Transcript Folie 1 - uibk.ac.at

Dirk Draheim
Business Process Technology
A Unified View on Business Processes,
Workflows and Enterprise Applications
Figures
Listings
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Figures
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 1.1. Gaps and tensions between
business process modeling, workflow control
and dialogue control
Business Process
Modelling
gaps and tensions
Workflow
Definition
Application
Programming
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.1. Applying the cohesion principle of
business process reengineering.
(a)
(d)
(b)
(c)
(e)
(f)
(ii)
(i)
Business
units
Business
Process
Reengineering
(a)
(b)
(c)
(d)
(e)
(ii)
(i)
D. Draheim. Business Process Technology. Springer-Verlag 2010.
(f)
Fig. 2.2. Identifying and extracting a
potentially parallel activity.
hidden independent activity
1
2
3
4
44b
5
6
7
8
9
Business
Process
Reengineering
5
1
2
3
6
4
7
8
9
time savings
4b
parallel split
D. Draheim. Business Process Technology. Springer-Verlag 2010.
synchronization
Fig. 2.3. Gaining routine with tasks by
running process instances in parallel.
1A
2A
sequential process execution
3A
1B
2B
3B
1C
routine
1A
2A
1B
3A
2B
1C
2C
3C
parallel process execution
3B
2C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
3C
time savings
Fig. 2.4. Creating specialized processes for
alternative cases.
sufficient for
first case
1
2
3
sufficient for
second case
4
5
6
7
8
9
10
Business
Process
Reengineering
first case
decision
point
second case
1
2
3
4
5
8
9
10
1
2
3
6
7
8
9
10
D. Draheim. Business Process Technology. Springer-Verlag 2010.
time
savings
Fig. 2.5. Creating a specialized activity for a
lean case.
sufficient for lean case
4b
1
2
4c
3
4
5
6
7
4
5
6
7
Business
Process
Reengineering
standard case
decision
point
lean case
1
2
3
1
2
3
4b
D. Draheim. Business Process Technology. Springer-Verlag 2010.
4c
7
time savings
Fig. 2.6. Business process management
lifecycle.
Business Process Optimization
Business
Process
Monitoring
Business
Process
(Re-)Definition
Business
Process
Execution
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.7. The Deming wheel for quality
control.
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.8. The business continuity management
lifecycle according to British standard BS 25999.
Understanding
the Organization
Exercising
Maintaining
Reviewing
BCM
program
management
Determining
BCM Strategy
Developing and Implementing
BCM Response
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Embedding
BCM in the
Organization
Fig. 2.9. The stages of the incident timeline
according to BS 25999.
back to normal
as quickly
as possible
Incident Response
Business Continuity
Recovery/Resumption
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.10. ITIL v3 best practices stack
tackling business continuity.
Event Management
Service Catalogue Management
Incident Management
Request Fulfilment
Service Level Management
Problem Management
Capacity Management
Access Management
Availability Management
Continuity Management
Service Operation
Service Transition
IT Security Management
Service Design
Supplier Management
Service Strategy
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.11. Enterprise application integration as
seen by IBM's On Demand Business strategy.
partners
suppliers
Integration
along the
value chain
Manufacturing
Sales Distribution
horizontal integration
Purchasing
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.
81%
Inadequate support for cross-functional processes
81%
Mismatch between
application functionality and business requirements
78%
High cost compared to value
72%
Limits on process change
due to application inflexibility
Lack of visibility and analytic insight
into process results
70%
Slow upgrade to new functionality
63%
Inability to support employees, partner
and customer collaboration
63%
Lack of industry-specific functionality
56%
Inability to extend business
processes to external partners
77%
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 2.13. Total impact of IT ownership.
Total Impact
of IT Ownership
Auxiliary
Benefits
Total Cost
of Ownership
Hardware
Costs
Software
Costs
Total Benefit
of Ownership
Operations
Costs
Availability
Cost
Savings
Scalability
Profit
Security
Probabilistic
Costs
Quality of Service
D. Draheim. Business Process Technology. Springer-Verlag 2010.
3.1. System architecture of IBM's San
Francisco framework.
Independent Software Vendor
Solutions
Core Business Processes
Common Business Objects
Foundation
Java Virtual Machine
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 3.2. Efforts for division of labour and
productizing according to Frederik Brooks.
Interfaces
System Integration
Program
3
Programming
System
3
Generalization
Testing
Documentation
Maintenance
Programming
Product
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Programming
System
Product
Fig. 3.3. An example manufacturing
execution system.
8:00
A1
8:30
03
A2
A3
01
9:00
05
06
02
B5
B6
C1
10:30
11:00
12
07
04
08
11:30
14
10
16
17
13
07
03
12:00
15
11
02
B2
B4
10:00
09
B1
B3
9:30
9:23
14
08
01
09
06
15
10
04
11
05
12
02
C2
03 2010.
D. Draheim. Business Process Technology. Springer-Verlag
01
06
07
04
05
08
09
Fig. 3.4. Production planning, execution and
control system architecture.
Mo
Tue
Wed
Thu1
Fri2
Sat 3
Sun4
5
6
7
8
9
10
11
October
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Production Planning System
production
schedule
production
report
Manufacturing Execution System
operational
commands
ISA-95
operational
response
ISA-88
Machine and Device Control
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 3.5. Industrial information integration
backbone.
Production Planning System (PPS)
production
schedule
production
report
Manufacturing Execution System (MES)
PPS
MES
Industrial
Information
Integration
Backbone
operational
response
operational operational
commands response
Machine and Device Control
Machine and Device Control
operational
commands
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 3.6 Cut-out of the Wal-Mart data
warehouse schema.
time dimension
operational hierarchy
YEAR_DT
QUATER_DT
product dimension
MERCHANT GROUP
MERCHANT SUBGROUP
DEPARTMENT
CLASS
PRODUCT
DIVISION
MONTH_DT
STORE_DEPT
REGION
WEEK_DT
FLOOR_LOCATION
DISTRICT
DAY_DT
OPERATIONAL_DEPT
STORE
HOUR_TIME
HOLIDAY
UPC_XREF
facts
(point of sale)
DISCOUNT
PCS_MERCHANDISE
POS_TRANSACTION
VENDOR
PRICING REMARKS
RETAIL PRICE
EVENT
CUSTOMER
FREQ_SHOPPER
CUSTOMER_TENDER_XREF
TENDER
CASH
CREDIT_CARD
D. Draheim. Business Process Technology. Springer-Verlag 2010.
COUPON
OTHER_TENDER
Fig. 3.7. Completely crosscutting information
backbone.
Business Intelligence (BI)
planning
rules
process
report
BI
Enterprise Resource Planning (ERP)
ERP
production
schedule
production
report
Manufacturing Execution System (MES)
Industrial
Information
Integration
Backbone
MES
operational
response
operational operational
commands response
Machine and Device Control
Machine and Device Control
operational
commands
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 3.8. Direct analytical processing for
manufacturing data.
Analytical
Processing
ERP
MES
Industrial
Information
Integration
Backbone
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fi.g 4.1. Business process definition and
business process supervisory.
VV
business process
supervisory
VV
AA
A
A
E
EE
E
E
D
F
G
H
BB
B
B
CC
C
C
DD
D
D
GG
G
G
HH
H
H
VV
V
business process
design
C
VV
B
V
A
FF
F
F
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.2. Workflow supervisory and workflow
automation.
VV
new
tasks
FF
F
F
workflow
automation
CC
C
C
DD
D
D
GG
G
G
HH
H
H
state
changes
VV
EE
E
E
VV
workflow
supervisory
BB
B
B
VV
AA
A
A
•Task C
•Task F
•Task E
•Task D
•Task H
•Task D
Dialogue
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.3. Workflow Management Coalition
workflow reference model.
Definition Tool
references
Organizational
Role/Model Data
refers to
Administrator
generates
Process Definition
interprets
references
maintains
Workflow
Engine
Workflow
Control
Data
Workflow
Workflow
Workflow
Application
Application
Applications
invokes
Workflow
Enactment
Service
interact
via work list
Work List
uses
Worklist Handler
User
update
Workflow
Relevant Data
User Interface
invokes
invokes
software components and data of workflow management system
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Workflow
Workflow
Workflow
Application
Application
Applications
external
products and data
Fig. 4.4. Complex business process state
resulting from business process cycle.
C
C
B1
B
V
A
A1
instantiation
B2
A2
B3
V
A3
A4
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.5. Supervision of production process
instances.
8:00
8:30
9:00
9:30
10:00 10:30
9:23
A1
A1 A2 A3
A
A2
A3
B1 B2 B3
B4 B5 B6
03
01
05
09
06
02
B
10
08
11
02
B2
B3
07
04
B1
12
07
03
08
01
B4
B5
B6
09
06
04
05
C1 C2
C
C1
C2
D. Draheim. Business Process Technology.
Springer-Verlag 2010.
02
03
01
06
Fig. 4.6. Example ARIS process chain.
Event
Function
Information Object
Business Partner
Organizational Unit
Output
Customer
Order
Customer
order arrived
Sales
Order
Processing
Item
Order
accepted
Confirmation
Customer
Order
Plant
Order
Planning
Manufacturing
Orders
Order
included
in planning
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Production
Plan
Fig. 4.7. Events in business process
modeling languages and Petri nets.
capture
registration
capture
registration
registration
captured
registration
captured
(i)
(ii)
V
confirm
registration
insert
data
registration
confirmed
data
inserted
insert
data
confirm
registration
data
inserted
registration
confirmed
V
condition or place
process
registration
registration
processed
event or transition
registration
processed
D. Draheim. Business Process Technology. Springer-Verlag 2010.
process
registration
Fig. 4.8. Alternatives to express decision
points in visual process specifications.
yes
(i)
cond
no
DIN66001
flowchart
cond
(ii)
BPMN
decision
construct
default alternative
cond
(iii)
event-driven
process chain
XOR
cond
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.9. Modeling an expiring condition.
V
confirm
registration
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.
insert
data
process
registration
Fig. 4.10. Specification of starting an
operation process in a hospital.
operation
requested
V
surgeon team
available
operating theatre
available
D. Draheim. Business Process Technology. Springer-Verlag 2010.
operation
4.11. A Petri net specification of starting an
operation process.
operation
requested
surgeon team
not available
surgeon team
available
operation
OP theatre
not available
OP theatre
available
D. Draheim. Business Process Technology. Springer-Verlag 2010.
4.12. Alternative specification of starting an
operation process.
operation
requested
V
surgeon team
available
and
OP theatre
available
D. Draheim. Business Process Technology. Springer-Verlag 2010.
operation
Fig. 4.13. Specification of an even simpler
start of an operation process.
operation
requested
V
operating theatre
available
D. Draheim. Business Process Technology. Springer-Verlag 2010.
operation
4.14. A Petri net specification of the
operation process.
operation
requested
operation
OP theatre
available
maintenance
requested
D. Draheim. Business Process Technology. Springer-Verlag 2010.
OP theatre
maintenance
Fig. 4.15. Attempt to model processes
competing for a resource.
V
operation
requesting
step
operation
operating theatre
available
V
maintenance
requesting
step
D. Draheim. Business Process Technology. Springer-Verlag 2010.
operating
theatre
maintenance
Fig. 4.16. End synchronization of two
business processes.
process A
A
B
V
V
C
process B
process C
E
D
D. Draheim. Business Process Technology. Springer-Verlag 2010.
F
Fig. 4.17. Synchronization of two business
processes at a synchronization point.
B
V
V
C
process B
E
F
G
H
V
process A
A
D
D. Draheim. Business Process Technology. Springer-Verlag 2010.
4.18. Business process synchronization in
presence of cycles.
(iv)
6
V
A
B
a
7D 3
(v)
V
9 A
6
B
a
D 3
b
g
b
g
E
C 4
E
C 4
V
D 3
g
8 E
D. Draheim. Business Process Technology. Springer-Verlag 2010.
F
d
F
d
F
d
V
a
C 4
V
V
5 A
b
V
B
d
V
(iii)
E
V
D 3
g
V
a
C
F
V
V
A
b
V
2 B
V
(ii)
E
d
V
D
g
V
a
C
V
V
1 A
b
V
B
V
(i)
F
Fig. 4.19. History of the business process
instance in Fig. 4.18.
4
6
2
1
8
5
3
7
9
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 4.20. Modified version of the business
process model in Fig. 4.18.
D
g
11 C 4
d
V
V
false
a
b
D. Draheim. Business Process Technology. Springer-Verlag 2010.
8 E 10
V
e
B
V
A
true
F
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
a
c
A
t
B
C
D
e
f
g
q
E
F
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s
h
H
r
d
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I
i
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K
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p
P
y
w
5.3. Example for decomposition with unique
start and exit points.
a
b
a
c
A
t
B
C
D
e
f
g
d
AH
F
G
IP
q
E
w
s
h
H
d
d
r
D. Draheim. Business Process Technology. Springer-Verlag 2010.
J
k
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K
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p
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w
Fig. 5.4. Transforming a decomposition that
spans more than one level.
A
A
B
C
D
B
E
D. Draheim. Business Process Technology. Springer-Verlag 2010.
C
D
E-Wrapper
E
Fig. 5.5. Transforming an explicitly given
hierarchy.
A
A
B
C
B
D
E
D. Draheim. Business Process Technology. Springer-Verlag 2010.
C
E
D
Fig. 5.6. Recursion via levels.
a
x
A
g
b
¬x
w
CD
g
y
C
a
AB
w
B
d
w
D
¬y
w
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.7. The usage of case distinctions in
data flow diagrams.
x
A
g
(i)
b
B
x
w
A
¬x
g
CD
D. Draheim. Business Process Technology. Springer-Verlag 2010.
b
¬x
CD
B
(ii)
w
Fig. 5.8. An instance of the business
process model in Fig. 5.6.
a
¬x
A
g
w
g
¬y
C
a
w
a
¬x
A
g
w
y
g
C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
d
D
w
Fig. 5.9. Flattening the recursive business
process specification in Fig. 5.6.
a
x
b
A
g
¬x
a
¬y
d
C
B
w
w
D
y
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 5.10. Self-recursive business process
model that is not end-recursive.
a
x
A
a
b
B
¬x
AB
b
D. Draheim. Business Process Technology. Springer-Verlag 2010.
b
Fig. 5.11. An instance of the business
process model in Fig. 5.10.
A
¬x
A
B
¬x
A
B
¬x
B
x
A
D. Draheim. Business Process Technology. Springer-Verlag 2010.
B
Fig. 5.12. Flattening the recursive business
process specification in Fig. 5.10.
c=0
x
a
c:=0
a
b
A
a
a
¬x
c:=c+1
D. Draheim. Business Process Technology. Springer-Verlag 2010.
b
B
b
c:=c-1
c>0
Fig. 5.13. Example for decomposition with
multiple start and exit points.
a
e
f
g
ii
AD
i
iii
iv
b
i
B
e
a a c
f
A
C
g
t
D
ii
iii
v
iv
vi
vii
e
f
g
v
G
EL
vi
x
vii
xii
q
E
F
viii
h
H
r
s
d
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m
m
n
J
K
L
ix
MP
xi
xiv
w
xiii
m
m
n
ix
viii
xi
x
xiii
xii
m
m
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p
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xiv
Fig. 5.14. Alternative control flows for a sub
business process from Fig. 5.2.
a
A
XOR
b
c2
c
else
t
b
a
A
v
(ii)
c
t
b
a
A
v
(iii)
c
t
B
C
D
B
C
D
B
C
D
e
f
g
e
f
g
e
f
g
D. Draheim. Business Process Technology. Springer-Verlag 2010.
E
F
G
E
F
G
E
F
G
q
h
OR
H
OR
H
v
(i)
c1
H
d
r
q
h
d
r
q
h
r
d
Fig. 5.15. Decomposing a business process
according to business goals.
L
g
D
G
r
t
a
n
O
a
w
BP
A
t
B
c
C
D
E
e
f
g
F
G
h
H
r
d
k
I
AL
J
s
i
D. Draheim. Business Process Technology. Springer-Verlag 2010.
m
m
a
q
E
J
s
y
c
b
e
B
q
i
A
b
K
L
m
m
n
MO
n
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p
P
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w
Fig. 5.16. Overlapping business goals that
are compatible in a hierarchy.
c1
BECF
c2
a a
A
XOR
OR
c2
else
a a
A
XOR
H
d
CFDG
c1
b
c2
c
else
t
B
C
D
e
f
g
D. Draheim. Business Process Technology. Springer-Verlag 2010.
E
F
G
q
h
r
OR
H
d
Fig. 5.17. An alternative business process
specification with duplicated activities yielding
more options for decomposition.
b
a
A
c
t
B
C
D
e
f
g
E
F
G
q
h
r
H
H
H
d
d
d
I
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D. Draheim. Business Process Technology. Springer-Verlag 2010.
m
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p
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P
P
P
w
w
w
Fig. 5.18. An example business goal
oriented decomposition.
b
a
b
i
a
A
t
c
i
ii
C
D
ii
ACDG
iii
v
f
g
iii
G
b
f
iv
B
iv
e
f
vii
E
F
vii
q
h
r
w
w
vi FHIKNP
r
vi
r
v BEHIJMP
w
HILOP
H
H
H
D. Draheim. Business Process Technology. Springer-Verlag 2010.
d
d
d
I
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m
m
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O
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p
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P
P
P
w
w
w
Fig. 5.19. Parallel decomposition of activities
and transitions.
a
b
i
efg
AD
B
ii
iii
v
iv
vi
vii
v
iii
vi
iv
vii
e
f
g
q
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e
f
a a c
A
C
g
t
D
ii
mmn
EL
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p
P
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O
xii
viii
ix
x
xi
xii
xiii
w
xiv
Fig. 5.20. Completely symmetric decomposition of
nodes and edges in a graph.
a
a
A
a
b
A
B
b
c
B
C
c
AB cd
D
d
C
d
D
e
e
DF gh
E
E
f
f
F
F
g
g
G
G
H
il
h
H
h
H
i
D. Draheim. Business Process Technology. Springer-Verlag 2010.
w
LM
i
I
I
j
j
J
J
k
k
K
K
l
l
L
L
m
m
M
w
M
w
Fig. 5.21. Simple example for parallel
decomposition of activities and transitions.
a
de
AC
b
a
A
B
DE
d
D
w
E
w
f
g
C
e
D. Draheim. Business Process Technology. Springer-Verlag 2010.
w
Fig. 5.22. Tyical structural frictions in a combined
business process and system model.
Customer System Analyst
Visio
EPCs
Function Trees
Task Models
MindMap
Word
Articles Home
Delete
Delete
You are
Welcomewelcome
!
Login
Name
ID
PWD
Articles
Logout
Error
SUBMIT
Name
ID
PWD
• Book
Change
• Car
• House
• Article 123123
• Article 09358345
YES
NO
Change House !
Search
Result
SUBMIT
Delete Car ?
Home
Book
Delete
Car
House
Article 123123
Article 09358345
• Dog
• Cat
• Mouse
• Fiddle
• Moon
Home
• Cow
• Song
• Carol
• Carot
• Meadow
ChangeHome
Delete
Book
Car
House
Article 123123
Article 09358345
EPCs
State Charts
Class Diagrams
Ground
Wall
Window
Door
Roof
Pool
Solid
Thick
Glass
Metal
Blue
Change
Change House ?
Ground: Solid
Wall: Thick
Window: Glass
Door: Wood
Roof: Red
Pool: 2m
1m
Magic Draw
Word
System Designer Developer
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Change
Abort
D. Draheim. Business Process Technology. Springer-Verlag 2010.
single selected modeling tool
other
notation
selected
business process notation
Fig. 5.23. Mitigating structural frictions in a
combined business process and system model.
Fig. 5.24. Variant Modeling.
natural
on-the-fly
hierarchy
Login
Name
ID
PWD
SUBMIT
Welcome
Articles
Logout
You are
welcome !
Search
• Article 123123
• Article 09358345
Name
ID
SUBMIT
Delete
Delete Car ?
Home
YES
Book
Delete
Car
House
Article 123123
Article 09358345
NO
Change House !
Result
• Dog
• Cat
• Mouse
• Fiddle
• Moon
Error
PWD
Articles Home
• Book
Delete
• Car
Change
• House
Home
• Cow
• Song
• Carol
• Carot
• Meadow
Change Home
Book
Delete
Car
House
Article 123123
Article 09358345
Ground
Solid
Wall
Thick
Window
Glass
Door
Metal
Roof
Blue
Pool
1m
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Change
Change House ?
Ground: Solid
Wall: Thick
Window: Glass
Door: Wood
Roof: Red
Pool: 2m
Change
Abort
Fig. 6.1. Semi-formal formation rules for
structured flowcharts.
(i)
basic activity
A
(ii)
sequence
C
(iii)
case
C
(iv)
do-while
C
D
D
C
a
D
C
D
a
n
y
C
n
(v)
repeat-until
C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
C
a
y
6.2. Example flowchart that is not a Dflowchart.
n
A
B
a
y
b
C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
y
n
D
Fig. 6.3. Characterization of bisimilarity for
business process models.
(i)
(ii)

A
A
C
C
y

a
(iii)
n

D
A
D
A
iff
E
y
a
n
D. Draheim. Business Process Technology. Springer-Verlag 2010.
C
D
C
E

iff
F
D

F
Fig. 6.4. Example business process model
that is not structured.
a
y
A
n
y
B
b n
D. Draheim. Business Process Technology. Springer-Verlag 2010.
C
Fig. 6.5. Structured business process models that
replace the non-structured one in Fig. 6.4.
a
n
y
a
n
A
y
A
C
C
n
B
n
b
B
y
y
A
(i)
a
y
n
b
A
A
B
D. Draheim. Business Process Technology. Springer-Verlag 2010.
(ii)
a
y
B
n
Fig. 6.6. Block-structured versus arbitrary
business process model. 6
a
n
6

A
7
y
a
y
4
A
C
n
1
n
B
B
b
y
2
y
b
C
n
ii
A
7
6
ii
6
iv
b
5
a A
ii
C
B
4
3
y
b
2
a
n
C
y
1
B
2
3
2
f

1
B
1
B
5
A
a Process Technology. A
a
D. Draheim. Business
Springer-Verlag
2010.
Fig. 6.7. Listing enriched with arrows for
making jump structure explicit.
01
02
03
04
05
WHILE alpha DO
A;
B;
IF beta THEN GOTO 02;
C;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 6.8. Example business process hierarchy.
C
n
DoA
+
b
B
y
A
DoA
a
y
A
D. Draheim. Business Process Technology. Springer-Verlag 2010.
DoA
+
B
Fig. 6.9. Example for a deeper business
process hierarchy.
C
n
DoA
+
b
B
y
Ado
+
B
Ado
A
DoA
a
y
A
D. Draheim. Business Process Technology. Springer-Verlag 2010.
DoA
+
Fig. 6.10. Structured business process model that
replaces the non-structured one in Fig. 6.2.
n
A
B
a
y
C
n
b
D
y
B
y
A
n
B
a
C
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.
reject workpiece
due to defects
quality must
be improved
y
handle
workpiece
n
(i)
dispose
deficient
workpiece
amount exceeds
threshold
y
quality
insurance
n
prepare
purchase
order
finish
workpiece
D. Draheim. Business Process Technology. Springer-Verlag 2010.
(ii)
revision is
necessary
y
n
submit
purchase
order
approve
purchase
order
y
n
Fig. 6.12. Business process with cycle that
is exited via two distinguishable paths.
A
y
b
B
a
n
C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
y
n
D
Fig. 6.13. Resolution of business process cycles
with multiple distinguishable exits by the usage of
auxiliary logic and state.
d:=false
A
d:=true
A
bd
y
B
y
a
n
n
d
C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
D
Fig. 6.14. Two business processes that are
not behavioral equivalent.
(i)
A
y
B
a
n
(ii)
y
a
A
A
C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
B
n
C
Fig. 7.1. Process definition with one form for each
activity as implementing system dialogue.
A
B
Start
a
C
Start
a
b
D
Start
b
c
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Start
c
d
d
Fig. 7.2. Strictly chained forms of a terminalserver style workflow system.
A
A
Tasks
A01
A02
A03
A02:a1
A02:a2
A02:a3
Tasks
A01
A03
B02
A01:a1
A01:a2
A01:a3
1. foo
1. ding
1. ben
1. you
1. to
1. and
2. bar
2. bats
2. ach
2. can
2. und
2. tha
3. zapf
3. mac
3. can
3. try
3. ers
3. ttt
Start
Submit
Submit
Submit
Start
Submit
Submit
Submit
Tasks
A03
B02
B01
B01:b1
B01:b2
B01:b3
C01:c1
C01:c2
C01:c3
1. asd
1. aba
1. all
1. fer
1. orzu
1. nefg
2. ist
2. nix
2. och
2. qwe
2. deda
2. ga
3. nun
3. hier
3. den
Tasks
A03
B02
C01
3. dd
3. bnu
3. tuht
Start
Submit
Start
Submit
Submit
Submit
B
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Submit
C
Submit
Fig. 7.3. Alternative activity support by a
superform-based dialogue.
A
Start
a/b/c/d
a
+
b
+
c
+
d
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.4. Workflow system that allows for
saving screen states.
A02:a
Tasks
A01
A02
A03
1. foo
2. b
3.
Save
A03:a
Tasks
A01
A02
A03
1. this
2. isr
3. eally
Save
Start
Start
Submit
Tasks
A01
A02
B03
A02:a
A02:a
1. foo
1. foo
2. b
2. bar
3.
3. asd
Save
Save
Start
Submit
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Tasks
A01
B03
B02
Start
Submit
Submit
Fig. 7.5. Exploiting windowing for saving
screen states of a workflow system.
Tasks
A01
A02
A03
Tasks
A01
A02
A03
Start
Start
A02:a
1. foo
2. b
3.
Submit
Tasks
A01
A02
A03
Start
A02:a
1. foo
A03:a
2. b
this
3.
isr
Submitea
Submit
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Tasks
A01
A02
A03
Start
A02:a
1. foo 1.
A03:a
2. b
3.
2.
this
3.
isr
Submiteally
Submit
Fig. 7.6. Virtual screens versus viewports
versus windows.
virtual screens
computer terminal
windows
viewports
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 7.7. Exploiting the root pane of a
windowing system as worklist.
A03:a
A03:a
1.
A02:a
1.
A01:a
2.
3.
1. 2.
2. 3. Submit
3.
Submit
Submit
A03:a
1.
A02:a
2.
1. foo
A01:a
3.
1. 2. b
2. 3. Submit
3.
Submit
Submit
A03:a
1. this
A02:a
1.
A01:a
2. isr
3. ea
1. 2.
2. 3. Submit
3.
Submit
Submit
D. Draheim. Business Process Technology. Springer-Verlag 2010.
1.
A02:a
2.
1. foo
A02:a
3.
1. 2. b
2. 3. Submit
3.
Submit
Submit
Fig. 7.8. Fully exploiting windowing for
saving screen states of a workflow system.
1.
A02:a
1.
A03:a
1.
A02:a
2.
1. foo
2. b3.
2.
1. this
3.
2. isr
2.
1. foo
2. b3.
3.
3. ea
3.
Submit
A01:a
A02:a
A03:a
A01:a
A03:a
Submit
A01:a
A02:a
A03:a
A01:a
A02:a
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Submit
A01:a
A02:a
A03:a
A01:a
A03:a
Fig. 7.9. Process definition with complex
activity implementing system dialogues.
A
B
Start
Start
Start
a3
a1
b2
c3
c1
b2
d3
d1
b3
b1
a2
c3
c1
a3
a2
Start
b3
b1
a1
D
C
c2
D. Draheim. Business Process Technology. Springer-Verlag 2010.
d3
d1
c2
d2
d2
Fig. 7.10. Strictly chained process execution
in a terminal-server style workflow system.
A
A
Tasks
A01
A02
A03
A02:a1
A02:a2
A02:a3
Tasks
A01
A03
B02
A01:a1
A01:a2
A01:a3
1. foo
1. ding
1. ben
1. you
1. to
1. and
2. bar
2. bats
2. ach
2. can
2. und
2. tha
3. zapf
3. mac
3. can
3. try
3. ers
3. ttt
Start
Submit
Submit
Submit
Start
Submit
Submit
Submit
Tasks
A03
B02
B01
B01:b1
B01:b2
B01:b3
C01:c1
C01:c2
C01:c3
1. asd
1. aba
1. all
1. fer
1. orzu
1. nefg
2. ist
2. nix
2. och
2. qwe
2. deda
2. ga
3. nun
3. hier
3. den
Tasks
A03
B02
C01
3. dd
3. bnu
3. tuht
Start
Submit
Start
Submit
Submit
Submit
B
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Submit
C
Submit
Fig. 7.11. Roles attached to a workflow
definition.
B
H
E
A
C
Role X
D
G
F
Role Z
Role Y
T
U
V
PT
PU
PV
D. Draheim. Business Process Technology. Springer-Verlag 2010.
I
Fig. 7.12. Repaintings of the workflow
definition in Fig. 7.11.
V
V
D
U
E
U
F
U
V
V
V
C
T
V
V
V
V
V
V
V
D. Draheim. Business Process Technology. Springer-Verlag 2010.
B
T
D
U
E
U
F
U
V
(ii)
V
D
U
E
U
F
U
V
A
T
B
T
C
T
V
(i)
A
T
D
U
E
U
F
U
Fig. 7.13. Business process model with the
same role attached to multiple activities.
B
A
C
Role X
T
U
D. Draheim. Business Process Technology. Springer-Verlag 2010.
V
Fig. 7.14. Attempt to detail the meaning of
the process model in Fig. 7.13.
B
C
A
Role X
TUV
T
U
D. Draheim. Business Process Technology. Springer-Verlag 2010.
V
manager C
manager B
Team Team Team
A
B
C
manager A
Fig. 7.15. Business process with complex actor
assignment for conducting a business trip.
Team Team Team
A
B
C
deputies
employee
travel
application
team
manager
review
travel
application
employee
travel
accepted
D. Draheim. Business Process Technology. Springer-Verlag 2010.
travel
Fig. 7.16. General dynamic actor scheduling
in workflow automation.
enterprise
resource
data
workflow history
dynamic
staffing
Task
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.1. The evolution of SOA paradigms
and visions.
Flexible
Processes
Software
Productizing
B2B
2000
EAI
1996
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.2. Gartner Group tier terminology for
service-oriented architecture.
Enterprise iv
Databases
Tier A
updates
queries
shared business logic
iii
shared data IO
Services
i
Mobile
Application
ii
Local Batch
Application
EDI
Application
results
feedback
Internet Server
Application
Online
Application
Internet Client
Web Browser
Dump
Terminal
Tier B
Mobile
Client
Tier C
Batch
Application
Desktop
PC
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.3. Example CORBA service bus for
banking applications.
Internet
Banking
Telephone
Banking
Application
Server
ERP
SAP
CORBA Service Bus
COBOL
IMS-MSG
COBOL
IMS-MSG
IMS/DC
IMS/DC
IMS
IMS
D. Draheim. Business Process Technology. Springer-Verlag 2010.
30 million
bank accounts
WSDL
WSDL
SOAP
SOAP
HTTP
HTTP
D. Draheim. Business Process Technology. Springer-Verlag 2010.
BPEL
JBI
UDDI
UDDI
BPEL4People
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.
Business Process Management Suite
full
application
embedding
Auxiliary Application
Visual Programming Interface
Client
Presentation
SOAP
ESB
Rapid Development Tool
Forms Designer
service
embedding
Programming Interface
service
embedding
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Wrapper
BPEL
BPEL4PEOPLE
Queue
WSDL
Business
Logic
Fig. 8.6. Stagewise development of silo
software systems.
Project
A
Project
B
Project
C
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.
distribution
integration
Project
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 8.9. Software reuse across project
boundaries.
Project
A
reuse
Project
C
SOA
Governance
Project
D
D. Draheim. Business Process Technology. Springer-Verlag 2010.
reuse
Project
B
Fig. 8.10. Software reuse from a maintained
software product.
Project
B
D. Draheim. Business Process Technology. Springer-Verlag 2010.
reuse
reuse
Project
A
Fig. 8.11. SOA governance as ubiquitous
reuse.
Projects
Subprojects
Iterations
D. Draheim. Business Process Technology. Springer-Verlag 2010.
reuse
Fig. 9.1. Concrete business process
technologies.
Business
Process
Modelling
Tools
Monitoring
Simulation
39
37
34
35
30
30
25
31,1 %
20
15
52,7 %
21
15
28
25
22
19
16
14
V
16,2 %
10
5
0
B
V
A
E
D. Draheim. Business Process Technology. Springer-Verlag 2010.
F
V
Workflow
Management
Systems
V
40
V
Business
Process
Management
Suites
Fig. 9.2. Business process model for
conducting a business trip.
employee
travel
rejected
team manager
employee
review
travel
application
travel
application
travel
accepted
support
travel
travel
improved
travel
withdrawn
travel
secretary
revision
needed
employee
team manager
v
employee
improve
travel
application
D. Draheim. Business Process Technology. Springer-Verlag 2010.
employee
travel
expense
report
Fig. 9.3. Workflow chart for conducting a
business trip.
the page
has been
revisited
team manager
withdrawn
travel
it is possible
information
to reject
the application
withdraw
travel
employee
rejected
travel
information
rejection
form
accept or
reject
team manager
true
employee
travel
application
travel
application
travel
application
form
review
travel
application
acceptance
form
accept or
return
it is possible
to return
the application
true
employee
travel
expense
report
secretary
support
travel
employee
improve
form
travel
expense
report
travel
expense
form
delete
travel
data
continue
revision
form
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.4. Basic workflow chart.
unique choice
r1
f1
D1
s1
fp
Dp
sm
g1
E1
multiple choice
C1
A
B1
Cm
gk
Bn
rm
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Ek
Fig. 9.5. Implicit versus explicit multiple
choice.
true
C1
C2
C2
C3
B1
v
B1
C1
C4
C5
D. Draheim. Business Process Technology. Springer-Verlag 2010.
C3
s
s
C4
C5
Fig. 9.6. Deferred server actions as entries
to workflows.
G
A
H
J
I
B
C
K
M
D
L
E
Q
B
I
J
Q
D
M
C
F
N
G
H
K
L
R
R
F
N
P
O
S
Q
D
M
N
E
O
P
C
S
E
O
P
D. Draheim. Business Process Technology. Springer-Verlag 2010.
G
H
B
I
J
K
L
D
M
N
E
O
P
F
R
F
R
S
S
Fig. 9.7. Standard example for
synchronization in workflow charts.
Side effect:
b:=false;
c:=false;
Side effect:
b:=true;
(i)
AS
BS
AP
BP
Activation condition:
c
BF
AF
DS
CS
CP
DP
CF
Side effect:
c:=true;
B
v
A
v
(ii)
DF
C
D. Draheim. Business Process Technology. Springer-Verlag 2010.
D
Activation condition:
b
Fig. 9.8. An enterprise system landscape
before integration.
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.9. Enterprise application integration
with the help of workflow technology.
B
V
A
C
D
G
V
E
V
F
V
H
I
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Fig. 9.10. Inserting auxiliary specification between
client pages and immediate server actions.
(i)
e1
B1
e2
B2
A
(ii)
A
c1
I
B1
c2
J
B2
H
D. Draheim. Business Process Technology. Springer-Verlag 2010.
worklist
Fig. 9.11. Synchronizing auxiliary activity
against form submission.
A
true
H
I
C
B
true
J
D. Draheim. Business Process Technology. Springer-Verlag 2010.
D
E
Fig. 9.12. Alternative insertion of auxiliary
specification between client pages and immediate
server actions.
e1
c1
I
B1
c2
J
B2
H
A
e2
D. Draheim. Business Process Technology. Springer-Verlag 2010.
worklist
Fig. 9.13. Synchronizing auxiliary activity
against worklist selection.
A
a1
true
I
H
C1
B
a2
true
c1
K
c2
L
J
D. Draheim. Business Process Technology. Springer-Verlag 2010.
C2
Fig. 9.14. Business process platform mitigating
gaps and tensions between business process
modeling, workflow control and dialogue control.
Business Process
Modelling
Workflow
Definition
Application
Programming
integration and tracing
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
02
03
04
05
06
07
REPEAT
A;
B;
UNTIL alpha;
C;
IF beta THEN GOTO 03;
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 01
05
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
02
03
04
05
WHILE alpha DO
A;
B;
IF beta THEN GOTO 02;
C;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Listing 6.4. Textual presentation of business
process (i) in Fig. 6.4.
01
02
03
04
05
06
07
08
09
10
WHILE alpha DO
A;
B;
WHILE beta DO BEGIN
A;
WHILE alpha DO
A;
B;
END;
C;
D. Draheim. Business Process Technology. Springer-Verlag 2010.
Listing 6.5. Textual presentation of business
process (ii) in Fig. 6.4.
01
02
03
04
05
06
07
08
09
10
WHILE alpha DO
A;
B;
WHILE beta DO BEGIN
REPEAT
A;
UNTIL NOT alpha;
B;
END;
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 do
if 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
02
03
04
05
07
08
09
10
i:=1;
WHILE i<=m DO BEGIN
IF A[i]=x THEN GOTO 10
i:=i+1;
END;
m:=i;
A[i]:=x;
B[i]:=0;
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 BEGIN
03
i:=i+1;
04 END;
05 IF NOT (i<=m) THEN BEGIN
06
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 BEGIN
03
i:=i+1;
04 END;
05 IF NOT (i<=m) THEN BEGIN
06
m:=i;
07
A[m]:=x;
08
B[m]:=1;
09 END ELSE BEGIN
10
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
02
03
04
05
06
07
08
09
10
11
12
13
14
15
16
stop:=false;
i:=0;
WHILE (NOT stop) BEGIN
i:=i+1;
IF i>m THEN BEGIN
m:=m+1;
A[m]:=x;
A[m]:=1;
stop:=TRUE;
END ELSE BEGIN
IF A[i]=x THEN BEGIN
B[i]:=B[i]+1;
stop:=true;
END;
END;
END;
D. Draheim. Business Process Technology. Springer-Verlag 2010.