• Journal of Korea Society of Digital Industry and Information Management
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• v.8 no.4
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• pp.167-175
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• 2012

Service-oriented Architecture(SOA) is one of the most recent trends in IT solutions. SOA is a paradigm for organizing and utilizing distributed capabilities that may be under the control of different ownership domains and implemented using various technology stacks. From a technical perspective SOA, can be considered a method for designing and developing IT systems where applications are constructed from loosely coupled and autonomous building blocks. And SOA is a very effective response to the problems faced by companies in terms of reusability, interoperability and reduce coupling between systems that implement their information systems. To exploit these advantages many organizations have decided to evolve their legacy systems towards this architecture. This paper proposes a modeling for SOA based business process generation and testing, and introduces its implementation in the BPEL. And we analyze business process between enterprises, modeling the service-oriented business process with BPEL to realization level. Also, we suggests that UML is used from high-level business problems to the process of low-level problem for Visual and effectively.

• The Journal of Society for e-Business Studies
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• v.8 no.3
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• pp.87-105
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• 2003

Business Process Management (BPM) is an emerging trend of managing business process life cycles and integrating heterogeneous systems . Recently, BPM is considered as an essential element for automation of complex business processes involving many companies, particularly for those in an e-Business environment. In such an environment, it is very important for each business partner to trace history of resources. However, it has been a difficult problem for Workflow Management Systems(WFMSs) to support management of resource changes because of limited storage, complex process structure, and absence of formal change model. In this paper. a new framework is proposed, which can support change management for documents, one of core resources of business process. Under a traditional WFMSs framework, all workflow components belong to either build-time or run-time function, and executions of workflow processes are performed by the two functions . To manage changes of documents while process executing. a new framework with additional component modules are required. A version control method is introduced for the purpose of managing document changes. The proposed method includes five models for document structure, process structure, association between process and document, version management, and efficient version storage. A prototype system is developed to demonstrate the effectiveness of the proposed models.

• International Journal of Quality Innovation
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• v.6 no.1
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• pp.74-97
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• 2005

IDEF0 is the IEEE standard for functional enterprise modeling and has been used for business process modeling or process mapping in US and Europe. But it does not reflect the potential benefits of modeling and simulation of the dynamic aspects of an enterprise or a system. On the other hand, simulation tools concentrate mostly on the simulation of material flows and are difficult to include information flows and control flows. Additionally, the simulation models that include elements such as queues, event generators and process nodes is a visual interactive representation for the model builder, but is inconvenient for the domain expert. In an attempt to fill that void, we provide an integration of business process and simulation models in this paper. An enhancement of the IDEF0, called parameterized IDEF0, is proposed and its conversion mechanism to network simulation model is developed. Using this methodology, business process models for alternative systems can be evaluated and compared through simulation on time, cost, and quality metrics. As an application of the proposed methodology, economic evaluation of EDI (Electronic Data Interchange) for time-based BPR (Business Process Redesign) is demonstrated. In addition to BPR, the developed methodology may be further integrated with ABC (Activity Based Costing), TQM (Total Quality Management), and economic evaluation of information systems.

• Proceedings of the CALSEC Conference
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• 2003.09a
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• pp.230-235
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• 2003

A Workflow Management System is one which provides procedural automation of a business process by management of the sequence of work activities. The existing workflow management systems have limitation of interaction among application systems. In this paper, we propose a new workflow management system that can be adapted in dynamically changed paradigm of distributed computing by using Web Service. System Architecture and prototyping execution model of the system is described in BPEL4WS.

• Management & Information Systems Review
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• v.32 no.1
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• pp.241-258
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• 2013

HRD professionals should be able to contribute to performance improvement by focusing on strategic business partner activities such as planning, organizational development, and organizational design. Taking a systems view is important in the development of strategy because simply offering specific interventions neither changes nor improves the fundamental systems of an organization. In order to guide the management of organizations as systems, HRD professionals need to not only deal with resistance to change in solution implementation but also identify quantifiable measures to judge the effectiveness of implemented solutions with partnerships with relevant stakeholders. HRD professionals are particularly required to play a critical role in aligning process goals, process design, and process management to improve performance. Adjusting human performance policies and practices to local cultural differences is also among the urgent tasks for HRD professionals.

• Journal of Korea Society of Industrial Information Systems
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• v.13 no.3
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• pp.63-86
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• 2008

Recently implementing enterprise resource planning (ERP) systems with packaged business software is growing rapidly. The purpose of this article is to provide further insights into the business process change and change management in implementation process of ERP systems. This paper examine an survey of some 146 firms' adoption and implementation of packaged ERP software. In this paper, we propose an integrated approach of business process change and change management of the implementation process. This research highlights the importance of change management for implementing ERP. In addition, we empirically reveals that the eventual success of ERP systems depends on effective business process change and change management during the ERP implementation.

• Proceedings of the Korea Society for Simulation Conference
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• 2001.10a
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• pp.162-169
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• 2001

(No Abstract, See Full-text)

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.264-269
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• 2008

Considering our increasingly interconnected organizations heavily relying on business processes and the growing need for timely accurate knowledge to achieve greater agility in the enterprise, the idea of looking at business processes as a knowledge object is gaining momentum. Business process information is knowledge and should consequently be managed as a valuable organizational asset, particularly because organizations need to react in near real time to environmental changes and events. This paper provides an overview of the situation in this field arguing for a better definition of the intersections between knowledge and business process management. When business process is seen as knowledge, it should be managed as such. We assess and discuss some of the resulting benefits and considering the need for greater dynamic integration between the two domains, we look at ontologies as an interesting technical approach to bridging this gap showing an example for an ontology based sales order process.

• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.289-297
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• 2006

Business operates under the fast pace of large-scale changes. These changes occur in environments including competitors, markets and consumers. To survive under these changes, process innovation is becoming the eminent issue faced by executives. Process innovation is to generate, select, and implement new ideas adopting changes in organizational structure, management pattern, human resource management systems and so on. Examples include restructuring, outsourcing, benchmarking, total quality management, and business process reengineering. This study suggests how to develop process innovation ideas. Related screening and implementation techniques are also presented.

• Korean Journal of Construction Engineering and Management
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• v.11 no.1
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• pp.3-15
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• 2010

Many enterprises have adopted various management techniques and IT systems such as "Process Management", "ERP" for coping with rapid business environment change and for continual growth. However, the separation problem between business process and IT system which causes reduction of business management efficiency has occurred for the lack of integration management mechanism. To solve this problem, many companies try to adopt BPM (Business Process Management) concept. The purpose of this study is to identify this separation problem in Korean construction companies which are trying to apply BPM to their business through evaluating IT system support to business processes. This study indicated the need of evaluation through current researches and case studies, then made hierarchy of home business of construction companies and analyzed IT systems for supporting business. The evaluation method is designed based on these researches. This study proposed the implications for adopting BPM in construction companies based on evaluation results analysis.