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Procedia Computer Science 234 (2024) 718–724

Seventh Information Systems International Conference (ISICO 2023)

Seventh Information Systems International Conference (ISICO 2023)
Verification and validation of business processes in business
Verification and validation of business processes in business
architecture using the formal method with V-Model concept
architecture using the formal method with V-Model concept
Revyolla Ananta Dila*, Muharman Lubis, Luthfi Ramadani
Revyolla Ananta Dila*, Muharman Lubis, Luthfi Ramadani
Telkom University, Jl. Telekomunikasi No. 1, Bandung 40257, Indonesia
Telkom University, Jl. Telekomunikasi No. 1, Bandung 40257, Indonesia

Abstract
Abstract
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effectiveness and efficiency in optimizing the company's business processes.
© 2023 The Authors. Published by ELSEVIER B.V.
© 2023
© 2023 The
The Authors.
Authors. Published byby Elsevier B.V.B.V.
This is an open accessPublished
article under ELSEVIER
the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
This is an open
Peer-review access
under article under
responsibility CC BY-NC-ND
of the scientific committeelicense
of the(https://creativecommons.org/licenses/by-nc-nd/4.0)
Seventh Information Systems International Conference.
Peer-review under responsibility of the scientific committee of the Seventh Information Systems International Conference
Peer-review under responsibility of the scientific committee of the Seventh Information Systems International Conference.
Keywords: Business process; Verification and validation; V-Model
Keywords: Business process; Verification and validation; V-Model

1. Introduction
1. Introduction
Many companies have now implemented Enterprise Architecture (EA) to align corporate strategies to achieve
Many companies
corporate goals. EA ishave now implemented
a description Enterprise
function which Architecture
consists (EA) to align
of an architectural modelcorporate strategies
of an industry to achieve
to develop and
corporatetheir
manage goals. EA is a description
integrated function
business model withwhich
an ITconsists of anensuring
perspective architectural model
that the roleofofanISindustry to develop
in the industry is and
not
manage theirand
overloaded integrated business
information model with
congestion [1]. anEA
IT generates
perspectivea ensuring
long-termthatperspective
the role ofofIS the
in the industry
current is not
industrial
overloaded systems,
architecture and information congestion
technologies, [1]. EAproviding
and processes, generates a vision
their long-term
of theperspective of the and
future architecture current industrial
implementing
architecture
an adaptationsystems,
strategytechnologies,
that describesand
howprocesses,
to achieveproviding their vision
it [2]. Empirical of the
studies future
show thatarchitecture and implementing
EA brings various benefits to
an adaptation
companies andstrategy that describes
organizations how to
[3]. Some of achieve it [2].
the direct Empirical
benefits are tostudies show
identify that EA brings
architecture, various
IS, and benefits as
technology to
companies and organizations [3]. Some of the direct benefits are to identify architecture, IS, and technology as

* Corresponding author.
* Corresponding
E-mail address:author.
[email protected]
E-mail address: [email protected]
1877-0509 © 2023 The Authors. Published by ELSEVIER B.V.
1877-0509
This is an open
© 2023access
The article
Authors.under
Published
the CCby
BY-NC-ND
ELSEVIERlicense
B.V. (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review
This is an open
under
access
responsibility
article under
of the
thescientific
CC BY-NC-ND
committee
license
of (https://creativecommons.org/licenses/by-nc-nd/4.0)
the Seventh Information Systems International Conference.
Peer-review under responsibility of the scientific committee of the Seventh Information Systems International Conference.

1877-0509 © 2023 The Authors. Published by Elsevier B.V.

This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of the Seventh Information Systems International Conference
10.1016/j.procs.2024.03.058
 Revyolla Ananta Dila et al. / Procedia Computer Science 234 (2024) 718–724 719
2 Author name / Procedia Computer Science 00 (2023) 000–000

strategy alignment, business-IT alignment, and partner alignment [4]. This EA itself aligns IT implementation that
has been implemented in business processes at the source of the company [5]. The results of the EA planning are
used as the basis and guidelines for the construction and development of information systems that support banking
business strategies to achieve alignment between business strategy and IT strategy.
Alignment between business strategy and IT strategy is what companies really need currently. But the problem
that often occurs in a company that uses information technology and information systems in its business processes is
that many business processes are not integrated and asynchronous and how companies can align business strategy
and technology strategy to achieve company goals [6]. Therefore, in this study, process verification and validation
will be carried out using V-Model to verify and validate process modeling in a company. By performing verification
and validation, companies can ensure that business processes are executed as expected, minimize the risk of errors,
and improve overall operational efficiency.
In the verification and validation stages using the V-Model, there are 3 layers which will be tested sequentially
for verification and validation. Starting from layer 1 which is tested based on the suitability of the company's
business processes with ISO 37000 components which tests the conformity of regulations, rules, obligations, and
parties responsible for the company's business processes, layer 2 is tested based on the suitability and timeliness of
the company's business process schedule with Reality The company's business processes use Gantt charts and the
critical path method and layer 3 are tested based on the existing company business processes that have been modeled
on BPMN and then transformed to Petri Net with supporting tools, namely WoPeD so that structural and property
checks will be carried out. The results of this research will later become an improvement for the company to achieve
effectiveness and efficiency in optimizing the EA design.

2. Literature review

2.1. Enterprise architecture

Enterprise architecture (EA) is a blueprint or conceptual blueprint for defining the structure and operations of an
organization, where EA aims to determine how a company can run effectively in achieving current and future goals
[8].

2.2. V-Model

V-Model is an extension of the waterfall model because the stages are similar to those in the waterfall model. The
process in the V model is branched and describes the relationship between the development stage and the testing
stage [9].

2.3. Verification and validation

Verification and validation are techniques for prevention purposes such as detecting errors, inconsistencies, and
incompleteness. Thus, verification consists of a series of separate activities just to ensure that the model is correct.
Validation has a function to ensure that the model is meaningful for system users [10].

2.4. ISO 37000:2021

ISO 37000 clarifies that the regulatory body is responsible for defining and outlining meaningful and relevant
organizational objectives as the organization's reason for existence and provides detailed guidance on relevant
practices. It also explains that the regulatory body must define the values of the organization as a compass to direct
how the goals are achieved [11].
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Author name / Procedia Computer Science 00 (2023) 000–000 3

2.5. Critical Path Method

According to Antonio Prensa (2002), the Critical Path Method (CPM) is a procedure that uses network analysis
to identify tasks that are on the critical path: i.e., where any delay in the completion of tasks will extend the project
time scale, unless action is taken [12].

2.6. Petri Net

In 1962, Petri Net was first introduced by Carl Adam Petri as a business process analysis and modeling tool. Petri
Net is used as a formal modeling language to analyze workflow models to analyze business processes or workflows
[13].

3. Methodology

Fig. 1. redesigned V-Model.

In this study, verification and validation modeling was carried out using V-Model. This model has three layers in
conducting verification and validation tests, namely:

• At layer 1, a test will be carried out on the company's strategic plan. To produce a good strategic plan, in
carrying out verification and validation in this phase, a component or criteria is needed. The criteria used to
carry out this test are using the criteria from the Corporate Governance ISO framework. Which criteria will
be used as a tool to analyze gaps in strategic planning. The verification process is carried out by checking
the criteria contained in the ISO framework on existing documents, such as annual reports, websites, and
other related documents. The validation process is carried out by writing the source on the worksheet.
• At layer 2, CPM modeling is required in carrying out the validation process to plan projects by mapping the
completion time of activities. Dependencies are used to evaluate project data and ensure accuracy in
managing schedules using time mapping. While the critical path is used to check the suitability of the time
used against the schedule that has been made with the company's actual project.
• At layer 3, tests are carried out on the existing business processes of companies that have been transformed
to Petri Net with supporting tools, namely WoPeD. At the verification stage it is done by checking the
structural properties, while the validation stage is done by checking the behavioral properties.

4. Results and discussion

4.1. Testing and Analysis of Layer 1 Stages

Following are the stages of testing regulations, rules, obligations, and parties responsible for business processes
using ISO 37000 working sheets. In this testing phase, company data such as regulations, rules, obligations, and
 Revyolla Ananta Dila et al. / Procedia Computer Science 234 (2024) 718–724 721
4 Author name / Procedia Computer Science 00 (2023) 000–000

parties responsible are verified. Then proceed with data validation to ensure data conformity with using ISO 37000
working sheets. The following are company data that are fulfilled in accordance with ISO 37000 working sheets.

Table 1. Compatibility of company data with ISO 37000 worksheet.

No. Description
C. ROLE OF STAKEHOLDERS
C.1 The rights of stakeholders that are established by law or through mutual agreements are to be respected.
1 C.1.1 The existence and scope of the company's efforts to address customers' welfare.
2 C.1.2 Supplier/contractor selection procedures.
3 C.1.3 The company's efforts to ensure that its value chain is environmentally friendly or is consistent with promoting sustainable
development.
4 C.1.4 The company's efforts to interact with the communities in which they operate.
5 C.1.5 The company's anti-corruption programmes and procedures.
C.2 Where stakeholder interests are protected by law, stakeholders should have the opportunity to obtain effective redress for violation of
their rights.
6 C.2.1 Does the company provide contact details via the company's website or Annual Report which stakeholders (e.g. customers,
suppliers, general public etc.) can use to voice their concerns and/or complaints for possible violation of their rights.
C.3 Mechanisms for employee participation should be permitted to develop.
7 C.3.1 Does the company explicitly disclose the policies and practices on health, safety and welfare for its employees.
8 C.3.2 Does the company explicitly disclose the policies and practices on training and development programmes for its employees.
C.4 Stakeholders including individual employee and their representative bodies, should be able to freely communicate their concerns about
illegal or unethical practices to the board and their rights should not be compromised for doing this.
9 C.4.1 Does the company have a whistle blowing policy which includes procedures for complaints by employees and other
stakeholders concerning alleged illegal and unethical behaviour and provide contact details via the company's website or
annual report
10 C.4.2 Does the company have a policy or procedures to protect an employee/person who reveals alleged illegal/unethical behaviour
from retaliation.
D. DISCLOSURE AND TRANSPARENCY
D.1 Quality of Annual Report
11 D.1.1 Corporate Objectives
12 D.1.2 Does the Annual Report contain a statement confirming the company's full compliance with the code of corporate governance
and where there is non-compliance, identify and explain reasons for each such issue.
D.2 Company Website
13 D.2.1 Financial statements/reports (latest quarterly)
14 D.2.2 Materials provided in briefings to analysts and media
13 D.2.3 Downloadable Annual Report
E. RESPONSIBILITIES OF THE BOARD
E.1 Board Duties and Responsibilities
14 E.1.1 Does the company disclose its corporate governance policy/ board charter.
15 E.1.2 Are the types of decisions requiring board of directors/commissioners' approval disclosed.
16 E.1.3 Are the roles and responsibilities of the board of directors/commissioners clearly stated.
17 E.1.4 Does the company have an updated vision and mission statement.
18 E.1.5 Does the board of directors play a leading role in the process of developing and reviewing the company's strategy at least
annually.
19 E.1.6 Does the board of directors have a process to review, monitor and oversee the implementation of the corporate strategy.
E.2 Board Structure
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20 E.2.1 Are the details of the code of ethics or conduct disclosed.

21 E.2.2 Are all directors/commissioners, senior management and employees required to comply with code/s.
22 E.2.3 Does the company have a process to implement and monitor compliance with the code/s of ethics or conduct.
E.3 Board Processes
23 E.3.1 Does the company establish a sound internal control procedures/risk management framework and periodically review the
effectiveness of that framework.
24 E.3.2 Does the Annual Report/Annual CG Report disclose that the board of directors/commissioners has conducted a review of the
company's material controls (including operational, financial and compliance controls) and risk management systems.
25 E.3.3 Does the company disclose the key risks to which the company is materially exposed to (i.e. financial, operational including
IT, environmental, social, economic).
E.4 People on the Board
26 E.4.1 Do different persons assume the roles of chairman and CEO.
27 E.4.2 Is the chairman an independent director/commissioner.
28 E.4.3 Are the roles and responsibilities of the chairman disclosed.
E.5 Board Performance
29 E.5.1 Does the company have orientation programmes for new directors/commissioners.
30 E.5.2 Does the board of directors/commissioners conduct an annual performance assessment of the CEO/Managing
Director/President.
31 E.5.3 Did the company conduct an annual performance assessment of the board of directors/commissioners and disclose the criteria
and process followed for the assessment.
32 E.5.4 Did the company conduct an annual performance assessment of the individual directors/commissioners and disclose the
criteria and process followed for the assessment.
33 E.5.5 Did the company conduct an annual performance assessment of the board committees and disclose the criteria and process
followed for the assessment.

Based on the results obtained, it can be concluded that the completeness and suitability of company data using
ISO 37000 working sheets are all fulfilled where the company has paid attention to important aspects of business
ethics management. Thus, the company can demonstrate its commitment to responsible business practices. For the
next stage, it can be continued with layer 2 where a more in-depth examination of the company's business processes
related to the company's schedule will be carried out.

4.2. Testing and Analysis of Layer 2 Stages

Verification in this second stage is data regarding the schedule of the company's business processes and is
validated using a Gant chart. The following is a schedule for the implementation of due diligence business process
dependencies using a Gantt chart.

Note: Based on the results of the dependencies analysis in Fig. 2, to verify dependencies, the business process
uses the relationship between SF tasks, namely start to finish, which means that work 'A' can be completed if work
'B' has started so that work will proceed accordingly according to the implementation schedule that has been
prepared. Thus the business process has been properly verified.
 Revyolla Ananta Dila et al. / Procedia Computer Science 234 (2024) 718–724 723
6 Author name / Procedia Computer Science 00 (2023) 000–000

Fig. 2. Gantt chart business process.

4.3. Testing and Analysis of Layer 3 Stages

The final stage is verification of the company's business process data obtained and modified from the BPMN
business process. Then validation is carried out to change the BPMN business process into a petri net workflow. The
reason for using petri nets as validation is that petri nets provide a robust framework for verification and validation
of business processes before they are implemented. By using Petri Net, we can identify potential problems, optimize
process flow, and ensure that business processes run smoothly and efficiently.
The following is the result of the transformation of the business process BPMN into a petri net workflow.

Fig. 3. Business process petri net workflow.

724 Revyolla Ananta Dila et al. / Procedia Computer Science 234 (2024) 718–724
Author name / Procedia Computer Science 00 (2023) 000–000 7

Based on these tests, there are no errors both in terms of structure analysis and soundness. So that the business
process in terms of notation has been properly verified and in terms of the suitability of business processes with real
processes it has been well validated.

4. Conclusion

Based on the results of this study, the following conclusions can be drawn:

• The use of the V-Model as a process of verification and validation of business processes is carried out by
checking the necessary data in accordance with the requirements of each layer's criteria so that it can make it
easier to find errors and inaccuracies in business process modeling and to find out the correctness of
business processes. The stages of the business process verification and validation process using the V-Model
consist of 3 layers. In the layer 1 test by adjusting the ISO 37000 criteria, the results were verified and
validated at a good level. In layer 2 testing by carrying out the accuracy of business process scheduling with
the reality of the company's business processes, the results are verified and validated with the suitability of
business process scheduling with the reality of the company's business processes.
• After testing at the 3 layers stage, the results of the test can be stated that the approach is quite good at
verifying and validating business processes.

In this study, it is necessary to carry out further research to produce verification and validation which can prove
that errors found in the company's business processes can affect the failure of EA implementation in companies and
also require in-depth and ongoing documentation to make it easier to carry out verification and validation tests of
business processes by more accurate in order to produce the effectiveness and efficiency of the company's business
processes. The contribution of this research is that it can be used as an initial research to verify and validate business
processes in business architecture and develop verification and validation processes for future research.

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