The definition and modeling of business processes may vary from one context to another, for example, to adapt to new business requirements, to regulations in different regions or to reflect new resource allocations. These differences often lead to the definition of several variants of the same process and can be reflected in different process perspectives such as control-flow, data, resources or perfor- mance. The management of process variants can be a laborious, time-consuming and error-prone task since they require a high coordination in the management of each variant and in most cases this management is done manually. Many pro- posals have been developed to deal with the variability of business processes. However, none of them covers in detail the variability in the performance per- spective, which is concerned with the definition of performance requirements usually specified as a set of Process Performance Indicators (PPIs). This vari- ability can be reflected in the form of repetitive and redundant PPI definitions, and can lead to errors and inconsistencies in PPI definitions. To address this problem, we propose a detailed PPI variability classification and a formalization on how PPIs can be modeled together with the variability of other process per- spectives. To this end, we considered variability management approaches, called by restriction and by extension, and we illustrated our proposal by integrating it with two existing process variability modeling languages. An evaluation con- ducted in two scenarios shows the feasibility of our approach and how it can be successfully used to model the variability that is present in those scenarios.
Autores: Bedilia Estrada-Torres / Adela del-Río-Ortega / Manuel Resinas / Antonio Ruiz-Cortés /
Palabras Clave: Business process - performance indicators - PPIs - Process performance - Variability management
Knowledge-intensive Processes (KIPs) can be defined as a type of process that comprises sequences of activities based on intensive acquisition, sharing, storage, and (re)use of knowledge, whereby the amount of value added to the organization depends on the knowledge of the actors involved. Among other characteristics, KIPs are usually non-repeatable, collaboration-oriented, unpredictable, and, in many cases, driven by implicit knowledge, derived from the capabilities and previous experiences of participants. Despite the growing body of research focused on understanding KIPs and on proposing systems to support these KIPs, the research question on how to define performance measures in this context remains open.
In this article, we address this issue with a proposal to enable the performance management of KIPs. Our approach comprises an ontology that allows us to define process performance indicators (PPIs) in the context of KIPs, and a methodology that builds on the ontology and the concepts of lead and lag indicators to provide process participants with actionable guidelines that help them conduct the KIP in a way that fulfills a set of performance goals. Both the ontology and the methodology were applied to a case study of a real organization in Brazil to manage the performance of an Incident management process within an information and communication technology outsourcing company. The insights provided by our approach were considered highly valuable by the company.
Autores: Bedilia Estrada-Torres / Pedro Henrique Piccoli Richetti / Adela Del-Río-Ortega / Fernanda Araujo Baião / Manuel Resinas / Flávia Maria Santoro / Antonio Ruiz-Cortés /
Palabras Clave: Knowledge-intensive processes - Performance measure - Process performance indicators
Monitoring and measuring the performance of business processes are valuable tasks that facilitate the identification of possible improvement areas within the organisation according to the fulfillment of its strategic and business goals. A large number of techniques and tools have been developed with the aim of measuring process performance, but most of those processes are structured processes, usually defined using BPMN. The object of this paper is to identify and to analyse the feasibility of using an existing mechanism for the definition and modelling of process performance indicators (PPINOT) in a different context to structured BPMN processes; such as Cases, usually modelled using CMMN. This analysis is based on the similarities between CMMN and BPMN, and on characteristics and attributes used by PPINOT to get values from the process.
Autores: Bedilia Estrada-Torres / Adela del-Río-Ortega / Manuel Resinas / Antonio Ruiz-Cortés /
Palabras Clave: business processes - CMMN - performance indicators
Decisions are a key aspect of every business and its processes and their management is of utmost importance for the achievement of strategic and operational goals in any organisational context. Therefore, decisions should be considered as first-class citizens that need to be modelled, measured, analysed, monitored to track their performance, and redesigned if necessary. Existing literature studies the definition of decisions themselves in terms of accuracy, certainty, consistency, covering and correctness. However, to the best of our knowledge, no prior work exists that analyses the relationship between decisions and process performance.
In this paper, we seek to improve the understanding of the relationship between decision management and process performance measurement by means of the analysis of the relationship between these two concepts in three ways. First, by analysing the impact of decisions related to business processes on process performance indicators (PPIs), and using guidelines in the form of a set of steps that can be used to identify decisions that affect the process performance. Second, by defining decision performance indicators (DPIs) to measure performance of decisions related to business processes. And third, by using process performance information in the definition of decisions. Some advantages of explicitly defining these relationships have been encountered, such as the provision of important insights regarding possible dysfunctional decisions from a performance point of view or the identification of possible actions to be taken to improve the performance. We also outline how these relationships can be modelled and supported by extending and integrating PPINOT, a metamodel for the definition and modelling of PPIs, with DMN, a standard that provides constructs to model and decouple decisions from process models.
Autores: Bedilia Estrada-Torres / Adela Del Río Ortega / Manuel Resinas / Antonio Ruiz-Cortés /
Palabras Clave: Decision management - DMN - performance indicators - Performance measurement - PPINOT
La representación de indicadores de rendimiento sobre los procesos de negocio facilita la comprensión y definición en el cálculo y obtención de datos. Al incluir varios indicadores sobre un proceso puede ser necesario incorporar una gran cantidad de elementos de medición, generando un exceso de información y dificultando el análisis visual de los datos. En este artículo se presenta una ampliación de la notación gráfica Visual PPINOT, que permite modelar gráficamente indicadores de rendimiento sobre los procesos de negocio. A la notación se incorporan elementos de abstracción para facilitar la representación de patrones recurrentes en indicadores y para mejorar la legibilidad del diagrama del proceso. La implementación se valida utilizando el Modelo de Referencia SCOR. Se propone una clasificación de sus métricas y éstas se utilizan como referencia para estudiar las diferencias del modelado con la notación original en comparación con la notación ampliada.
Autores: Bedilia Estrada-Torres / Adela del-Río-Ortega / Manuel Resinas / Antonio Ruiz-Cortés /
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