Book Business Process Technology

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

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

Dirk Draheim

FiguresListings


Figures


Business ProcessModelling

gaps and tensions

WorkflowDefinition

ApplicationProgramming

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


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

BusinessProcess

Reengineering

Businessunits

(i)(ii)

(i)(ii)

(a)

(b)

(d)

(c) (e) (f)

(a)

(b)

(d)

(c) (e) (f)


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

synchronization

1 2 3 5 6 7 8 944b

1 2 35 6 7

8 94b

4

parallel split

hidden independent activity

BusinessProcess

Reengineering

time savings

4


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


Fig. 2.4. Creating specialized processes for alternative cases.

1 2 3 8 9 10

sufficient forfirst case

BusinessProcess

Reengineering

first case

second case

decision point

4 5 6 7

sufficient forsecond case

1 2 3 104 5 8 9 timesavings

1 2 3 106 7 8 9


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

1 2 3 5 6 74

sufficient for lean case

BusinessProcess

Reengineering

time savings

4b 4c

1 2 3 5 6 74

1 2 3 4b 4c 7

standard case

lean case

decision point


Fig. 2.6. Business process managementlifecycle.

Business Process

Execution

Business Process

(Re-)Definition

Business Process

Monitoring

Business Process Optimization


Fig. 2.7. The Deming wheel for quality control.

PLAN

objectives

are fixed

processes

arerun

DO

objectivesare

monitored

CHECK

ACT

improvementsare

made


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

Understandingthe Organization

DeterminingBCM Strategy

Developing and Implementing BCM Response

ExercisingMaintainingReviewing

BCMprogram

management

Embedding BCM in the

Organization


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

back to normalas quickly as possible

Incident Response

Business Continuity

Recovery/Resumption


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

Service Strategy

Service Design

Service Transition

Service Operation

Service Catalogue Management

Service Level Management

Capacity Management

Availability Management

Continuity Management

IT Security Management

Supplier Management

Event Management

Incident Management

Request Fulfilment

Problem Management

Access Management


Integrationalong thevalue chain

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

Purchasing

Manufacturing

Sales Distribution

partnerssuppliers

horiz

onta

l in

tegr

atio

n

vertical integration


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

Inability to support employees, partnerand customer collaboration

Slow upgrade to new functionality

Lack of visibility and analytic insightinto process results

Limits on process change due to application inflexibility

High cost compared to value

Mismatch between application functionality and business requirements

Lack of industry-specific functionality

Inability to extend businessprocesses to external partners

Inadequate support for cross-functional processes81%

56%

63%

63%

70%

72%

77%

78%

81%


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

of IT Ownership

Total Costof Ownership

Total Benefitof Ownership

HardwareCosts

SoftwareCosts

OperationsCosts

Cost Savings Profit

Quality of Service

Availability Scalability Security

ProbabilisticCosts

AuxiliaryBenefits


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

Java Virtual Machine

Foundation

Common Business Objects

Core Business Processes

Independent Software VendorSolutions


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

GeneralizationTestingDocumentationMaintenance

InterfacesSystem Integration

ProgrammingSystemProduct

ProgrammingSystem

ProgrammingProduct

Program

3

3


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


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


Fig. 3.5. Industrial information integrationbackbone.

PPS


Manufacturing Execution System (MES)

Production Planning System (PPS)

productionschedule

productionreport


MES

operationalcommands

operationalresponse

IndustrialInformationIntegrationBackbone

operationalcommands

operationalresponse


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

POS_TRANSACTIONPCS_MERCHANDISE

DISCOUNT

TENDERFREQ_SHOPPER

UPC_XREF

CUSTOMER

CUSTOMER_TENDER_XREF COUPONCASH

OTHER_TENDERCREDIT_CARD

YEAR_DT

QUATER_DTMONTH_DT

WEEK_DT

DAY_DTHOUR_TIME

HOLIDAY

PRODUCT

MERCHANT GROUP

MERCHANT SUBGROUP

DEPARTMENTCLASS

PRICING REMARKS

VENDOR

RETAIL PRICEEVENT

STORE

DISTRICT

REGIONDIVISION

STORE_DEPT

FLOOR_LOCATION

OPERATIONAL_DEPT

time dimension operational hierarchy

facts(point of sale)

product dimension


BI

Fig. 3.7. Completely crosscutting informationbackbone.

ERP


Manufacturing Execution System (MES)

Enterprise Resource Planning (ERP)

productionschedule

productionreport


MES

operationalcommands

operationalresponse

operationalcommands

operationalresponse

Business Intelligence (BI)

processreport

planningrules ADW



Fig. 3.8. Direct analytical processing for manufacturing data.

ERP AnalyticalProcessing

MES



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


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


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


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

A

VV

B A1

B1

A2B2

A3B3

A4

instantiation

C

C


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


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


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)


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


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.


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

operating theatreavailable

V

operationrequested

operationsurgeon teamavailable


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

surgeon teamnot available

OP theatrenot available OP theatre

available

surgeon teamavailable

operation

operationrequested


4.12. Alternative specification of starting an operation process.

operationrequested V

surgeon teamavailable

andOP theatreavailable

operation


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


Voperationrequested

operation


4.14. A Petri net specification of the operation process.

operationoperationrequested

OP theatremaintenance

maintenancerequested

OP theatreavailable


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

V

V


operation

maintenancerequesting

step

operationrequesting

step

operatingtheatre

maintenance


Fig. 4.16. End synchronization of two business processes.

V

BA

C D

E F

process A

process B

process CV


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

BA

C D

E Fprocess A

process BG H

V VV


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


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

12

3

4

5

6

78

9


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


5.1. Building a model hierarchy bottom-up.

decomposition

abstraction

decomposition

abstraction


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


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


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

C D E

B

A

C D E

A

B E-Wrapper


Fig. 5.5. Transforming an explicitly given hierarchy.

C D E

A

B

C D

E

A

B


Fig. 5.6. Recursion via levels.

A

CD

Bx

C

AB

D

¬x

y

¬y


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

A

CD

Bx

¬x

A

CD

Bx

¬x

(i) (ii)


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

A

C

¬x

¬y

A

C D

¬x

y


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

A B

C D

x

¬x

y

¬y


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

A

AB

Bx

¬x


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


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


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


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)


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


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


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


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


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


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


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

B

C

D

E

A

AC DE


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

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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


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


SUBMIT

Login

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PWD

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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.


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


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

A B C D

n

yy

n


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)


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

B C

Ay

n

n

y


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)


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


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

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


Fig. 6.8. Example business process hierarchy.

B

A

C

B

y

n

Ay

DoA

DoA+

+

DoA


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

B

C

B

y

n

Ado

DoA+

+

Ado

Ay

DoA

A DoA+


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


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)


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

BA

C D

y y

n n


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


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

A

A

B

C

B

C

Ay y

n n

(i) (ii)


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


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


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

a/b/c/d

a+b+c+d

Start

A


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


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


Fig. 7.6. Virtual screens versus viewports versus windows.

virtual screens

windows

viewports

computer terminal


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

A03:a1.2.3.Submit

A02:a1.2.3.Submit

A01:a1.2.3.Submit

A03:a1.2.3.Submit

A02:a1.2.3.Submit

A02:afoo1.b2.

3.Submit

A03:a1.2.3.Submit

A01:a1.2.3.Submit

A02:afoo1.b2.

3.Submit

A02:a1.2.3.Submit

A01:a1.2.3.Submit

A03:athis1.isr2.ea3.

Submit


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

A01:aA02:aA03:a

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


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


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


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


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


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

T U V

Role X

AB

C


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

TUV

T U V

Role X

AB

C


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


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

dynamicstaffing

enterpriseresource

data

Task

workflow history


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

EAI

B2B

FlexibleProcesses

SoftwareProductizing

1996

2000


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


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


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


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


Fig. 8.6. Stagewise development of silo software systems.

ProjectA

ProjectB

ProjectC


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

reuse

reuse

Project


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

integrationdistribution

Project


Fig. 8.9. Software reuse across project boundaries.

SOAGovernance

ProjectA

ProjectB

ProjectC

reus

e

reus

e

ProjectD


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

ProjectA

reus

e

reus

e

ProjectB


Fig. 8.11. SOA governance as ubiquitous reuse.

ProjectsSubprojects

Iterationsreuse


Fig. 9.1. Concrete business processtechnologies.

Workflow Management

Systems

Business Process

ManagementSuites

Business Process Modelling

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


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


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


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


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


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


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)


Fig. 9.8. An enterprise system landscapebefore integration.


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

E

F

A

V

V

C

V

HV

G

I

D

B


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)


Fig. 9.11. Synchronizing auxiliary activity against form submission.

A BI

J

Htrue

DC Etrue

wor

klis

t


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

A

B1

B2

I

J

Hc1

c2

e1

e2


Fig. 9.13. Synchronizing auxiliary activity against worklist selection.

A BIHtrue

C1

true

wor

klis

t

C2

K

LJ

a1

a2

c1

c2


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

Business ProcessModelling

integration and tracing

WorkflowDefinition

ApplicationProgramming


Listings


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

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


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

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


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

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


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

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


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

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


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

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

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

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


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

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


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

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


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

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


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

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