Improving service innovation through structured process-oriented knowledge infrastructure design

Formalised service innovation is a central tenet of enterprise systems lifecycle phases. Event driven process models extended with knowledge objects are found to be not useful in early lifecycle phases. When an upgrade is required, a map of the knowledge infrastructure is needed to better design further service innovation because functional maps no longer adequately describe the context adequately. By looking at formal changes to business processes as service innovations, and recognising the knowledge infrastructure inherent in services generally, changes driven through technology such as ES can be better understood with the application of frameworks such as B-KIDE.

Hypergraph-based modeling of ad-hoc business processes

Process models are usually depicted as directed graphs, with nodes representing activities and directed edges control flow. While structured processes with pre-defined control flow have been studied in detail, flexible processes including ad-hoc activities need further investigation. This paper presents flexible process graph, a novel approach to model processes in the context of dynamic environment and adaptive process participants’ behavior. The approach allows defining execution constraints, which are more restrictive than traditional ad-hoc processes and less restrictive than traditional control flow, thereby balancing structured control flow with unstructured ad-hoc activities. Flexible process graph focuses on what can be done to perform a process. Process participants’ routing decisions are based on the current process state. As a formal grounding, the approach uses hypergraphs, where each edge can associate any number of nodes. Hypergraphs are used to define execution semantics of processes formally. We provide a process scenario to motivate and illustrate the approach.

Flexible process graph : a prologue

Businesses document their operational processes as process models. The common practice is to represent process models as directed graphs. The nodes of a process graph represent activities and directed edges constitute activity ordering constraints. A flexible process graph modeling approach proposes to generalize process graph structure to a hypergraph. Obtained process structure aims at formalization of ad-hoc process control flow. In this paper we discuss aspects relevant to concurrent execution of process activities in a collaborative manner organized as a flexible process graph. We provide a real world flexible process scenario to illustrate the approach.

Automated Discovery of Structured Process Models: Discover Structured vs. Discover and Structure

This paper addresses the problem of discovering business process models from event logs. Existing approaches to this problem strike various tradeoffs between accuracy and understandability of the discovered models. With respect to the second criterion, empirical studies have shown that block-structured process models are generally more understandable and less error-prone than unstructured ones. Accordingly, several automated process discovery methods generate block-structured models by construction. These approaches however intertwine the concern of producing accurate models with that of ensuring their structuredness, sometimes sacrificing the former to ensure the latter. In this paper we propose an alternative approach that separates these two concerns. Instead of directly discovering a structured process model, we first apply a well-known heuristic technique that discovers more accurate but sometimes unstructured (and even unsound) process models, and then transform the resulting model into a structured one. An experimental evaluation shows that our “discover and structure” approach outperforms traditional “discover structured” approaches with respect to a range of accuracy and complexity measures.

Understanding business process models : the costs and benefits of structuredness

Previous research has put forward a number of properties of business process models that have an impact on their understandability. Two such properties are compactness and(block-)structuredness. What has not been sufficiently appreciated at this point is that these desirable properties may be at odds with one another. This paper presents the results of a two-pronged study aimed at exploring the trade-off between compactness and structuredness of process models. The first prong of the study is a comparative analysis of the complexity of a set of unstructured process models from industrial practice and of their corresponding structured versions. The second prong is an experiment wherein a cohort of students was exposed to semantically equivalent unstructured and structured process models. The key finding is that structuredness is not an absolute desideratum vis-a-vis for process model understandability. Instead, subtle trade-offs between structuredness and other model properties are at play.

Maximal structuring of acyclic process models

This article addresses the transformation of a process model with an arbitrary topology into an equivalent structured process model. In particular, this article studies the subclass of process models that have no equivalent well-structured representation but which, nevertheless, can be partially structured into their maximally-structured representation. The transformations are performed under a behavioral equivalence notion that preserves the observed concurrency of tasks in equivalent process models. The article gives a full characterization of the subclass of acyclic process models that have no equivalent well-structured representation, but do have an equivalent maximally-structured one, as well as proposes a complete structuring method. Together with our previous results, this article completes the solution of the process model structuring problem for the class of acyclic process models.

Structuring acyclic process models

This article studies the problem of transforming a process model with an arbitrary topology into an equivalent well-structured process model. While this problem has received significant attention, there is still no full characterization of the class of unstructured process models that can be transformed into well-structured ones, nor an automated method for structuring any process model that belongs to this class. This article fills this gap in the context of acyclic process models. The article defines a necessary and sufficient condition for an unstructured acyclic process model to have an equivalent well-structured process model under fully concurrent bisimulation, as well as a complete structuring method. The method has been implemented as a tool that takes process models captured in the BPMN and EPC notations as input. The article also reports on an empirical evaluation of the structuring method using a repository of process models from commercial practice.

Unraveling unstructured process models

A BPMN model is well-structured if splits and joins are always paired into single-entry-single-exit blocks. Well-structuredness is often a desirable property as it promotes readability and makes models easier to analyze. However, many process models found in practice are not well-structured, and it is not always feasible or even desirable to restrict process modelers to produce only well-structured models. Also, not all processes can be captured as well-structured process models. An alternative to forcing modelers to produce well-structured models, is to automatically transform unstructured models into well-structured ones when needed and possible. This talk reviews existing results on automatic transformation of unstructured process models into structured ones.

Structuring acyclic process models

This paper addresses the problem of transforming a process model with an arbitrary topology into an equivalent well-structured process model. While this problem has received significant attention, there is still no full characterization of the class of unstructured process models that can be transformed into well-structured ones, nor an automated method to structure any process model that belongs to this class. This paper fills this gap in the context of acyclic process models. The paper defines a necessary and sufficient condition for an unstructured process model to have an equivalent structured model under fully concurrent bisimulation, as well as a complete structuring method.

Unveiling hidden unstructured regions in process models

Process models define allowed process execution scenarios. The models are usually depicted as directed graphs, with gateway nodes regulating the control flow routing logic and with edges specifying the execution order constraints between tasks. While arbitrarily structured control flow patterns in process models complicate model analysis, they also permit creativity and full expressiveness when capturing non-trivial process scenarios. This paper gives a classification of arbitrarily structured process models based on the hierarchical process model decomposition technique. We identify a structural class of models consisting of block structured patterns which, when combined, define complex execution scenarios spanning across the individual patterns. We show that complex behavior can be localized by examining structural relations of loops in hidden unstructured regions of control flow. The correctness of the behavior of process models within these regions can be validated in linear time. These observations allow us to suggest techniques for transforming hidden unstructured regions into block-structured ones.

On application of structural decomposition for process model abstraction

Real world business process models may consist of hundreds of elements and have sophisticated structure. Although there are tasks where such models are valuable and appreciated, in general complexity has a negative influence on model comprehension and analysis. Thus, means for managing the complexity of process models are needed. One approach is abstraction of business process models-creation of a process model which preserves the main features of the initial elaborate process model, but leaves out insignificant details. In this paper we study the structural aspects of process model abstraction and introduce an abstraction approach based on process structure trees (PST). The developed approach assures that the abstracted process model preserves the ordering constraints of the initial model. It surpasses pattern-based process model abstraction approaches, allowing to handle graph-structured process models of arbitrary structure. We also provide an evaluation of the proposed approach.

Straw - structured reading, analysis and writing in humanities disciplines

Technology provides a range of tools which facilitate parts of the process of reading, analysis and writing in humanities, but these tools are limited and poorly integrated. Methods of providing students with the skills to make good use of a range of tools to create an integrated, structured process of writing in the disciplines are examined, compared and critiqued. Tools for mindmapping and outlining are examined both as reading tools and as tools to structure knowledge and explore ontology creation. Interoperability between these and common wordprocessors is examined in order to explore how students may be taught to develop a structured research and writing process using currently available tools. Requirements for future writing tools are suggested

A framework for strategic infrastructure asset management

The concept of asset management is not a new but an evolving idea that has been attracting attention of many organisations operating and/or owning some kind of infrastructure assets. The term asset management have been used widely with fundamental differences in interpretation and usage. Regardless of the context of the usage of the term, asset management implies the process of optimising return by scrutinising performance and making key strategic decisions throughout all phases of an assets lifecycle (Sarfi and Tao, 2004). Hence, asset management is a philosophy and discipline through which organisations are enabled to more effectively deploy their resources to provide higher levels of customer service and reliability while balancing financial objectives. In Australia, asset management made its way into the public works in 1993 when the Australian Accounting Standard Board issued the Australian Accounting Standard 27 – AAS27. Standard AAS27 required government agencies to capitalise and depreciate assets rather than expense them against earnings. This development has indirectly forced organisations managing infrastructure assets to consider the useful life and cost effectiveness of asset investments. The Australian State Treasuries and the Australian National Audit Office was the first organisation to formalise the concepts and principles of asset management in Australia in which they defined asset management as “ a systematic, structured process covering the whole life of an asset”(Australian National Audit Office, 1996). This initiative led other Government bodies and industry sectors to develop, refine and apply the concept of asset management in the management of their respective infrastructure assets. Hence, it can be argued that the concept of asset management has emerged as a separate and recognised field of management during the late 1990s. In comparison to other disciplines such as construction, facilities, maintenance, project management, economics, finance, to name a few, asset management is a relatively new discipline and is clearly a contemporary topic. The primary contributors to the literature in asset management are largely government organisations and industry practitioners. These contributions take the form of guidelines and reports on the best practice of asset management. More recently, some of these best practices have been made to become a standard such as the PAS 55 (IAM, 2004, IAM, 2008b) in UK. As such, current literature in this field tends to lack well-grounded theories. To-date, while receiving relatively more interest and attention from empirical researchers, the advancement of this field, particularly in terms of the volume of academic and theoretical development is at best moderate. A plausible reason for the lack of advancement is that many researchers and practitioners are still unaware of, or unimpressed by, the contribution that asset management can make to the performance of infrastructure asset. This paper seeks to explore the practices of organisations that manage infrastructure assets to develop a framework of strategic infrastructure asset management processes. It will begin by examining the development of asset management. This is followed by the discussion on the method to be adopted for this paper. Next, is the discussion of the result form case studies. It first describes the goals of infrastructure asset management and how they can support the broader business goals. Following this, a set of core processes that can support the achievement of business goals are provided. These core processes are synthesised based on the practices of asset managers in the case study organisations.

A self-assessment tool for knowledge management implementation in the construction industry

Knowledge management (KM) provides a structured process to establish the link between knowledgebased assets within an organisation and its desired business objectives. Although KM issues are becoming increasingly important to the construction industry, there is currently no measurement tool for assessing the implementation of KM programmes. This paper reports on the development of such a tool which can be used as both a means of self-assessment and also for benchmarking purposes. Important practices needed for successful KM implementation were identified from the literature and via a self-administered survey targeting large and medium construction organisations in Hong Kong. Survey findings demonstrate the potential of the proposed self-assessment tool to measure the individual’s perception of the relative importance of KM antecedents and practices, also providing early insight of KM implementation by highlighting the negative gaps between what “is” and “should be” happening, thus identifying areas that need re alignment of KM strategies and tactics. The paper also suggests this tool could be further developed to help organisations to formulate and modify their KM programmes according to their own specific internal business environment, and the nature of their projects.

How to Facilitate Open Disclosure Simulations

Open Disclosure comprises two main components: Clinician Disclosure (CD), an informal process usually conducted by the treating clinician; and Formal Open Disclosure (FOD), a more structured process led by a senior clinician trained as an Open Disclosure Consultant. Training programs for both CD and FOD incorporate interactive role-play based scenarios called ‘simulations’. This section of the Open Disclosure Training Program Handbook provides guidelines and resources for facilitating the simulation components of both Clinician Disclosure and Open Disclosure Consultant training.