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Business Process Remodeling - Case Study

Business processes can be classified into semantic, non-semantic, and theoretical approaches. The semantic approach uses ontologies and semantics to increase automation in business process management. The non-semantic approach is older and has more practical applications using techniques like BPR and SOA. The theoretical approach uses mathematical languages like Petri Nets to model business processes. Business process modeling frameworks must consider integrating different approaches to develop the best model for each organization.

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48 views3 pages

Business Process Remodeling - Case Study

Business processes can be classified into semantic, non-semantic, and theoretical approaches. The semantic approach uses ontologies and semantics to increase automation in business process management. The non-semantic approach is older and has more practical applications using techniques like BPR and SOA. The theoretical approach uses mathematical languages like Petri Nets to model business processes. Business process modeling frameworks must consider integrating different approaches to develop the best model for each organization.

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INE
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© © All Rights Reserved
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Business Process Modelling: Classifications and

Perspectives
Paper synopsis, submitted by: Shreyansh Goel (11837)

“The idea of process management is the chain of actions that need to be made for making
business efficient and effective.”, H.V Krenel

A business process in the most simpler words can be explained as a set of operations that are
structured and measured to deliver a certain output for a given customer or market.

These business processes can be further classified as:

● Semantic Approach: The purpose of Semantic Business Process Management is to


achieve more automation in BPM. It is still in a very native stage. m3pe and
NextGRID are two representative projects towards semantic workflow. The use of
semantic technologies has no impact on the primary phases of the BPM lifecycle, but
it does increase the degree of automation within the phases and introduces or
improves current BPMS functions. [1]
● Non - Semantic Approach: It is older than the semantic approach and has more
practical applications. In this approach interaction (ontologies) have to be found out.
Different approaches like BPR, Ham 90, SOA, and SFO2 are used by different
organizations as per their needs.

● Theoretical Approach: In this approach, one means to use a semantically


well-founded mathematical language to describe systems in an unambiguous manner.
Example: Petri Net, ASM, Pi-Calculus, and Logic. They are best suitable for are
suitable for modeling, simulating, and analyzing business processes

Characteristics SOA BPM

Focus Creating Flexible Architecture Optimizing the way tasks


are performed.

Perspective Technological Business

Approach Bottom to up Top to down

Aim Agile Enterprise Agile Enterprise

Even with their set of differences, they work hand in hand to deliver the best results. SOA
functions as a key component of achieving the objectives that BPM seeks to accomplish.

In comparison to non-semantics, the semantic approaches of BPM are comparatively newer.


This is because a semantic approach like BPM is a top to bottom approach. As a result,
without a suitable semantic process modeling framework, semantic process modeling
methodologies will struggle to acquire traction in real-world applications.

Characteristics Industrial Standards Theoretical Model

Workflows Simpler Workflows Complex and sophisticated


workflows.

Approached Used WfMC, XPDL, etc Petri Net, Pi-Calculus

Conclusion

With so many approaches it is always hard to find a single way for strategizing and modeling
our business process. Hence, a more integrated approach with different parts of the different
processes should be taken to develop a model best suitable for every organization.
REFERENCES

[1] Pedrinaci, C., & Domingue, J. (2009). Ontology-based metrics computation for business
process analysis. Proceedings of the 4th International Workshop on Semantic Business
Process Management - SBPM '09. doi:10.1145/1944968.1944976

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