Identifying and Classifying Variations in Business Processes

  • Fredrik Milani
  • Marlon Dumas
  • Raimundas Matulevičius
Part of the Lecture Notes in Business Information Processing book series (LNBIP, volume 113)

Abstract

Many business processes exist not as singular entities but rather as a plurality of variants that need to be collectively managed. The spectrum of approaches for managing collections of process variants range from capturing all variants in a large consolidated model, down to capturing each variant as a separate model. Most of these approaches are built on the assumption that the variation points and variation drivers are given as input. The question of how process variation is elicited and conceptualized in the first place has received relatively little attention. As a step to filling this gap, this paper puts forward a framework for identifying and classifying variation drivers in business processes. We apply the framework on two collections of process models: one consisting of a collection of process models implicitly clustered along product type and the other one along market type. In both cases, the framework allowed us to identify and to classify additional variation drivers that were not evident from the initial clustering.

Keywords

Business Process Variant Variation Driver Variation Point 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 1.
    Buijs, J.C.A.M., van Dongen, B.F., van der Aalst, W.M.P.: Towards Cross-Organizational Process Mining in Collections of Process Models and Their Executions. In: Daniel, F., Barkaoui, K., Dustdar, S. (eds.) BPM Workshops 2011, Part II. LNBIP, vol. 100, pp. 2–13. Springer, Heidelberg (2012)CrossRefGoogle Scholar
  2. 2.
    Dibb, S., Stern, P., Wensley, R.: Marketing knowledge and the value of segmentation. Marketing Intelligence & Planning 20(2), 113–119 (2002)CrossRefGoogle Scholar
  3. 3.
    Dalek, C.K., Carlsson, B.: Manufacturing In Decline? A Matter of Definition. Economics of Innovation and New Technology 8(3) (1999)Google Scholar
  4. 4.
    Dumas, M.: Consolidated Management of Business Proess Variants, Keynote speech at PMC 2011, Workshop Proceedings (2011)Google Scholar
  5. 5.
    Foedermayr, E.K., Diamantopoulos, A.: Market Segmentation in Practice: Review of Empirical Studies, Methodological Assessment, and Agenda for Future Research. Journal of Strategic Marketing 16(3), 223–265 (2008)CrossRefGoogle Scholar
  6. 6.
    Gottschalk, F., Wagemakers, T.A.C., Jansen-Vullers, M.H., Van der Aalst, W.M.P., La Rosa, M.: Configurable Process Models: Experiences from a Municipality Case Study. In: van Eck, P., Gordijn, J., Wieringa, R. (eds.) CAiSE 2009. LNCS, vol. 5565, pp. 486–500. Springer, Heidelberg (2009)CrossRefGoogle Scholar
  7. 7.
    Hallerbach, A., Bauer, T., Reichert, M.: Managing Process Variants in the Process Life Cycle. ICEIS (3-2), 154–161 (2008)Google Scholar
  8. 8.
    Hallerbach, A., Bauer, T., Reichert, M.: Configuration and Management of Process Variants. In: Intl. Handbook on Business Process Management I, pp. 237–255. SpringerGoogle Scholar
  9. 9.
    Kleijn, M.J., Dekker, R.: An overview of inventory systems with several demand classes. In: Speranza, M.G., Stahly, P. (eds.) New Trends in Distribution Logistics, pp. 253–265. Springer, Berlin (1999)CrossRefGoogle Scholar
  10. 10.
    Klingemann, J.: Controlled Flexibility in Workflow Management. In: Wangler, B., Bergman, L.D. (eds.) CAiSE 2000. LNCS, vol. 1789, pp. 126–141. Springer, Heidelberg (2000)CrossRefGoogle Scholar
  11. 11.
    La Rosa, M., Dumas, M., Uba, R., Dijkman, R.: Merging Business Process Models. In: Meersman, R., Dillon, T.S., Herrero, P. (eds.) OTM 2010, Part I. LNCS, vol. 6426, pp. 96–113. Springer, Heidelberg (2010)CrossRefGoogle Scholar
  12. 12.
    La Rosa, M., Lux, J., Seidel, S., Dumas, M., ter Hofstede, A.H.M.: Questionnaire-driven Configuration of Reference Process Models. In: Krogstie, J., Opdahl, A.L., Sindre, G. (eds.) CAiSE 2007. LNCS, vol. 4495, pp. 424–438. Springer, Heidelberg (2007)CrossRefGoogle Scholar
  13. 13.
    Ludwig, H., Rankin, Y., Enyedi, R., Anderson, L.C.: Process Variation Analysis Using Empirical Methods: A Case Study. In: Rinderle-Ma, S., Toumani, F., Wolf, K. (eds.) BPM 2011. LNCS, vol. 6896, pp. 62–65. Springer, Heidelberg (2011)CrossRefGoogle Scholar
  14. 14.
    Manez, J.A., Waterson, M.: Multiproduct Firms and Product Differentiation: a Survey. The Warwick Economics Research Paper Series (TWERPS) 594, University of Warwick, Department of Economics (2001)Google Scholar
  15. 15.
    Pascalau, E., Rath, C.: Managing business process variants at eBay. In: Mendling, J., Weidlich, M., Weske, M. (eds.) BPMN 2010. LNBIP, vol. 67, pp. 91–105. Springer, Heidelberg (2010)CrossRefGoogle Scholar
  16. 16.
    Reinhartz-Berger, I., Soffer, P., Sturm, A.: Organisational reference models: supporting an adequate design of local business processes. International Journal of Business Process Integration and Management 4(2), 134 (2009)CrossRefGoogle Scholar
  17. 17.
    Rosemann, M., Van der Aalst, W.M.P.: A configurable reference modeling language. Inf. Syst (IS) 32(1), 1–23, 12–14 (2007)Google Scholar
  18. 18.
    Rummler, G.A., Ramais, A.J.: A Framework for Defining and Designing the Structure of Work. In: Handbook of Business Process Management, vol. 1. Springer (2010)Google Scholar
  19. 19.
    Svahnberg, M., van Gurp, J., Bosch, J.: A taxonomy of variability realization techniques. Softw., Pract. Exper. 35(8), 705–754 (2005)CrossRefGoogle Scholar
  20. 20.
    Teichert, T., Shehu, E., Von Wartburg, I.: Customer segmentation revisited: The case of the airline industry. Transportation Research Part A: Policy and Practice 42, 227–242 (2008)CrossRefGoogle Scholar
  21. 21.
    Tsiptsis, K., Chorianopoulos, A.: Data Mining Techniques in CRM: Inside Customer Segmentation (2009)Google Scholar
  22. 22.
    van der Aalst, W.M.P., Dumas, M., Gottschalk, F., ter Hofstede, A.H.M., La Rosa, M., Mendling, J.: Correctness-Preserving Configuration of Business Process Models. In: Fiadeiro, J.L., Inverardi, P. (eds.) FASE 2008. LNCS, vol. 4961, pp. 46–61. Springer, Heidelberg (2008)CrossRefGoogle Scholar
  23. 23.
    Van der Aalst, W.M.P., Rosemann, M., Dumas, M.: Deadline-based escalation in process-aware information systems. Decision Support Systems 43(2), 492–511 (2007)CrossRefGoogle Scholar
  24. 24.
    Wedel, M., Wagner, K.: Market Segmentation: Conceptual and Methodological Foundations. Kluwer, Dordrecht (2000)Google Scholar
  25. 25.
    Weske, M.: Business Process Management: Concepts, Languages, Architectures. Springer, Heidelberg (2007)Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2012

Authors and Affiliations

  • Fredrik Milani
    • 1
  • Marlon Dumas
    • 1
  • Raimundas Matulevičius
    • 1
  1. 1.Institute of Computer ScienceUniversity of TartuTartuEstonia

Personalised recommendations