Semantic Business Process Management - Insights from ... file© PICTURE GmbH | Process Management with PICTURE Seite 6 The PICTURE approach follows three levels of action which make

© PICTURE GmbH | Process Management with PICTURE Seite 1© PICTURE GmbH

Semantic Business Process Management -Insights from Modeling Practice and Empirical Assessment of Weakness Patterns for AnalysisProcess Management with PICTURE – Modernization for the Public Sector

Johannes Schwall (PICTURE GmbH) / Patrick Delfmann, Michael Räckers (ERCIS)European BPM Round Table, Eindhoven, November 5th, 2012

© PICTURE GmbH | Process Management with PICTURE Seite 2

PICTURE GmbH: The Company

From University Roots to Privately Owned Company …

method developed in an EU-funded research project

spin-off of ERCIS/University of Münster

foundation of company supported by the German Ministry of Economics

idea: propagation of application-oriented research to

public administration practice

specialisation in all levels of public administration

3-focus approach: consulting, qualification, software development

25 employees at Münster, Germany

close cooperation with research and science


We support our customersin different projects across Germany.

✓ identification of IT potencial

✓ creation of organisational guide books

✓ process-oriented software introduction

✓ process optimisation

✓ process benchmarking

✓ organisational reorganisation

✓ quality and knowledge management

✓ introduction of eGovernment

✓ budget consolidation


Our question: What happens behind the curtain of public administrations?


PICTURE enables successful process management.

simple andprofessional access

five to six times fasterthan traditional methods

consistent, re-usable, comparable, analysable

adjusted for use in thepublic sector

making the PICTURE method accessibleon a large scale

completelyweb-based

processmanagement fortechnical andexecutive level

more than 2.000 municipal businessprocesses

extensive catalogueof referenceprocesses

substantial catalogue of processimprovementpotential

involvement ofemployees in publicadministration

qualification forsustainableadministrationmodernisation

multiplier approach

Method Process Platform Content Qualification


The PICTURE approach follows three levels of actionwhich make the complexity of organizations manageable.

The process landscape facilitates the strategic prioritisationof the fields of activity in a modernisation project.

The process register contains basic information of all processes in the selected fields of activity and is the basis for systematic actions and prioritisationof the processes for further analyses.

The detailed process modeling facilitates requirements engineering, evaluation and process optimisation in order to improve efficiency as well effectiveness.


The process landscape is the basisfor a structured and goal-oriented strategic decision-making.

EXAMPLE


Applying a 3-level approach, the process register is filled with the processesas well as with basic process data of the selected fields.

the processes are identified and handled in three steps: preparation: creation of an initial process register based on

information collected in other projects and on additional information resources (e.g. quality management documentation, product lists, job specifications, …) identification: face-to-face interviews in order to validate the

initial register and adapt it to the specific organisation quality control: handing over of the register to the interview

partners for quality control and final revision of the register

Step I: Preparation

Step II: Identification

Step III: Quality Control


The PICTURE approach is based on building blocks that each encapsulatea specific semantic which is clearly defined and documented.

Prozessablauf Input Output Führt aus & unterstützt IT Fü...Or....

BEC_Antrag aufSchülerfahr-kostenerstat-

tung is...

BEC_Antrag aufSchülerfahr-

kosten istelektronisc...

BEC_Entfernungstabelle (verkehrsüblich)

BEC_Schüler-fahrkosten-programm

Doppelantragssteller werden aufgespürt

BEC_Entstehen-de Kosten sind

höher alsÖPNV-Kosten

BEC_Entstehen-de Kosten s indnicht höher alsÖPNV-Kosten

BEC_ÜberprüfeKlassen- undSchulangaben

BEC_PrüfeAntrag auf

Vollständigkeit

BEC_Prüfe, obAntragstellerbereits Antrag

gestellt hat

BEC_Klasseliegt an

angegebenerSchule nicht vor

BEC_Anspruchist generellgegeben

BEC_Klasseliegt an

angegebenerSchule vor

BEC_Anspruchist nichtgegeben

BEC_HalteRücksprache mit

Antrag-steller/Schule

BEC_Antrag istvollständig

BEC_Antrag istunvollständig

Kein Anspruch für Berufsschüler

BEC_Prüfe, obAnspruch fürangegebene

Klasse besteht

BEC_Antrag istbereits gestellt

worden

BEC_Antrag istnoch nicht ge-stellt worden

BEC_FehlendeDaten sindermittelt

BEC_FehlendeDaten sind nicht

zu ermitteln

BEC_GleicheAntragsteller-

daten mitSchülerdaten ab

BEC_BewilligeAntrag

(Schülerjahres-karte)

BEC_Antragstellerdaten sind

nicht zuvalidieren

BEC_Antrag-stellerdaten sind

validiert

BEC_ÜberprüfeAnspruchs-

voraussetzungen

BEC_Anspruchsvoraussetz-ungen sind

erfüllt

BEC_Anspruchsvoraussetz-

ungen sind nichterfüllt

BEC_Prüfe, obAntrag Mitfahrer

einschließt

BEC_Mitfahrersind im Antrag

mit einge-schlossen

BEC_Antrag istohne Mitfahrer

BEC_Schüler-datensatz isteingepflegt

BEC_Ermittlegewünschtes

Verkehrsmittel

BEC_BenutzesVekehrsmittel is t

ÖPNV

BEC_BenutzesVerkehrsmittelis t nicht ÖPNV

BEC_Prüfe obÖPNV für diese

Streckeverfügbar

BEC_ÖPNV istnicht verfügbar

BEC_ÖPNV istverfügbar

BEC_PrüfeZumutbarkeit

derÖPNV-Nutzung

BEC_ÖPNV istzumutbar

BEC_ÖPNV istnicht zumutbar

Ist beispielsweise ein mehrwöchiges Praktikum vorgesehen

BEC_PrüfeEinstiegs- undAusstiegshalte-

stelle

BEC_Prüfe, obJahreskarte

wirtschaftlicher

BEC_Schüler-jahreskarte istwirtschaftlicher

BEC_Schüler-jahreskarte ist

nicht wirt-schaftlicher

BEC_Prüfe, obSchule nächst-

gelegene Schuleist

BEC_Schule istnächstgeleg-ene mögliche

Schule

BEC_Schule istnicht nächst-

gelegenemögliche Schule

BEC_ErmittleLänge des ver-kehrsüblichenSchulwegs zur

BEC_Schulweg-länge ist nicht

bekannt

BEC_StelleVermessungs-

antrag

BEC_Vermess-ungsdaten s indeingegangen

BEC_ErgänzeWeglängenliste

(verkehrs-üblich)

BEC_Schulweg-länge istbekannt

BEC_VermesseLänge des

verkehrsüblichenSchulwegs

BEC_Länge istausreichend

genau messbar

BEC_Länge istnicht

ausreichendgenau messbar

BEC_Prüfe, obzu bestellendeKarte teurer alsErstattungsgr...

BEC_Karte istzu teuer

BEC_Karte istnicht zu teuer

BEC_Prüfe, obAntragsteller für

zusätzlicheKoste...

BEC_Antrag-steller kommt

nicht fürzusätzlich...

BEC_Antrag-steller kommt für

zusätzlicheKosten auf

BEC_LegeMitfahrer

An träge zuGrunde

BEC_LegeMitfahrer

Anträge zuGrunde

BEC_VergleicheentstehendeKosten mit

ÖPNV-Kosten

BEC_Prüfe, obAntrag Mitfahrer

einschließt

BEC_Mitfahrersind im Antrag

mit einge-schlossen

BEC_Antrag istohne Mitfahrer

BEC_Ermittleentstehende

Kosten

BEC_Prüfe, obAblehnung zuerstellen ist

BEC_Ablehn-ungsbescheid ist

zu erstellen

BEC_Ablehn-ungsbescheid istnicht zu erstellen

BEC_VerwerfeAntrag

BEC_LehneAntrag ab

BEC_BewilligeAntrag

(Kostener-stattung)

BEC_ErstatteFahrkarten

nachträglich

BEC_BearbeiteAntrag nicht

weiter

BEC_DruckeAblehnungsbe-

scheid(e)

BEC_VersendeAblehnungsbe-

scheid(e)

BEC_Ablehn-ungsbescheidesind versandt

BEC_Alle neuenSchülerdaten

sind eingepflegt

BEC_ExportiereBestelllis ten pro

Schule undVerkehrsträger

BEC_VersendeBestelllis te(n)

BEC_Bestell-lis te(n) sind

versandt

BEC_PrüfeExistenz weiterer

Anträge

BEC_DruckeBewilligungsbe-

scheid(e)

BEC_VersendeBewilligungsbe-

scheid(e)

BEC Erstatt-ungsbeschei(e)sind versandt

BEC_Schüler-jahreskarte(n)

ist(sind)eingegangen

BEC_GleicheKontrollbogen ab

BEC_Bestellungist korrekt

BEC_Bestellungist nicht korrekt

BEC_VersendeSchülerjahres-

karte(n) anSchulen

BEC_Schüler-jahreskarte(n)sind versandt

BEC_VeranlasseNachbesserung

BEC_Nachbes-serung istveranlasst

BEC_ErstelleAuszahlungs-

anordnung

BEC_LeiteAuszahlungs-anordnung anStadtkass...

BEC_Auszahlungsanordnung ist

weitergeleitet

BEC_Auszah-lungsanordnung

ist erstellt

BEC_PrüfeÜberweisungzuzahlungs-pflichtige...

BEC_Überweis-ungen sind

eingegangen

BEC_Überweis-ungen sind noch

nicht einge-gangen

BEC_Haltezuzahlungs-

pflichtige Kartenzurück

BEC_Überweis-ung ist

eingegangen

BEC_VeranlasseSchülerspezial-

verkehr

BEC_Prüfe, obSchülerspezial-

verkehrwirtschaftlicher

BEC_ErstatteBeförderung mit

eigenemFahrzeug

BEC_Prüfe, obaußergewöhn-liche Umstände

Taxieinsat...

BEC_ErstatteBeförderung inangemietetenFahrzeugen

BEC_Schüler-spezialverkehr

ist wirt-schaftlicher

BEC_Schüler-spezialverkehrist nicht wirt-schaftlicher

BEC_Taxi beivoller Erstattungist erforderlich

BEC_Taxi beivoller Erstattung

ist nichterforderlich

BEC_Prüfe, obAntragsteller-stammdatenerfasst sind

BEC_Antrag-steller is t bereits

erfasst

BEC_Antrag-steller ist nochnicht erfasst

BEC_Erfasse/Übernehme

Antragsteller-daten

BEC_Sach-bearbeiter

BEC_Sach-bearbeiter

BEC_Sach-bearbeiter


BEC_Antragstellerstammdaten



BEC_Antragstellerstammdaten BEC_Schülerdaten


BEC_Antragstellerstammdaten BEC_Schulangebotsliste



BEC_Sach-bearbeiter


BEC_Antragstellerstammdaten BEC_Anspruchslisten



BEC_Sach-bearbeiter


BEC_Sach-bearbeiter






BEC_Sach-bearbeiter



BEC_Routenplaner/Topographieprogramm

BEC_Sach-bearbeiter

BEC_Schulangebotsliste

BEC_Antragstellerstammdaten BEC_Entfernungstabelle (verkehrsüblich)

BEC_Sach-bearbeiter




BEC_Busfahrpläne


BEC_Sach-bearbeiter

BEC_Vermessungsantrag

BEC_Ermittle zubenutzenden

Verkehrsträger


BEC_Busfahrpläne

BEC_Sach-bearbeiter

BEC_Sach-bearbeiter

BEC_Vermessungsantrag



BEC_Sach-bearbeiter





BEC_Sach-bearbeiter



BEC_Busfahrpläne

BEC_Sach-bearbeiter








BEC_Sach-bearbeiter


BEC_Antragstellerstammdaten BEC_Schüler-fahrkosten-programm

BEC_Antragstellerstammdaten BEC_Schüler-fahrkosten-programm


BEC_Sach-bearbeiter



BEC_ÖPNV-Preis lis te




BEC_Sach-bearbeiter


BEC_Sach-bearbeiter




BEC_Sach-bearbeiter






BEC_Sach-bearbeiter

BEC_Sach-bearbeiter

BEC_Bestelllis te

BEC_Bestellliste

BEC_Sach-bearbeiter

BEC_Schülerjahreskarten-Bestellung

BEC E-Mail-Programm

BEC_Sach-bearbeiter


BEC_Sach-bearbeiter


BEC_Sach-bearbeiter

BEC_Ablehnungsbescheid

BEC_Ablehnungsbescheid

BEC_BewilligungsbescheidBEC_Sach-bearbeiter


BEC_Sach-bearbeiter

BEC_Kontrolliste

BEC_Bestellliste

BEC_Kontrollis te

BEC_Kontrollis te

BEC_Sach-bearbeiter


BEC_Sach-bearbeiter


BEC_Haushaltskassensyste

m

BEC_Sach-bearbeiter

BEC_Auszahlungsanordnung

BEC_Auszahlungsanordnung

BEC_Sach-bearbeiter

BEC_Sach-bearbeiter

BEC_Schülerstammdaten BEC_Antragstellerstammdaten

BEC_GebeAnspruch nicht

statt

BEC_Bewilligungsbescheid

BEC_PflegeBewilligungsart

und -höhe

BEC_Schülerdatensatz

BEC_Schülerdatensatz


BEC_Kostenaufstellung

BEC_Kostenaufstellung BEC_Schülerdatensatz

BEC_Schülerfahr-kostenerstattung...



BEC_Schülerfahr-kostenerstattung...BEC_Schülerfahr-

kostenerstattung...BEC_Schülerfahr-kostenerstattung...

Bei elektronischen Anträgen sollte dieVollständigkeitsprüfung automatisiert geschehen

Versand sollte wenn möglich elektronisch erfolgen


BEC_Entscheideob Schüler-jahreskarteausgestell...

BEC_Schüler-jahreskarte istauszustellen

BEC_Schüler-jahreskarte ist

nicht aus-zustellen

BEC_Sach-bearbeiter


Attributesduration, used application system

Attributeskind of document, channel of communication (mail, email, face-to-face, …), necessity of signature

Attributeschecked document, duration, kind of checking, legal basis

Attributeskind of document, channel of communication (mail, email, …)

receivedocument/information


enter data intoapplication


check formallycheck formally

senddocument/information



24 PICTURE building blocks guarantee understandability, consistency andinterpretability of process descriptions in public administration.

check contents/make decision

check contents/make decision

collection/imbursement

collection/imbursement

inspectdocument/

information

inspectdocument/

informationcarry out

calculationcarry out

calculationchange job

locationchange job

locationcheck

formallycheck

formally

registerjob fileregisterjob file

create document/information

create document/information

segregatedocument/information

segregatedocument/information

registerdocument/information

registerdocument/information

signdocument

signdocument file job filefile job file


enter data intoapplication printprint scanscancopycopy store on

data carrierstore on

data carrier

provideadvice

provideadvice

carry outenquiry

carry outenquiry

carry outsearch

carry outsearch

concludearrangement/

agreement

concludearrangement/

agreement



interruptprocessinginterrupt

processingsend

document/information


content-wiseadministrative work

textualization/documentation

change of media

informationsourcing andcoordination

information flows

specialactivityspecialactivity


The PICTURE method makes process managementapplicable for various modernization efforts.Comprehensibility understandable also for non-specialists 5 to 8 times faster during the identification and detailed analysis in comparison to classical

methods (EPK, DIN 66001, BPMN) the building block approach features an easy visualization and discussion of process details

Comparability and consistency implicit conventions assure comparability and consistency the same detail level for all processes makes them comparable and analyzable standardization and guidelines facilitate parallel modeling in different teams

Reusability and analyzability standardized building blocks facilitate the creation of reference models the reusability facilitates cooperation and discussions beyond organizational boundaries the standardized data collection is the base for process benchmarking and semantic evaluations

Easy transfer into IT-concepts for the introduction of IT systems the building blocks correspond with basic IT components


The PICTURE Process Platform provides a suitable environmentto make the PICTURE Method conveniently available and usable.

Process Register Process Modeling Process Visualization Process Analysis


A comprehensive process register supports the handling of large numbers of processes and selecting those with high relevance for the project.

Various filter criteria helpsearching for processeswith fitting attributes.

All processes are accessiblein a central area.

The process register is the entry point for further editingand analyses.


The Platform features a characteristics sheetfor each process in the process register.

features name description frequency duration responsibilities …

(an unlimited number of configurable attributes depending on the objectives of the specific project)


The Process Construction Kit features the modelingof particular process building block sequences.


The process platform has prepared views for all levels of detail.

A process can be inspected on different levels of detail.

The internal structure of the process is best viewed on the building block level.

Every building block has further attributes as deepest level of detail.


As a means of analysis, he platform allows for quick visual process comparisons.


Algorithmic Analyses emphasize possible improvementsand support strategic development decisions.

structure of administrative processesbefore reorganisation

structure of administrative processesafter reorganisation

content-wise administrative

work


change of media

information sourcing and coodination

information flows

content-wise administrative

work


change of media

information sourcing and coodination

information flows


A powerful reporting engine opens the process data for analyses.

The basic dataist beingassembled andgenerated whenmodelling theprocess.

All data can beexported toExcel for furtheranalyses andpost-processing.

This exampledemonstrates a comparison ofdifferent processalternatives.


PICTURE cooperates in research, development and educationwith several institutions in Europe.


The method has been developed and described in literature in cooperation with the department for information systems at WWU Münster.

Semantic Business Process Analysis

Johannes Schwall / Patrick Delfmann, Michael Räckers

Semantic Business Process

Management - Insights from

Modeling Practice and Empirical

Assessment of Weakness

Patterns for Analysis

1



Problem Domain: Process Analysis in BPR

Parts of Process Analysis

Find problems in current process (Diagnose) Develop possible solutions (Redesign)

Performed as Manual Task

Performed manually by an analyst Requires creativity and domain knowledge No clearly defined technical procedure Heuristics available as “inspiration” (e.g Reijers and Limam Mansar, 2005) Generic creativity techniques used as support (brainstorming, cause-effect diagrams, etc.)

Envision

Initiate

Diagnose

Redesign

Reconstruct

Evaluate

BPR – Steps

(Kettinger et. al, 1997)

2



Problem Domain: Process Analysis in BPR

Role of BPD and related techniques

BPD important part of database for analysis BPD analysis techniques focus on model detection, validation, maintenance and simulation No direct support for identification of weaknesses and generating improvement ideas

Research Question

Can weakness patterns provide an analysis technique to directly support weakness identification in BPDs?

Envision

Initiate

Diagnose

Redesign

Reconstruct

Evaluate

BPR – Steps

(Kettinger et. al, 1997)

3



The Idea: Weakness Patterns for BPD Analysis

Weakness Patterns

Model typical weaknesses in a process (e.g. a media break) Build from BPD modeling notation constructs Can be related to potential improvements / solutions Domain specific as they capture domain knowledge Notation in this case: PICTURE (Domain: Public Administration)

4



Case & Research Approach

Case Information

BPR consulting project conducted in a German district administration 32 processes documented and analyzed for weakness and improvement potentials

Processes captured in interviews between consultants and officials Captured additional information including perceived weaknesses Processes modeled in PICTURE notation in company-own tool

Research Approach

Classify recorded weaknesses (81 items)

using framework by Reijers and Limam Mansar (2005)

Try to represent weaknesses as weakness

pattern Search for patterns in

process models

Assess usefulness by comparing found results with expected matches

(manual inspection)

5



Identified Weakness Patterns

Technology Patterns

Information/Technology Patterns

Process Operation Patterns

Customer Patterns

Send Document

Perform Consultaion

Channel: Phone > 0% OR Personal > 0%Contact Partner = Citizen

Conditions

Recipient = External

Conditions

Formal CheckCheck = CompletenessResult negative > 30%Document request > 0%

Conditions

Bere

chnu

ng

durc

hfüh

ren

Sight Document

Send DocumentChannel: Electronic < 100%Recipient = Internal/Authority

Conditions

Perform Investigation

Electronic Access < 100%

Conditions

Perform

Calculation

Software != Dedicated IS

Conditions

Create DocumentSoftware != Dedicated IS

Conditions

Perform Investigantion

Electronic Access < 100%Searched Information = Legal Information

Conditions

Receive DocumentChannel: Fax > 0%

Conditions

Enter Data Into IT

Check of ContentsLegal Foundation != NULL

Conditions

Send DocumentChannel: Fax > 0%

Conditions

Document request causing consulting need

Verification causing document request

Non-productive activity

Internal communication

Inquiry

Manual calculation

Document creation without special IS

Manual data transfer

Non-electronic fax

Problematic access to legal information

Wildcard

6



Pattern Coverage of Weakness Items

Customer • Weakness Items: 7 • Pattern Coverage: 2

Process Operation • Interview Items: 11 • Pattern Coverage: 1

Process Behaviour • Interview Items: 4 • Pattern Coverage: 0

Organisation • Interview Items: 7 • Pattern Coverage: 0

Information • Interview Items: 15 • Pattern Coverage: 4

Technology • Interview Items: 32 • Pattern Coverage: 23

Environment • Interview Items: 4 • Pattern Coverage: 0

Totals • Interview Items: 81 • Pattern Coverage: 30

Categories: cf. Reijers and Limam Mansar, 2005

7



Weakness Patterns and Heuristics

Pattern Category Heuristic


Customer Contact reduction


Customer Contact reduction

Non-productive activity Process Operation Task elimination

Internal communication Information/Technology Buffering/Integral Technology

Inquiry Technology Integral Technology


Technology Integral Technology

Non-electronic fax Technology Integral Technology

Manual calculation Technology Task Automation


Technology Task Automation

Manual data transfer Technology Task Automation

Categories, Heuristics: cf. Reijers and Limam Mansar, 2005

8



Results Pattern Processes

with Matches

Expected

Matches

Exp. Matches

found

% Exp.

Matches found


4 1 1 1.00


4 1 1 1.00

Non-productive activity 1 1 0 0.00

Internal communication 11 9 6 0.67

Inquiry 9 2 2 1.00


3 5 2 0.40

Non-electronic fax 6 5 4 0.80

Manual Calculation 5 3 3 1.00


13 2 2 1.00

Manual data transfer 18 1 1 1.00

Totals 74 30 22 0.73

9



Interpretation of Results

Missing Matches Information missing (Non-productive activity, problematic access to legal information) Modeled differently / Modeling mistake (Internal communication)

Unexpected Positive Matches Explanation

Either, does not represent problem Or problem not mentioned in interview (unknown, not relevant)

Manual inspection In most cases similar to expected matches Pattern seems to coarse (Document creation without dedicated IS, Manual data transfer)

Cannot be judged from the models alone Few Number of Matches

Problem seems infrequent Pattern maybe to specialized

Overall Recall satisfying, especially considering explanations for missing matches

10



Conclusion & Limitations

• Weakness patterns suitable technique for automatic support of BPD analysis

• Can provide useful suggestions about certain kinds process weaknesses for process analysts, especially for technical weaknesses

• Link to heuristics provides suggestions for improvement measures • Quality of BPDs important • Some patterns more promising than others

Conclusion

• Data from only one case • List of process weaknesses not necessarily exhaustive • So far limited to domain of public administrations • Precision of result could not be judged

Limitations

11



Applying a Generic Model Query Language (GMQL)

to PICTURE

12



Basics of GMQL

Model: hybrid directed-undirected, labelled graph

𝑴 = 𝑽, 𝑬, 𝑳, ℒ𝑽, ℒ𝑬 , 𝑬 = 𝑬𝒅 ∪ 𝑬𝒖, 𝑬𝒅 ∩ 𝑬𝒖 = ∅

𝑬𝒅 ⊆ 𝑽 × 𝑽, 𝑬𝒖 = {{𝒂, 𝒃}|𝒂, 𝒃 ∈ 𝑽, 𝒂 ≠ 𝒃}

ℒ𝑽: 𝑽 → 𝑳, ℒ𝑬: 𝑬 → 𝑳

~

Geschäftsartist Lager-geschäft

Rechnung ist gegen

Wareneingang geprüft

Rechnung gegen

Wareneingang prüfen

Rechnung ist eingetroffen

Rechnung preislich prüfen

Rechnungist preislich

geprüft

Rechnung auf Geschäftsart

prüfen

XOR

Geschäftsartist Strecken-

geschäftWareneingang ist durchgeführt

FakturierungKreditoren-buchhaltung

XOR

XOR

Rechnungs-kopie ist

eingegangen

Korrekte Kun-den-Lieferan-ten-Beziehung sicherstellen

Korrekte Beziehung ist sichergestellt

Rechnungs-prüfung

Rechnung

Waren-eingang

Bestellung

Rechnung

Rechnungs-prüfung

RechnungRechnungs-

prüfung

Disposition

Rechnungs-prüfung

Zentral-regulierung

Rechnungs-kopie

13



Models and Modelling Languages: System of Sets

A

C

(0,n)(0,n)

(1,1)(1,1)

D,TB E

R

(0,n)(0,n)

(1,1)(1,1)

D,T O(0,n) (1,1)

directed: BOOLEAN

valuedomain

A=B∪C: model element types

B: object types (e.g., „activity“)

C: relationship types (e.g., „control flow“)

E=O∪R: model elements

O: objects (e.g., the activity „check invoice“)

R: relationships (e.g., a particular control flow edge)

14



Pattern ModelPattern Pattern Occurrences

Query Approach: Pattern Matching

Set of Pattern Occurrences

Pattern Occurrences (Set of Model Elements)

Pattern Pattern Occurrence

Pattern matching through set operations on the basic

sets A, B, C, E, O, and R

15



Set Operations to Define Patterns

Set operations

Identify specific model elements: ElementsOfType ObjectsWithValues Identify elements and their neighbours: ElementsWith{NumberOf}{In|Out}Relations{OfType} ElementsDirectlyRelated DirectSuccessors Identify paths and loops: {Directed}Paths{[Not]ContainingElements} {Directed}Loops{[Not]ContainingElements}

Set operators to combine pattern occurrences

{Self}Union, Join {Inner|Self}Intersection, {Inner}Complement

16



Application Example

Vertex types:

{Function, Event, AND, OR, XOR}

O: Set of all vertices

DirectSuccessors

(ElementsOfType(O,Function),

ElementsOfType(O,Event))

Warehousingis being

performed

Invoice and goods receipt

compared

Compare invoice and

goods receipt

Invoice has arrived

Checkinvoice sum

Invoice sum checked

Check invoice business type

XOR

Third-Party-Deal is being

performed

Goodsreceiptentered

BillingAccounts payable

XOR

17



Application Example

Warehousingis being

performed

Invoice and goods receipt

compared

Compare invoice and

goods receipt

Invoice has arrived

Checkinvoice sum

Invoice sum checked

Check invoice business type

XOR

Third-Party-Deal is being

performed

Goodsreceiptentered

BillingAccounts payable

XOR

Vertex types:

{Function, Event, AND, OR, XOR}

O: Set of all vertices

DirectSuccessors

(ElementsOfType(O,Function),

ElementsOfType(O,Event))

18



Navigation Modelling Language Perspective Editor Administration Shape Management Plug-in Manager

Edit Information

Current Language: EPC

Current Diagram Type: Standard

Save Pattern CancelLanguage Definition

Object Types

Roles

Relationship Types

Refinements

Object Type Import

Diagram Types

Authorization

Structural Model Patterns

Structural Model Patterns

Sets

Operators

Functions

Pattern Values

Select or enter value:

Documentation

Connection

Save and close Cancel

Functionality

19



Navigation Modeling Language Editor Perspective Editor Administration Shape Management Plug-in Manager

Edit

Save

Close Model

Select Connect Zoom in Zoom out

Width Page

Show shapes Print

Connection points

Grid

Page setup

Pattern:

Model selection:

Matches:

New search Model Selection

Pattern selection

[em] Structural Pattern Matching

Search Cancel

Connection

Model Modeling View Modeling Environment Pattern Matching

20



Performance

0,01

0,1

1

10

100

15

18

19

22

23

24

29

33

34

35

36

37

43

44

46

48

52

53

55

56

59

60

63

66

66

67

72

78

82

83

84

85

86

87

89

92

102

102

102

107

109

111

113

119

120

122

137

155

189

204

221

240

264

Mil

lise

co

nd

s

Number of elements

XOR DSAF DSAE SESEE SESE CL XsXj XsOj LSA AND

21



Applying GMQL to PICTURE

2nd largest German IT service provider (ITSP) for banks

Process modelling

Business process compliance checking

Modelling Language chosen by ITSP: PICTURE

Procedure

Define PICTURE in [єm] Model processes in [єm] Gather compliance patterns and define them in [єm] Apply compliance patterns to process models

22



Example: Selling and Consulting Process Sales

Consultation within Core Banking Softw

Consultation without Core Banking Softw

Doc

umen

t /

Infr

omat

ion

Goe

s O

ut

Hand-out Consultation

Documentation

Sales

Mak

e A

ccou

ntin

g

Tra

nsac

tion

Execute Order

Mak

e A

ccou

ntin

g

Tra

nsac

tion

Execute Order

Prin

t

Print Consultation

Documentation

Prin

t

Print Consultation

Documentation

Doc

umen

t /

Infr

omat

ion

Goe

s O

ut


Documentation



Per

form

Inve

stig

atio

n

Search Product

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Create Consultation

Documentation

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Create Consultation

Documentation

Per

form

Inve

stig

atio

n

Sight Internal Product

Suggestions

Prin

t

Print Result Documentation

Arc

hive

Doc

umen

t /

Info

rmat

ion

Archive Consultation

Documentation

Arc

hive

Doc

umen

t /

Info

rmat

ion


Documentation

Per

form

Con

sulta

tion

Discuss Product Suggestions

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Compose Result Documentation

Demand Analysis

Simple Consultation

Product Consultation

Financial Planning

Pension Planning

Consultation

Sys

tem

Act

ivity

Start External Software 2

Per

form

Con

sulta

tion

Gather Customer Master Data

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Create Master Data in System 2

Per

form

Con

sulta

tion

Gather Informa-tion about finan-cial capabilities

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Create Data Set Fin. Cap.

Per

form

Con

sulta

tion

Define Investment Goals

and Priorities

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Create Data Set for Goals and

Priorities

Pension Planning

23



Compliance Anti-pattern “Obligation of Documentation Delivery“

DirectedPathsNotContainingElements(

ElementsOfType(O,PBB) INNER_INTERSECTION

ElementsDirectlyRelatedInclRelations(

ElementsOfType(O,Perform_Consultation),

ObjectsWithValues(ElementsOfType(O,Customer_Product/Information),“Advice“),



ElementsOfType(O,Accounting_Transaction),

ObjectsWithValues(ElementsOfType(O,Customer_Product/Information),“Advice“),



ElementsOfType(O,Send_Document),

ObjectsWithValues(ElementsOfType(O,Legal_Document),“Product Information“)

)

24



Compliance Violation in the Selling and Consulting Process Sales



Doc

umen

t /

Infr

omat

ion

Goe

s O

ut


Documentation

Sales

Mak

e A

ccou

ntin

g

Tra

nsac

tion

Execute Order

Mak

e A

ccou

ntin

g

Tra

nsac

tion

Execute Order

Prin

t

Print Consultation

Documentation

Prin

t

Print Consultation

Documentation

Doc

umen

t /

Infr

omat

ion

Goe

s O

ut


Documentation



Per

form

Inve

stig

atio

n

Search Product

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Create Consultation

Documentation

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Create Consultation

Documentation

Per

form

Inve

stig

atio

n

Sight Internal Product

Suggestions

Prin

t

Print Result Documentation

Arc

hive

Doc

umen

t /

Info

rmat

ion


Documentation

Arc

hive

Doc

umen

t /

Info

rmat

ion


Documentation

Per

form

Con

sulta

tion

Discuss Product Suggestions

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Compose Result Documentation

Demand Analysis

Simple Consultation

Product Consultation

Financial Planning

Pension Planning

Consultation

Sys

tem

Act

ivity

Start External Software 2

Per

form

Con

sulta

tion

Gather Customer Master Data

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Create Master Data in System 2

Per

form

Con

sulta

tion

Gather Informa-tion about finan-cial capabilities

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Create Data Set Fin. Cap.

Per

form

Con

sulta

tion

Define Investment Goals

and Priorities

Cre

ate

New

Doc

umen

t

/ In

form

atio

n

Create Data Set for Goals and

Priorities

Pension Planning

25



Utility

Perceived usefulness

„How do you perceive the potential benefit of the approach for your job?“

Behavioral intention

„How do you estimate the probability of using the approach?“

Frequency of usage

„How often would you use the approach?“ (scale from very seldom to very often)

Output quality

„How do you estimate the quality of pattern search results?“

Job relevance

„How do you estimate the relevance of the functionality provided by the approach for your job?“

Ease of Use

„How do you estimate the effort necessary to use the approach for process compliance checking in your organization?“

Factor

MAX: 0.69

MIN: 0.26MAX: 0.740 10.48 0.70.63

0 10.54 0.740.61MIN: 0.47MAX: 0.82

0 1MIN: 1.0MAX: 1.0

0 10.77 0.86MIN: 0.72MAX: 0.920.82

0 10.43 0.54MIN: 0.33

0.5

Caption

MAX Maximal value1. Quartile (Q1) 3. Quartile (Q3)

MIN Minimal value

Median

Very

LowVery

HighResultsNo.

3.

5.

1.

2.

4.

6.

0 10.75 0.870.81MIN: 0.54MAX: 0.98

MAX: 0.900 10.5 0.7MIN: 0.30

0.6

FG1

FG2

0 10.25 0.75MIN: 0.20MAX: 0.850.5

FG1

FG2

FG1

FG20 10.75 0.800.76

MIN: 0.73MAX: 0.83

FG1

FG2 MIN: 0.13MAX: 0.830 10.55 0.770.66

FG2

FG1

0 10.39 0.790.75MIN: 0.04MAX: 0.89

FG1

FG20 10.46 0.920.89

MIN: 0.03MAX: 0.93

Focus

Group

Combined

Results

Q1: 0.48Median: 0.51

Q3: 0.60Average: 0.55

σ: 0.17

Q1: 0.55Median: 0.75

Q3: 0.83Average: 0.66

σ: 0.25

Q1: 0.75Median: 0.77

Q3: 0.83Average: 0.79

σ: 0.10

Q1: 0.47Median: 0.65

Q3: 0.73Average: 0.59

σ: 0.20

Q1: 0.53Median: 0.72

Q3: 0.77Average: 0.61

σ: 0.26

Q1: 0.89Median: 0.96

Q3: 1.00Average: 0.83

σ: 0.33

26



Limitations

Build time approach

Non process related compliance rules

Performance

Semantics

27



Outlook

Generalisation

Weakness detection in general Database schema integration Process model comparison and integration (e.g., ERP alignment) Model transformation Syntax checking …

Graphical pattern specification

Integration of terminological standardisation

Increase of performance

Further utility evaluation

Documents

Semantic Business Process Management - Insights from ... file© PICTURE GmbH | Process Management with PICTURE Seite 6 The PICTURE approach follows three levels of action which make