Mathias Weske: Rethinking BPM Concepts for Cases and Decisions
Recently, the scope of research in business process management has widened considerably. In this talk, two key areas will be investigated, case management and decision management. While case management has been discussed for a while, it has not yet found its way into practice, the lack of an established syntax and of a concise semantics being among the reasons. This talk sketches a novel approach to case management, which is based on dynamically combining process fragments as required by knowledge workers. The conceptual results are prototypically implemented in the Chimera platform. Decision management is a recent research area with massive interest by the financial industry in its quest to support compliance and auditing requirements. While the principles of combining process and decision models are well understood and even standardized, a number of conceptual issues remain open. We have investigated the classic soundness property of processes in presence of decision models . With decision soundness, a novel correctness criterion is introduced, which takes into account decision logic when analysing behavioural properties of business processes. The talk concludes with thoughts on research in business process management and the role of the BPM conference.
Janis Stirna: Lessons from Facilitating Participatory Enterprise Modeling
Enterprise Modeling (EM) has become a widespread activity in enterprises. Strategy development, business process mapping, requirements engineering, product development, enterprise architecture management, information system design are just a few examples of organizational activities that benefit from a model-based way of working and knowledge representation in the form of models. EM helps addressing organizational development from a number of perspectives, such, strategy (goals, challenges, opportunities, capabilities), business operations (processes, actors, resources), information (business concepts, products), information technology (requirements, components), etc. However, to develop efficient solutions and to ensure their fit in the organization all of these perspectives need to be analyzed in an integrated way. Furthermore, EM activities often require involving groups of people, i.e. the models are created in a participatory way. To be efficient, such participatory EM sessions need the support of dedicated persons who know how to organize a modeling project and modeling sessions, how to manage discussions during a modeling session, and what aspects influence the success and efficiency of modeling in practice. This talk will address a number of lessons learned from managing modeling projects and facilitating participatory EM sessions. More specifically, we will focus on the critical success aspects of the EM process, stereotypes of actor behavior in modeling sessions and modeling projects, as well as, patterns and anti-patterns of EM project management.