Modelling business processes with workflow systems: an evaluation of alternative approaches
Introduction
Today's dynamic business environment is driving a new extended organisation, which competes globally focusing on low prices and customer customisation of products and services. As a key success factor for effective competing one could identify the management of core business processes, which deliver value to their customers, suppliers and internal staff. Thus by focusing on automating, optimising, and continuously improving the core business processes, organisations can make commitments to those customers, employees, partners, and suppliers establishing a solid competitive advantage.
Since the 1980s, Information Technology has provided a wide range of applications supporting automation and management of the business process. Workflow management systems (WfMS) are the most evolved of those applications providing consistent information flow between the participants in the process, smooth integration of the flow of work, timely sharing of data and information during the planning and implementation phases and harmonious support for the collaborative aspects of work.
However, WfMS follow various approaches in modelling the flow of work and hence present varying functionalities when supporting enterprise processes. The implications of these approaches to the real-world management of processes and projects are not always clear and transparent to managers. As the different techniques match more or less to different types of processes, managers have to identify which approach to adopt.
The objectives of the present paper are: to examine the ways that workflow technology may facilitate the implementation of business processes; to review the pros and cons of adopting alternative workflow modelling techniques in modelling the processes; and to provide guidance to managers as to the similarities and differences of the various workflow modelling schemes and their characteristics.
This paper is organised in the following manner. Section 2 of the paper reviews current approaches in WfMS, while Section 3 outlines the alternative workflow modelling techniques. Section 4 illustrates a comparison of applying the two major workflow modelling techniques in a case-study. The case refers to the project management of a multi-annual European Union (EU) Operational Programme for Greece. Finally, Section 5 provides the conclusions and lists issues to be taken into consideration by managers when examining the adoption and use of one or the other workflow modelling system.
Section snippets
Workflow management systems
The workflow concept has evolved from the notion of the process in manufacturing and the office. Such processes have existed since industrialisation and are products of a search to increase efficiency by concentrating on the routine aspects of work activities. They typically separate work activities into well-defined tasks, roles, rules, and procedures, which regulate most of the work in manufacturing and the office; see also Georgakopoulos, Hornick, and Sleth (1995); Agostini, DeMichelis,
Workflow modelling techniques
Workflow management involves: process modelling, that requires workflow models and techniques for capturing and describing a process; process reengineering, that requires techniques for optimising the process; and workflow implementation and automation, that requires methodologies and technologies for using information systems and human performers to implement, schedule, execute and control the workflow tasks as described by the workflow specification.
Performing process modelling involves
Modelling processes with workflow techniques
In order to proceed to an analysis of the advantages and disadvantages of adopting communication-based or activity-based workflow representation techniques when using workflow systems in the management of a process, this section proceeds with the presentation of applying both techniques in a case study. The case involves the management of a multi-annual EU-funded programme for Greece, the EU Operational Programme for the Energy Sector.
Discussion and concluding remarks
The analysis so far has shown that the two approaches usually applied in workflow management systems, i.e. the activity- and the communication-based, can provide adequate vehicles for process modelling when the aim is an effort to reengineer and/or streamline these processes aiming for operational improvement.
None of the two approaches falls behind the other concerning the scope and wealth of information provided.
Specifically, they both provide:
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ample information concerning the tasks to be
Dr. Gregoris Mentzas is an Associate Professor of Information Management in the National Technical University of Athens (NTUA). He has led more than 30 multi-national research and consulting projects in the areas of knowledge management; business performance improvement; and strategic management of information technology and has published more than 80 papers in international journals and conferences in these areas. He is an advisor to the European Commission in the formulation of future
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Dr. Gregoris Mentzas is an Associate Professor of Information Management in the National Technical University of Athens (NTUA). He has led more than 30 multi-national research and consulting projects in the areas of knowledge management; business performance improvement; and strategic management of information technology and has published more than 80 papers in international journals and conferences in these areas. He is an advisor to the European Commission in the formulation of future approaches in knowledge management in the context of the e-economy.
Christos Halaris is a Senior Researcher in the department of Electrical and Computer Engineering of the National Technical University of Athens. He has worked for 4 years as a consultant at KANTOR Management Consultants, one of the largest Consulting firms in Greece, acquiring solid experience in the areas of project and programme management, strategic business planning and feasibility studies. He holds an MBA degree from NTUA and the Athens University of Economics and Business. He has a Ph.D. in the area of electronic commerce from NTUA.
Stylianos K. Kavadias is a Ph.D. candidate in the area of production and operations management at INSEAD in Fontainebleau, France. His main interests lie in the area of new product development and project management techniques. More specifically, he focuses on issues related to better management and more efficient structure of the new product development process. He participated on the current project while doing his diploma thesis at NTUA, on the application of Workflow Management Systems in Project Management.