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Goal‐based business process models: creation and evaluation

Goal‐based business process models: creation and evaluation The way in which business process models are typically deployed emphasizes their use in a high‐level design or the capture of an existing process. At these stages evaluation of the model takes place only in informal and rudimentary ways. The real evaluation effort begins only with the output of the design process, e.g. an implementation of information technology (IT) support system. Explores the benefits and feasibility of evaluating a process model at an early stage of its creation. Anticipates two advantages. First, errors or invalid design concepts are detected earlier with consequent savings in cost. Second, non‐IT‐relevant aspects can come to light at an appropriate stage. Looks first, at the value of modelling goals. Second, presents in outline a design method for modelling business processes in which the concept of the goal is fundamental. Third, looks beyond the current scope of this method to the issue of evaluating the process designs. Concludes that business process models can be evaluated at the design stage, but the knowledge gained is only partial. Summarizes the strengths and weaknesses of the approach and describes some open questions. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Business Process Management Journal Emerald Publishing

Goal‐based business process models: creation and evaluation

Peter Kueng; Peter Kawalek
Business Process Management Journal , Volume 3 (1): 22 – Apr 1, 1997
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22 pages

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References (30)

Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1463-7154
DOI
10.1108/14637159710161567
Publisher site
See Article on Publisher Site

Abstract

The way in which business process models are typically deployed emphasizes their use in a high‐level design or the capture of an existing process. At these stages evaluation of the model takes place only in informal and rudimentary ways. The real evaluation effort begins only with the output of the design process, e.g. an implementation of information technology (IT) support system. Explores the benefits and feasibility of evaluating a process model at an early stage of its creation. Anticipates two advantages. First, errors or invalid design concepts are detected earlier with consequent savings in cost. Second, non‐IT‐relevant aspects can come to light at an appropriate stage. Looks first, at the value of modelling goals. Second, presents in outline a design method for modelling business processes in which the concept of the goal is fundamental. Third, looks beyond the current scope of this method to the issue of evaluating the process designs. Concludes that business process models can be evaluated at the design stage, but the knowledge gained is only partial. Summarizes the strengths and weaknesses of the approach and describes some open questions.

Journal

Business Process Management Journal – Emerald Publishing

Published: Apr 1, 1997

Keywords: BPR; Goals; Models; Quality

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