Publications - Other

Publications in other areas of BPM

2015

Natural Language Generation for Declarative Process Models
Lars Ackermann, Stefan Schönig, Michael Zeising, Stefan Jablonski @ 11th International Workshop on Enterprise & Organizational Modeling and Simulation (EOMAS 2015)
Two different types of processes can be distinguished: well-structured routine processes and agile processes where the control-flow cannot be predefined a priori. In a similar way, two modeling paradigms exist whereby procedural models are more adequate for routine processes and declarative models are more suitable for agile processes. Often business analysts are not confident in understanding process models; this holds even more for declarative process models. Natural language support for this kind of processes in order to improve their readability is desirable. In the work at hand we define a technique that transforms declarative models to intuitive natural language texts. Hereof, the approach focuses on content determination and structuring the output texts.

2014

A Framework for Reasonable Support of Process Compliance Management
Michael Seitz, Stefan Schönig, Stefan Jablonski @ 5th Workshop on Business and IT Alignment (BITA 2014) in conjunction with BIS 2014
Nearly every process must be compliant with rules and regulations, e.g. maturity levels, contracts or laws. Compliance can be supported by design, i.e. enforcing rules whilst process execution, or by after-the-fact detection, i.e. checks on process logs. We present a framework for the identification of reasonable support of process compliance management. By using a generic definition of the spectrum of process support, supportive tools are classified. Compliance management is assessed by COBIT information criteria. The degree of process support is then adapted according to the identified weaknesses. The framework is illustrated by means of an incident management process.
Towards Multi-Perspective Process Model Similarity Matching
Michael Heinrich Baumann, Michaela Baumann, Stefan Schönig, Stefan Jablonski @ 10th International Workshop on Enterprise & Organizational Modeling and Simulation (EOMAS 2014), in conjunction with CAiSE’14
Organizations increasingly determine process models to support documentation and redesign of work flows. In various situations correspondences between activities of different process models have to be found. The challenge is to find a similarity measure to identify similar activities in different process models. Current matching techniques predominantly consider lexical matching based on a comparison of activity labels and 1-to-1-matchings. However, label based matching probably fails, e.g., when modellers use different vocabulary or model activities at different levels of granularity. That is why we extend existing method to compute candidate sets for N-to-M-matchings based on power-sets of nodes. Therefore, we place higher demands on process models as we do not only consider labels, but also involved actors, data objects and the order of appearing. This information is used to identify similarities in process models that use different vocabulary and are modelled at different levels of granularity.
Resource-Aware Process Model Similarity Matching
Michael Heinrich Baumann, Michaela Baumann, Stefan Schönig, Stefan Jablonski @ 1st Workshop on Resource Management in Service-Oriented Computing (RMSOC), in conjunction with ICSOC 2014
As business process models are widely used and essential for most organizations, the problem of multiple modeled processes rises. This can happen if a process is modeled by different modelers or if or- ganizations merge. In order to cope with this issue, typically process model similarity matching methods are used. Thereby, pure textual 1:1- matching algorithms operating on single activities are often not suitable. One alternative is to include more perspectives and to check for M:N-matchings. The work at hand describes how to use resource information to match process models, even if they are modeled on different levels of granularity. The approach can be used for both human and non-human resources. Furthermore, the differences between intra- and inter-organizational matchings are pointed out.