process execution
parallel process executionroutine
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
4b 4c
1 2 3 5 6 74
1 2 3 4b 4c 7
standard case
lean case
decision point
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.6. Business process managementlifecycle.
Business Process
Execution
Business Process
(Re-)Definition
Business Process
Monitoring
Business Process Optimization
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.7. The Deming wheel for quality control.
PLAN
objectives
are fixed
processes
arerun
DO
objectivesare
monitored
CHECK
ACT
improvementsare
made
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Integrationalong thevalue chain
Fig. 2.11. Enterprise application integration as seen by IBM's On Demand Business strategy.
Purchasing
Manufacturing
Sales Distribution
partnerssuppliers
horiz
onta
l in
tegr
atio
n
vertical integration
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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%
56%
63%
63%
70%
72%
77%
78%
81%
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
D. Draheim. Business Process Technology. Springer-Verlag 2010.
3.1. System architecture of IBM's San Francisco framework.
Java Virtual Machine
Foundation
Common Business Objects
Core Business Processes
Independent Software VendorSolutions
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 3.2. Efforts for division of labour and productizing according to Frederik Brooks.
GeneralizationTestingDocumentationMaintenance
InterfacesSystem Integration
ProgrammingSystemProduct
ProgrammingSystem
ProgrammingProduct
Program
3
3
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 3.3. An example manufacturing execution system.
03 05 09 12 14 16
01
02 04 08 11 13
06 07 10 15 17
0203
010604
05
0708
0910
1112
14
15
02
03
01
06 04
07 05
08
09
A1
A2
A3
B1B2
B3B4B5B6
C1
C2
8:00 8:30 9:00 9:30 10:00 10:30 11:00 11:30 12:009:23
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
4321
111098765
18171615141312
25242322212019
313029282726
October
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 3.5. Industrial information integrationbackbone.
PPS
Machine and Device Control
Manufacturing Execution System (MES)
Production Planning System (PPS)
productionschedule
productionreport
Machine and Device Control
MES
operationalcommands
operationalresponse
IndustrialInformationIntegrationBackbone
operationalcommands
operationalresponse
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
STORE
DISTRICT
REGIONDIVISION
STORE_DEPT
FLOOR_LOCATION
OPERATIONAL_DEPT
time dimension operational hierarchy
facts(point of sale)
product dimension
D. Draheim. Business Process Technology. Springer-Verlag 2010.
BI
Fig. 3.7. Completely crosscutting informationbackbone.
ERP
Machine and Device Control
Manufacturing Execution System (MES)
Enterprise Resource Planning (ERP)
productionschedule
productionreport
Machine and Device Control
MES
operationalcommands
operationalresponse
operationalcommands
operationalresponse
Business Intelligence (BI)
processreport
planningrules ADW
IndustrialInformationIntegrationBackbone
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 3.8. Direct analytical processing for manufacturing data.
ERP AnalyticalProcessing
MES
IndustrialInformationIntegrationBackbone
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fi.g 4.1. Business process definition and business process supervisory.
G
A B C D
E F G Hbusiness process
design
business processsupervisory
V V
A B C D
E F H
V V
A B C D
E F G H
V V
A B C D
E F G H
V V
A B C D
E F H
V V
G
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.2. Workflow supervisory and workflow automation.
Gworkflowsupervisory
A B C D
E F H
V V
A B C D
E F G H
V V
A B C D
E F G H
V V
A B C D
E F H
V V
G
•Task C•Task F•Task E
•Task D•Task H•Task D
Dialoguest
ate
chan
ges
new
task
sworkflow
automation
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.3. Workflow Management Coalition workflow reference model.
WorkflowApplication
WorkflowApplication
WorkflowApplicationWorkflow
ApplicationWorkflowEngine
WorkflowControl Data
WorkflowRelevant Data
Organizational Role/Model Data
Process Definition
WorkflowApplicationsUser Interface
Definition Tool
Worklist Handler
Administrator
User
invokes
invokes
invokes
interprets
referencesreferences
update
uses
maintainsrefers to
Work List
generates
interactvia work listWorkflow
EnactmentService
WorkflowApplications
software components and data of workflow management system externalproducts and data
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.4. Complex business process state resulting from business process cycle.
A
VV
B A1
B1
A2B2
A3B3
A4
instantiation
C
C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.5. Supervision of production process instances.
A
B
C
A1 A2 A3
B1 B2 B3B4 B5 B6
C1 C2
03 05 09 12
01
02 04 08 11
06 07 10
0203
010604
05
0708
09
02
03
01
06
A1
A2
A3
B1B2
B3B4B5B6
C1
C2
8:00 8:30 9:00 9:30 10:00 10:309:23
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.6. Example ARIS process chain.
Customerorder arrived
OrderPlanning
CustomerOrder
Item
ManufacturingOrders
Plant
Sales
ProductionPlan
Confirmation
CustomerOrder
Orderaccepted
Orderincluded
in planning
OrderProcessing
Event Function Information Object Business PartnerOrganizational Unit Output
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.7. Events in business process modeling languages and Petri nets.
confirmregistration
registrationconfirmed
V
captureregistration
insertdata
datainserted
registrationcaptured
V
processregistration
registrationprocessed
captureregistration
registrationcaptured
confirmregistration
insertdata
datainsertedregistration
confirmed
processregistration
registrationprocessed
event or transition
condition or place
(i)(ii)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.8. Alternatives to express decision points in visual process specifications.
cond
cond
default alternative
XOR
cond
cond
event-drivenprocess chain
BPMN
DIN66001flowchart(i)
(ii)
(iii)
decisionconstruct
yes
no
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.9. Modeling an expiring condition.
confirmregistration
insertdata
processregistration
V
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.
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.10. Specification of starting an operation process in a hospital.
operating theatreavailable
V
operationrequested
operationsurgeon teamavailable
D. Draheim. Business Process Technology. Springer-Verlag 2010.
4.11. A Petri net specification of starting an operation process.
surgeon teamnot available
OP theatrenot available OP theatre
available
surgeon teamavailable
operation
operationrequested
D. Draheim. Business Process Technology. Springer-Verlag 2010.
4.12. Alternative specification of starting an operation process.
operationrequested V
surgeon teamavailable
andOP theatreavailable
operation
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.13. Specification of an even simpler start of an operation process.
operating theatreavailable
Voperationrequested
operation
D. Draheim. Business Process Technology. Springer-Verlag 2010.
4.14. A Petri net specification of the operation process.
operationoperationrequested
OP theatremaintenance
maintenancerequested
OP theatreavailable
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.15. Attempt to model processes competing for a resource.
V
V
operating theatreavailable
operation
maintenancerequesting
step
operationrequesting
step
operatingtheatre
maintenance
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.16. End synchronization of two business processes.
V
BA
C D
E F
process A
process B
process CV
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.17. Synchronization of two business processes at a synchronization point.
BA
C D
E Fprocess A
process BG H
V VV
D. Draheim. Business Process Technology. Springer-Verlag 2010.
4.18. Business process synchronization in presence of cycles.
VV
VVCB
D EFA1
2
3
53
4
6
7
(i)
VV
VVCB
D EFA
(ii)
VV
VVCB
D EFA
(iii)
VV
VVCB
D EFA
(iv)
3
4
6
8
VV
VVCB
D EFA
(v)
3
49
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.19. History of the business process instance in Fig. 4.18.
12
3
4
5
6
78
9
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.20. Modified version of the business process model in Fig. 4.18.
11
8V
V
VV
CB
D EFA
10
4
true
false
D. Draheim. Business Process Technology. Springer-Verlag 2010.
5.1. Building a model hierarchy bottom-up.
decomposition
abstraction
decomposition
abstraction
D. Draheim. Business Process Technology. Springer-Verlag 2010.
5.2. A business process model with data flow and role specifications.
B
C
D
E
F
G
J
K
L
M
N
O
H I A P
D. Draheim. Business Process Technology. Springer-Verlag 2010.
5.3. Example for decomposition with unique start and exit points.
J
K
L
M
N
O
I P
B
C
D
E
F
G
H A
AH IP
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.4. Transforming a decomposition that spans more than one level.
C D E
B
A
C D E
A
B E-Wrapper
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.5. Transforming an explicitly given hierarchy.
C D E
A
B
C D
E
A
B
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.6. Recursion via levels.
A
CD
Bx
C
AB
D
¬x
y
¬y
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.7. The usage of case distinctions in data flow diagrams.
A
CD
Bx
¬x
A
CD
Bx
¬x
(i) (ii)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.8. An instance of the business process model in Fig. 5.6.
A
C
¬x
¬y
A
C D
¬x
y
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.9. Flattening the recursive business process specification in Fig. 5.6.
A B
C D
x
¬x
y
¬y
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.10. Self-recursive business process model that is not end-recursive.
A
AB
Bx
¬x
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.11. An instance of the business process model in Fig. 5.10.
A
A
¬x
¬x
A B
B
A B
B
¬x
x
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.12. Flattening the recursive business process specification in Fig. 5.10.
A B
x
¬x
c:=0
c:=c+1
c:=c-1
c=0
c>0
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.13. Example for decomposition with multiple start and exit points.
M
N
O
P xiv
B
C
D
Ai
E
F
G
H
J
K
L
I
viii
x
xii
ix
xi
xiii
v
vi
vii
ii
iii
iv
ADi
ii
iii
iv
ELviii
x
xii
v
vi
vii
MP xiv
ix
xi
xiii
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.14. Alternative control flows for a sub business process from Fig. 5.2.
A
B
C
D
E
F
G
H
XOR
c1
c2
elseOR
A
B
C
D
E
F
G
H
v v
(i)
(iii)
A
B
C
D
E
F
G
H
OR
v(ii)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.15. Decomposing a business process according to business goals.
B
C
D
E
F
G
J
K
L
M
N
O
H I A P
BP
D GL O
A AL MO
B E
J
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.16. Overlapping business goals that are compatible in a hierarchy.
A
B
C
D
E
F
G
H
XOR
c1
c2
else
OR
A H XOR
c1
c2
else
OR
BECF
CFDGc2
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.17. An alternative business process specification with duplicated activities yielding more options for decomposition.
B
C
D
E
F
G
J
K
L
M
N
O
H I A P
H
H
I
I
P
P
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.18. An example business goal oriented decomposition.
B E
F
J
K
L
M
N
O
H I P
H
H
I
I
P
P
vii
C Ai iii vi
D G iv vii
BEHIJMP
FHIKNP
HILOP
ACDG
iii
iiiiv
v
vi
vii
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.19. Parallel decomposition of activities and transitions.
M
N
O
P xiv
B
C
D
Ai
E
F
G
H
J
K
L
I
viii
x
xii
ix
xi
xiii
v
vi
vii
ii
iii
iv
AD EL MP
viii
x
xii
ix
xi
xiii
ii
iii
iv
v
vi
vii
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.20. Completely symmetric decomposition of nodes and edges in a graph.
G
AB DF H LM
B C F GD EA H K LI J M
BA
C FD E
L MKI J
H
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.21. Simple example for parallel decomposition of activities and transitions.
B
C
D
E
A
AC DE
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.22. Tyical structural frictions in a combined business process and system model.
SUBMIT
LoginName
IDPWD
SUBMIT
ErrorName
IDPWD
Welcome
Search
You arewelcome !
ArticlesLogout
Articles• Book• Car• House• Article 123123• Article 09358345
HomeDeleteChange
DeleteBookCarHouseArticle 123123Article 09358345
Home
Result• Dog• Cat• Mouse• Fiddle• Moon
Home
• Cow• Song• Carol• Carot• Meadow
ChangeBookCarHouseArticle 123123Article 09358345
HomeDelete
Delete Car ?Delete
YES NO
Change House !
Change
SolidGroundWall
WindowDoorRoofPool
Change House ?
Change
Ground: SolidWall: Thick
Window: GlassDoor: Wood
Roof: RedPool: 2m
Abort
Thick
Glass
Metal
Blue
1m
EPCsFunction TreesTask Models
EPCsState Charts
Class Diagrams Word
Word
MindMap
Visio
Magic Draw
Customer System Analyst
System Designer Developer
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.23. Mitigating structural frictions in a combined business process and system model.
sing
le s
elec
ted
mod
elin
g to
ol
sele
cted
busi
ness
proc
ess
nota
tion
othe
rno
tatio
n
D. Draheim. Business Process Technology. Springer-Verlag 2010.
SUBMIT
Login
NameID
PWD
SUBMIT
Error
NameID
PWD
Welcome
Search
You arewelcome !
ArticlesLogout
Articles• Book• Car• House• Article 123123• Article 09358345
HomeDeleteChange
DeleteBookCarHouseArticle 123123Article 09358345
Home
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
Thick
Glass
Metal
Blue
1m
sales modularization
reference process
customer process (ii)
customer process (iii)
naturalon-the-flyhierarchy
customer process (i)
Fig. 5.24. Variant Modeling.
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.1. Semi-formal formation rules for structured flowcharts.
A
y
nC
DC
DC
C
D
C
D
C
n
CC y
(i)basic activity
(ii)sequence
(iii)case
(iv)do-while
(v)repeat-until
D. Draheim. Business Process Technology. Springer-Verlag 2010.
6.2. Example flowchart that is not a D-flowchart.
A B C D
n
yy
n
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.3. Characterization of bisimilarity for business process models.
A
y C
D
(i) A
A C A D
n
y E
Fn
C Diff
iff
C E
D F
(ii)
(iii)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.4. Example business process model that is not structured.
B C
Ay
n
n
y
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.5. Structured business process models that replace the non-structured one in Fig. 6.4.
B
A
A
A
C
B
y
n
y
n
yn
B
A
A
C
B
y
n
y
n
n
y
(i) (ii)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.6. Block-structured versus arbitrary business process model.
7
6 5
4
3
2
1
B
C
B
A
A
ii
6 ii
ii
iv
2
1
C
B
A
B
C
Ay
n
yn
1
2
6
B
A
A
C
B
y
n
n
y
y
n1
23
5
6
47
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.8. Example business process hierarchy.
B
A
C
B
y
n
Ay
DoA
DoA+
+
DoA
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.9. Example for a deeper business process hierarchy.
B
C
B
y
n
Ado
DoA+
+
Ado
Ay
DoA
A DoA+
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.10. Structured business process model that replaces the non-structured one in Fig. 6.2.
A B C D
n
yy
n
B
A
B
C
n
y
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.11. Two example business processes without structured presentation using no other than their own primitives.
qualityinsurance
handleworkpiece
disposedeficient
workpiece
finishworkpiece
y y
n n
reject workpiecedue to defects
quality mustbe improved
approvepurchase
order
preparepurchase
order
submitpurchase
order
y y
n n
amount exceedsthreshold
revision isnecessary
(i) (ii)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.12. Business process with cycle that is exited via two distinguishable paths.
BA
C D
y y
n n
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.13. Resolution of business process cycles with multiple distinguishable exits by the usage of auxiliary logic and state.
B
C
y y
nn
:=false
D
A :=true A
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.14. Two business processes that are not behavioral equivalent.
A
A
B
C
B
C
Ay y
n n
(i) (ii)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.1. Process definition with one form for each activity as implementing system dialogue.
a a
Start
A
b b
Start
B
c c
Start
C
d d
Start
D
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
A A
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
B C
Start
TasksA01A02A03
Start
TasksA01A03B02
Start
TasksA03B02B01
Start
TasksA03B02C01
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.3. Alternative activity support by a superform-based dialogue.
a/b/c/d
a+b+c+d
Start
A
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.4. Workflow system that allows for saving screen states.
Start
TasksA02:a
foo1.b2.
3.Save
A01A02A03
SubmitStart
TasksA01A02A03
A03:athis1.isr2.eally3.
Save
SubmitStart
TasksA01A02B03
A02:afoo1.b2.
3.Save
Submit
A02:afoo1.bar2.asd3.
Save
SubmitStart
TasksA01B03B02
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.5. Exploiting windowing for saving screen states of a workflow system.
A02:afoo1.b2.
3.Submit
Start
TasksA01A02A03
Start
TasksA01A02A03
A02:afoo1.b2.
3.Submit
Start
TasksA01A02A03
A03:athisisrea
SubmitStart
TasksA01A02A03
1.2.3.
A03:athisisreally
Submit
A02:afoo1.b2.
3.Submit
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.6. Virtual screens versus viewports versus windows.
virtual screens
windows
viewports
computer terminal
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.8. Fully exploiting windowing for saving screen states of a workflow system.
A01:aA02:aA03:a
A01:a
A03: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
A01:a
A03:a
1.2.3.
A02:afoo1.b2.
3.Submit
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.9. Process definition with complex activity implementing system dialogues.
a1
a1
Start
A
a2
a3
a3
a2
b1
b1
Start
B
b2
b3
b3
b2
c1
c1
Start
C
c2
c3
c3
c2
d1
d1
Start
D
d2
d3
d3
d2
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
A A
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
B C
Start
TasksA01A02A03
Start
TasksA01A03B02
Start
TasksA03B02B01
Start
TasksA03B02C01
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.11. Roles attached to a workflow definition.
Role X
AB
C
Role Y
DE
F
Role Z
GH
I
T U V
PT PU PV
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.12. Repaintings of the workflow definition in Fig. 7.11.
V T V V VT
T
A
B
CU
U
U
D
E
F
V T V V
T
T
A
B
C
U
U
U
D
E
FV U
U
U
D
E
F
V U
U
U
D
E
F
(i) (ii)
V
V
V
V
V
V
V
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.13. Business process model with the same role attached to multiple activities.
T U V
Role X
AB
C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.14. Attempt to detail the meaning of the process model in Fig. 7.13.
TUV
T U V
Role X
AB
C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.15. Business process with complex actor assignment for conducting a business trip.
man
ager
A
man
ager
B
man
ager
C
TeamB
TeamC
employee team manager
TeamA
TeamB
deputies
travelapplication
reviewtravel
applicationtraveltravel
accepted
employee
TeamA
TeamC
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.16. General dynamic actor scheduling in workflow automation.
dynamicstaffing
enterpriseresource
data
Task
workflow history
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.1. The evolution of SOA paradigms and visions.
EAI
B2B
FlexibleProcesses
SoftwareProductizing
1996
2000
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
i
iii
ii
iv
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.3. Example CORBA service bus for banking applications.
IMS
IMS/DCIMS-MSGCOBOL
IMS
IMS/DCIMS-MSGCOBOL
30 millionbank accounts
SAP
TelephoneBanking
InternetBanking
ApplicationServer
ERP
CORBA Service Bus
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.4. The web services technology stack then and now.
HTTP
SOAP
WSDL
UDDI
HTTP
SOAP
WSDL
UD
DI
JBI
BPE
LB
PEL4
Peop
le
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.5. Exploitation of concrete web services technologies for building business process management systems.
BPELBPEL4PEOPLE
WSDL
ESB
Que
ue BusinessLogic
ClientPresentation
Visual Programming Interface
Business Process Management Suite
Rapid Development Tool
Forms Designer
Programming Interface
Wra
pper
SOAP
Auxiliary Applicationfullapplicationembedding
serviceembedding
serviceembedding
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.6. Stagewise development of silo software systems.
ProjectA
ProjectB
ProjectC
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.7. Iterative development of a silo software system.
reuse
reuse
Project
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.8. Division of a project into sub projects.
integrationdistribution
Project
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.9. Software reuse across project boundaries.
SOAGovernance
ProjectA
ProjectB
ProjectC
reus
e
reus
e
ProjectD
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.10. Software reuse from a maintained software product.
ProjectA
reus
e
reus
e
ProjectB
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.11. SOA governance as ubiquitous reuse.
ProjectsSubprojects
Iterationsreuse
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.1. Concrete business processtechnologies.
Workflow Management
Systems
Business Process
ManagementSuites
Business Process Modelling
Tools
A V B V
E F
16,2 %
31,1 %
52,7 %
15
21
39
25
14
19
30
37
22
16
34
28
0
5
10
15
20
25
30
35
40Monitoring
V
V V
Simulation
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
v
supporttravel
secretary
travelimproved
travelwithdrawn
team manager
employee
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.3. Workflow chart for conducting a business trip.
team manager
travelapplication
travelapplication
travelapplication
form
reviewtravel
application
employee
revisionform
rejectionform
acceptanceform
travelexpense
report
travelexpense
report
supporttravel
traveldata
travelexpense
form
continue
withdrawtravel
accept orreturn
accept orreject
withdrawntravel
information
team manager
improveform
employee
employee
secretary
employeerejectedtravel
information
true
true
it is possibleto reject
the application
it is possibleto return
the application
delete
the pagehas beenrevisited
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.4. Basic workflow chart.
A
s1
sm
B1
C1
Cm
D1
Dp
E1
Ek
f1
fp
g1
gkBn
r1
rm
unique choice
multiple choice
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.5. Implicit versus explicit multiple choice.
s
B1
C1
C5
C2
C3
C4
s
true truetrue B1
C1
C5
C2
C3
C4
vss
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
E O P
F R SE O PD M N
G H B I J
C K L D M N
Q F R S
E O P
G H
B I J C K L D M N
Q F R SE O P
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.7. Standard example for synchronization in workflow charts.
A
B
C
Dv
AP
BS BFBP
CS CFCP
DS DFDP
v
AS
Side effect:b:=true;
Activation condition:c
Activation condition:b
true
true
Side effect:b:=false;c:=false;
Side effect:c:=true;
AF
(i)
(ii)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.8. An enterprise system landscapebefore integration.
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.9. Enterprise application integration with the help of workflow technology.
E
F
A
V
V
C
V
HV
G
I
D
B
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.10. Inserting auxiliary specification between client pages and immediate server actions.
A
B1
B2
I
J
Hc1
c2
A
B1
B2
e1
e2
(i)
(ii)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.11. Synchronizing auxiliary activity against form submission.
A BI
J
Htrue
DC Etrue
wor
klis
t
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.12. Alternative insertion of auxiliary specification between client pages and immediate server actions.
A
B1
B2
I
J
Hc1
c2
e1
e2
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.13. Synchronizing auxiliary activity against worklist selection.
A BIHtrue
C1
true
wor
klis
t
C2
K
LJ
a1
a2
c1
c2
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Listings
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
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;