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The evaluation of business proces modelling techniques
The evaluation of business proces modelling techniques
Bart-Jan Hommes
Promotor Dietz
Integration of a Business Rules Engine to Manage Frequently Changing Workflow: A Case Study of Insurance Underwriting Workflow
Integration of a Business Rules Engine to Manage Frequently Changing Workflow: A Case Study of Insurance Underwriting Workflow
George K Royce, 2007
Department of Information Systems and Quantitative Analysis,
University of Nebraska at Omaha
groyce@mail.unomaha.edu
Abstract
The purpose of this paper is to describe the challenges faced with the initial introduction and use of workflow for
underwriting in an insurance company and how these challenges were overcome when the company was faced with the
requirement to upgrade the system. Early workflow systems, including one of the original FileNet Workflo™ system,
offered the promise of easy to change, work assignment and routing that could be managed by the business area. In the first
implementation of workflow, the system did not provide the agility to easily change the system when the business
requirements changed. When an opportunity was provided to update a legacy FileNet Image and Workflo™ system, the
business management and IT decided to ensure that users were empowered to make their own changes in work assignment,
reassignment and routing rules in the future by introducing a business rules engine to manage the workflow process. The
case study details the approach used to implement a rule driven workflow system capable of “exception based underwriting”
and provides lessons learned.
Getting Past the First BPM Project: Developing a Repeatable BPM Delivery Capability
Getting Past the First BPM Project:
Developing a Repeatable BPM Delivery Capability
By Derek Miers
Abstract
As BPM takes off within the organization, the challenge becomes one of delivering on the
promise across a broad front. This paper focuses on how to create an effective methodology and
organizational capability to meet this challenge. It presents a wide variety of best practice tips and
pitfalls to avoid, highlighting the experiences of several major enterprises pursuing business
transformation via BPM.
Patterns and XPDL: A Critical Evaluation of the XML Process Definition Language
Patterns and XPDL: A Critical Evaluation of
the XML Process Definition Language
Wil M.P. van der Aalst
Department of Technology Management
Eindhoven University of Technology, The Netherlands
w.m.p.v.d.aalst@tm.tue.nl
Abstract. XML Process Definition Language (XPDL) is the language
proposed by the Workflow Management Coalition (WfMC) to interchange
process definitions between different workflow products. The goal
of XPDL is to provide a Lingua Franca for the workflow domain allowing for the import and export process definitions between a variety of tools ranging from workflow management systems to modeling and simulation tools. Staring point of XPDL is a minimal set of constructs present in most workflow products. Unfortunately, this minimal set does not offer direct support to many of the workflow patterns encountered in practice and present in more mature workflow products. To address this problem, XPDL offers vendor specific extensions. However, this approach definitely does not result in a Lingua Franca. Moreover, to date, even the semantics of the core constructs of XPDL remain undefined. This paper will analyze XPDL using a set of 20 basic workflow patterns and expose some of the semantic problems.
BPEL & XPDL
Robert M. Shapiro
Chair, Process Interchange, WfMC
Senior Vice President, Research
Global 360
THE ECOLOGY OF STANDARDS PROCESSES: INSIGHTS FROM INTERNET STANDARD MAKING
THE ECOLOGY OF STANDARDS PROCESSES: INSIGHTS
FROM INTERNET STANDARD MAKING
MIS Quarterly
Michael zur Muehlen
Stevens Institute of Technology
Balancing Total Cost of Ownership and Cost of Maintenance Within a Software Network
Balancing Total Cost of Ownership and Cost of Maintenance Within a Software
Supply Network
Slinger Jansen
Information and Computing Sciences Institute
Utrecht University, The Netherlands
slinger.jansen@cs.uu.nl
Wilfried Rijsemus
Cordys Europe
Putten, The Netherlands
wrijsemus@cordys.com
Abstract
This short paper describes how the Cordys vision of software
release, delivery, deployment, and maintenance improves
these processes such that all of the Enterpise Resource
Planning (ERP) trauma’s of the past can be avoided.
Cordys reduces these problems, such as unreliable migration
of ERP systems and customers who refuse to update, by
the introduction of the staging area. This staging area is a
software control system that enables a customer to manage
Cordys software products and knowledge such as manuals,
licenses and updates, explicitly
Quality in Product and Process Design
Quality in Product and Process Design
S. Thomas Foster, Jr
Service-Oriented Architecture and Business Process Choreography in an Order Management Scenario: Rationale, Concepts, Lessons Learned
Service-Oriented Architecture and Business Process Choreography in an Order Management Scenario: Rationale, Concepts, Lessons Learned
Olaf Zimmermann, Vadim Doubrovski, Jonas Grundler, Kerard Hogg
OOPSLA’05, October 16–20, 2005, San Diego, California, USA.
ACM 1-59593-193-7/05/0010
SOA and BPM Partnership: A paradigm for Dynamic and Flexible Process and I.T. Management
SOA and BPM Partnership: A paradigm for Dynamic and Flexible Process and I.T. Management
PWASET VOLUME 35 NOVEMBER 2008 ISSN 2070-3740
PROCEEDINGS OF WORLD ACADEMY OF SCIENCE, ENGINEERING AND TECHNOLOGY VOLUME 35 NOVEMBER 2008 ISSN 2070-3740
Imran Sarwar Bajwa, Rafaqut Kazmi, Shahzad Mumtaz, M. Abbas Choudhary, and M. Shahid
Naweed
LSS, BPM en SOA bieden ABN AMRO flexibiliteit
LSS, BPM en SOA bieden ABN AMRO flexibiliteit
VOLLEDIG VOORBEREID OP VERANDERING
business process magazine, nummer 7, november 2007
Onlangs won ABN AMRO de internationale Business Process Excellence Award van BPM-leverancier IDS Scheer in de categorie\nProcess Design. De Duitsers waren met name onder de indruk van de kwaliteit van het business verander management, dat\nmaakt dat projecten sneller kunnen worden afgerond. Een kijkje in de keuken van de bank die aan de vooravond van grote\nveranderingen staat
Gartner Position on Business Process Management
Position on Business Process Management, 2006 Janelle B. Hill, Jim Sinur, David Flint, Michael James Melenovsky. This report presents Gartner's latest position regarding the developments around business process management. BPM represents a fundamental change in how businesses manage and operate their processes. ID Number: G00136533, Publication Date: 16 February 2006
Prevalent Process Patterns Enable BPM Benefits Differently | Global 360 BPM Blog
Prevalent Process Patterns Enable BPM Benefits Differently
Scale without Mass: Business Process Replication and Industry Dynamics
Erik Brynjolfsson
Andrew McAfee
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