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岗位工作流程英文缩写Job Workflow Abbreviations and Their Importance.In the fast-paced world of business, it's crucial to streamline processes and communicate efficiently. One way to achieve this is through the use of abbreviations and acronyms, which condense complex or lengthy terms into manageable snippets of text. This is particularly relevant when discussing job workflows, as they often involve multiple steps and cross-functional teams. Here, we explore some common abbreviations used in job workflow discussions and their significance.1. WF (Workflow): This abbreviation refers to a series of tasks that need to be completed to achieve a specific goal or outcome. Workflows are often visualized as flowcharts or diagrams to help teams understand the sequence of steps involved.2. KPI (Key Performance Indicator): A metric used tomeasure the success or progress of a workflow. KPIs help identify areas where improvements can be made and ensure that the workflow is aligned with overall business objectives.3. T&A (Task Assignment): This abbreviation refers to the process of assigning specific tasks to individual team members. Effective task assignment ensures that each team member knows their responsibilities and can work independently to complete their assigned tasks.4. SLA (Service Level Agreement): An agreement between two or more parties that specifies the level of service to be provided, including quality, availability, and other performance metrics. SLAs are often used in workflow management to ensure that service providers meet agreed-upon standards.5. BPM (Business Process Management): A discipline that focuses on improving the efficiency and effectiveness of business processes, including workflows. BPM methodologies help organizations identify bottlenecks, eliminate waste,and streamline operations.6. QA (Quality Assurance): The process of ensuring thata product or service meets specified quality standards. In the context of workflows, QA involves checking tasks for accuracy, completeness, and adherence to defined processes.7. RT (Response Time): The time taken to respond to a request or issue. In workflow management, response time is often used as a metric to measure the efficiency of task assignment and resolution.8. ESC (Escalation): The process of elevating an issue or request to a higher-level team or individual for resolution. Escalation is often necessary when a task cannot be completed by the assigned team member or when a problem requires additional expertise or resources.The use of these abbreviations not only saves time and space but also ensures that communication remains clear and concise. However, it's important to note that while abbreviations can enhance efficiency, they should be usedsparingly and only when they are well-understood by all parties involved. Otherwise, they can lead to confusion and miscommunication, which can have a negative impact on workflow efficiency and productivity.In conclusion, abbreviations play a crucial role in facilitating efficient communication and workflow management. By understanding and utilizing common abbreviations related to job workflows, teams can improve their productivity, reduce confusion, and ensure that tasks are completed accurately and on time.。
工作流消息类型
工作流（Workflow）是在整个工作区中发生的，有些是结构化的，有些是非结构化的。
当数据从一个任务转移到另一个任务时，工作流就存在了。
如果数据没有流动，就没有工作流。
工作流的主要类型有：
- 流程工作流（Process Workflow）：当一组任务具有可预测性和重复性时，就会发生流程工作流。
在项目开始工作流之前，已明确数据的流转方向。
比如采购申请批准工作流，一旦申请提交，每一步处理工作相对固定，工作流几乎不会有变化。
- 项目工作流（Project Workflow）：项目具有类似于流程的结构化路径，但在此过程中可能具有更大的灵活性，项目工作流只适用于一个项目。
比如发布一个新版本的网站，你可以准确预测项目的任务流程，但是这个任务流程不适用于另一个网站的发布。
- 案例工作流（Case Workflow）：在案例工作流中，对于数据流转的方向是不明确的。
只有收集到大量的数据时，数据流转的方向才会比较明显。
比如保险索赔，一开始并不知道如何处理，只有经过一番调查，才会明确。
在工作流管理中，消息类型通常包括系统消息、任务消息、通知消息等。
Business process（业务流程）是组织或企业中一系列相互关联的活动和决策，旨在实现特定的业务目标。
以下是描述Business process的一些关键点：
目标导向：业务流程是为了实现特定的业务目标而设计的。
这些目标可能包括提高效率、降低成本、增加收入、提高客户满意度等。
相互关联的活动：业务流程通常包括一系列相互关联的活动，这些活动可能涉及不同的部门、团队或个人。
这些活动之间有明确的输入和输出关系，以确保流程的顺畅运行。
决策制定：在业务流程中，往往需要进行决策。
这些决策可能涉及到资源分配、优先级确定、风险管理等方面。
正确的决策可以确保业务流程的效率和成功。
输入与输出：每个业务流程都有一个输入和输出。
输入可能是来自外部的资源、信息或需求，而输出则是业务流程的结果或产品。
持续改进：业务流程需要不断地优化和改进，以适应不断变化的市场环境和企业需求。
这需要持续的监测、评估和调整。
跨部门协作：业务流程往往涉及多个部门和团队，需要跨部门协作才能实现流程的顺畅运行。
这需要建立有效的沟通机制和协作文化。
标准化与规范化：为了提高效率和可重复性，业务流程需要标准化和规范化。
这包括制定明确的流程图、操作手册和标准操作程序等。
技术支持：现代业务流程往往需要技术支持，如信息系统、自动化工具等。
这些技术可以简化流程、提高效率并减少错误。
总之，Business process是企业运营的核心，它涉及到企业的各个层面和领域。
通过优化和改进业务流程，企业可以提高效率、降低成本、增强竞争力并实现可持续发展。
workflow-bpmn-modeler 详解
Workflow-BPMN-Modeler 是一个基于Web 的BPMN（Business Process Model and Notation，业务流程建模标准）建模工具，它允许用户通过图形化界面设计和编辑业务流程模型。
以下是Workflow-BPMN-Modeler 的一些详解：
1. 图形化建模：Workflow-BPMN-Modeler 提供了图形化的界面，用户可以通过拖拽、连接节点等方式创建和编辑业务流程模型。
这种图形化的建模方式使得用户可以直观地理解和设计复杂的业务流程。
2. 支持BPMN 标准：Workflow-BPMN-Modeler 遵循BPMN 标准，用户可以使用BPMN 中定义的各种符号、事件、网关、任务等元素来描述业务流程的各个环节和流转逻辑。
3. 可扩展性：Workflow-BPMN-Modeler 通常具有一定的可扩展性，用户可以根据自己的需求添加自定义的元素、属性或者扩展功能，以适应特定的业务场景。
4. 与工作流引擎集成：Workflow-BPMN-Modeler 通常可以与工作流引擎进行集成，用户可以通过建模工具设计的业务流程模型直接部署到工作流引擎中执行，实现业务流程的自动化执行和监控。
5. 多人协作：Workflow-BPMN-Modeler 通常支持多人协作，多个用户可以同时对同一个业务流程模型进行编辑和评论，以支持团队协作和建模过程中的沟通与交流。
总的来说，Workflow-BPMN-Modeler 是一个强大的工具，用于帮助用户设计、编辑和管理业务流程模型，它可以提高业务流程的可视化程度、可理解性和可执行性，是企业业务流程管理和自动化的重要工具之一。
工作流参考模型英文A Reference Model for Workflow in the WorkplaceIntroductionIn today's fast-paced business environment, organizations must constantly find ways to optimize their processes and improve productivity. One way to achieve this is by implementing a robust workflow management system. A workflow is a series of activities that are performed to achieve a specific goal within an organization. It involves the movement of information, documents, or tasks from one participant to another in a predefined sequence. To help organizations understand and design effective workflow systems, this paper presents a reference model for workflow in the workplace.Definition and Components of a WorkflowA workflow consists of three main components: processes, tasks, and participants. A process is a set of activities that are organizedin a logical sequence to achieve a specific outcome. Tasks are the individual steps or activities within a process. Participants are the individuals or groups who are responsible for executing the tasks and ensuring the flow of work.The Reference ModelThe reference model for workflow in the workplace consists of four layers: the business layer, the process layer, the data layer, and the technology layer. Each layer has its own set of components and functions.1. The Business LayerThe business layer represents the overall goals and objectives of the organization. It includes components such as the organizational structure, business rules, and performance metrics. The business layer defines the context in which the workflow operates and provides a framework for aligning the workflow with the strategic goals of the organization.2. The Process LayerThe process layer defines the set of activities that need to be performed to accomplish a specific task or goal. It includes components such as process models, process definitions, and process analysis tools. The process layer provides a structured framework for organizing and managing the activities within a workflow.3. The Data LayerThe data layer represents the information that is generated, processed, and stored during the workflow. It includes components such as data models, data integration tools, and data validation mechanisms. The data layer ensures that the right information is available at the right time to support decision making and enable efficient workflow execution.4. The Technology LayerThe technology layer includes the tools and systems that are used to implement and execute the workflow. It includes components such as workflow management systems, document management systems, and collaboration tools. The technology layer provides the necessary infrastructure for automating and optimizing the workflow processes.Benefits of the Reference ModelBy using the reference model for workflow in the workplace, organizations can achieve several benefits:1. Improved Efficiency: The reference model helps streamline processes, eliminate redundancies, and minimize errors, resulting in improved efficiency and productivity.2. Enhanced Collaboration: The model facilitates effective communication and collaboration among participants, leading to better coordination and teamwork.3. Better Decision Making: The model provides real-time access to accurate and up-to-date information, enabling participants to make informed decisions quickly.4. Increased Transparency: The model promotes transparency by providing visibility into the workflow processes and progress, making it easier to identify bottlenecks and areas for improvement.5. Continuous Improvement: The model encourages organizations to regularly analyze and optimize their workflows, leading to a continuous improvement cycle that drives innovation and competitiveness.ConclusionA well-designed and efficient workflow is essential for organizations to stay competitive in today's dynamic business landscape. The reference model presented in this paper provides acomprehensive framework for understanding and implementing workflow in the workplace. By utilizing this model, organizations can optimize their processes, improve productivity, and achieve their strategic goals.Sure! Here are some additional points to further expand on the topic:6. Scalability: The reference model allows organizations to scale their workflows as their business grows. By designing processes that can accommodate higher volumes of tasks and participants, organizations can maintain efficiency and productivity even as they expand.7. Flexibility: The model provides flexibility in designing workflows to fit the specific needs of different departments or teams within an organization. By customizing processes and tasks based on the requirements of specific roles or projects, organizations can maximize effectiveness and adaptability.8. Compliance and Auditability: The reference model helps organizations ensure compliance with industry regulations and internal policies. By incorporating security measures, access controls, and audit trails, organizations can track and document workflow activities, demonstrating transparency and accountability.9. Integration with External Systems: The technology layer of the reference model enables seamless integration with external systems, such as customer relationship management (CRM) or enterprise resource planning (ERP) systems. Integrating workflows with these systems ensures efficient data exchange and eliminates manual data entry, reducing errors and improving overallproductivity.10. Mobile Accessibility: With the proliferation of mobile devices, it is crucial for workflows to be accessible anytime and anywhere. The reference model supports mobile access, allowing participants to view tasks, provide approvals, and receive notifications on their smartphones or tablets. This enhances productivity by enabling participants to stay connected and make decisions on the go.11. Analytics and Reporting: The data layer of the reference model enables organizations to collect and analyze workflow data, providing valuable insights for process improvement. By generating reports and visualizations, organizations can identify bottlenecks, monitor performance metrics, and make data-driven decisions to optimize workflows.12. Change Management: Implementing a new workflow system requires change management efforts to ensure a smooth transition. The reference model allows organizations to plan and execute change management strategies, involving stakeholders and providing training to ensure successful adoption and utilization of the workflow system.13. Continuous Training and Support: The technology layer of the reference model requires ongoing training and support to ensure participants understand and effectively use the workflow tools and systems. Organizations should provide comprehensive training programs, user manuals, and continuous support to help participants navigate the workflow processes and overcome any challenges.14. Integration of Artificial Intelligence and Automation: As technology advances, organizations can leverage artificial intelligence (AI) and automation to further optimize workflows.By incorporating AI algorithms and automation tools, organizations can automate repetitive tasks, make intelligent predictions, and enhance decision-making processes within workflows.15. Security and Data Privacy: Organizations must prioritize security and data privacy when designing and implementing workflow systems. The reference model emphasizes the need for robust security measures, including encryption, access controls, and data encryption, to protect sensitive information and ensure compliance with data protection regulations.In conclusion, the reference model for workflow in the workplace provides organizations with a comprehensive framework to optimize processes, improve productivity, and achieve their strategic goals. By implementing efficient workflows that align with organizational objectives, organizations can enhance collaboration, make better decisions, and continuously improve their workflows. With the right technology and support, organizations can leverage this reference model to drive innovation, competitiveness, and success in today's rapidly evolving business landscape.。
Workflow Management System (WMS) Workplace efficiency and productivity are critical components for the success of any organization. In today’s fast-paced business environment, the need for streamlining and optimizing workflows has become more important than ever. This is where a Workflow Management System (WMS) comes into play.What is a Workflow Management System (WMS)?A WMS is a software solution that helps organizations streamline their business processes, automate routine tasks, and improve overall efficiency. It provides a centralized platform for defining, executing, and monitoring workflows, ensuring that tasks are completed in a timely and efficient manner.Key Features of a Workflow Management System1.Workflow Design: WMS allows organizations to design andcustomize workflows to suit their specific needs. Users can create workflows with predefined steps, rules, and triggers to automate tasks and processes.2.Task Automation: One of the primary purposes of a WMS is toautomate repetitive and time-consuming tasks. By defining workflows andsetting up triggers, the system can automatically assign tasks, send notifications, and track progress.3.Collaboration: WMS encourages collaboration among team membersby providing a platform for sharing information, communicating about tasks, and working together on projects. It helps improve communication andcoordination within the organization.4.Monitoring and Reporting: With WMS, organizations can monitorthe status of workflows in real-time, track performance metrics, and generate reports to analyze process efficiency. This data can help identify bottlenecks, optimize processes, and make informed decisions.5.Integration: A WMS can integrate with other software systems andtools used within the organization, such as CRM, ERP, HRMS, etc. This allows for seamless data exchange and workflow automation across different platforms.Benefits of Implementing a Workflow Management System1.Increased Efficiency: By automating tasks and streamliningprocesses, WMS helps organizations improve efficiency and productivity. Itreduces manual errors, eliminates redundant tasks, and accelerates thecompletion of workflows.2.Enhanced Visibility: WMS provides transparency into the workflowstatus, task assignments, and progress updates. This visibility helps managers track performance, identify roadblocks, and ensure that deadlines are met.3.Cost Savings: By optimizing workflows and reducing manualinterventions, WMS helps organizations save time and resources. It minimizes operational costs, improves resource utilization, and maximizes the ROI ontechnology investments.4.Improved Compliance: With predefined rules and checkpoints, WMSensures that workflows are executed according to compliance standards and regulations. It helps organizations maintain consistency and adhere to industry guidelines.5.Scalability: WMS is designed to grow with the organization. It canaccommodate new workflows, additional users, and changing businessrequirements, making it a flexible and scalable solution for long-term use.Case Study: Implementing a Workflow Management SystemXYZ Corporation, a global manufacturing company, recently implemented a WMS to streamline their production processes. By integrating the system with their existing ERP software, they were able to automate inventory management, production scheduling, and quality control workflows. This resulted in a 20% increase in production efficiency, a 15% reduction in lead times, and a significant improvement in resource allocation.ConclusionIn conclusion, a Workflow Management System (WMS) is a powerful tool for organizations looking to optimize their processes, improve efficiency, and stay competitive in today’s business landscape. By leveraging the key features and benefits of a WMS, organizations can simplify their workflows, enhancecoll aboration, and drive operational excellence. If you haven’t already considered implementing a WMS in your organization, now might be the time to explore this transformative technology.。
在业务流程模型（Business Process Model）中，根据不同的分类标准，可以分为多种不同的类型。
其中，根据业务处理模型的特点，可以分为以下几种类型：面向活动（Activity-Oriented）的模型：这种模型以活动为核心，描述了企业业务流程中的各项活动以及它们之间的逻辑关系。
通过活动和逻辑关系，可以清晰地展现出业务流程的运作过程。
面向资源（Resource-Oriented）的模型：这种模型主要关注业务流程中涉及的资源，包括人力、物力、财力等。
通过资源角度来描述业务流程，有助于企业更好地管理资源，提高资源利用效率。
面向数据（Data-Oriented）的模型：这种模型侧重于业务流程中的数据流，通过数据流来描述业务过程。
这种模型在数据处理和数据管理中非常有用，可以帮助企业更好地理解和优化数据处理过程。
面向规则（Rule-Oriented）的模型：这种模型主要关注业务流程中的规则和策略，通过规则和策略来描述业务过程。
这种模型可以帮助企业更好地管理和控制业务流程，确保业务过程的合规性和规范性。
面向流程（Process-Oriented）的模型：这种模型以流程为核心，通过流程来描述企业业务流程。
这种模型可以清晰地展示出流程的运作过程和各环节之间的关系，有助于企业更好地理解和优化业务流程。
此外，根据业务流程的复杂度，还可以将业务流程模型分为简单模型、复合模型和复杂模型。
根据模型的表示方法和可视化程度，可以分为概念模型、逻辑模型和物理模型等。
总的来说，业务流程模型的种类非常丰富多样，不同的分类标准可以得出不同的类型。
在具体应用中，应根据实际情况选择合适的业务流程模型类型来描述和优化业务流程。
The Abbreviation of Workflow Diagrams In the realm of project management and business process optimization, workflow diagrams play a crucial role in illustrating the steps and interactions involved in a particular process. The use of standardized abbreviations for different elements within these diagrams can streamline communication and enhance clarity. This document explores the common abbreviations used in workflow diagrams and their significance.Why Abbreviations MatterAbbreviations in workflow diagrams serve as shorthand notations for various components, activities, decisions, and connections within a process. They offer a concise way to represent complex information, making it easier for stakeholders to understand and follow the flow of work.Key Abbreviations in Workflow Diagrams1.ST: Start2.END: End3.ACT: Activity4.DEC: Decision5.CON: ConnectorExamples of Abbreviated Workflow DiagramsExample 1: Simple Approval ProcessST -> ACT1 -> DEC1 (Yes) -> ACT2 -> CON -> END\\-> DEC2 (No) /Example 2: Customer Order ProcessST -> ACT1 -> CON1 -> DEC1 (Yes) -> ACT2 -> CON2 -> ACT3 -> END\\-> DEC2 (No) / \\-> DEC3 (No)/Best Practices for Using Abbreviations1.Consistency: Ensure that abbreviations are used consistentlythroughout the diagram and associated documentation.2.Clarity: Choose abbreviations that are intuitive and easilyrecognizable by all stakeholders involved.3.Documentation: Provide a key or legend that explains the meaning ofeach abbreviation used in the workflow diagram.4.Review: Review the abbreviated diagram with team members toensure understanding and accuracy.ConclusionIn conclusion, the use of abbreviations in workflow diagrams can simplify the representation of complex processes and improve communication among project team members. By following best practices and adopting standard abbreviations, organizations can enhance the clarity and efficiency of their workflow diagrams, ultimately leading to improved project outcomes.。
⼯作流基础什么是BPMBPM是Business Process Management的缩写，中⽂含义是业务流程管理，是⼀套达成企业各种业务环节整合的全⾯管理模式可以简单的理解成是⼀种管理模式，⽓概念包括两种含义，⼀个是管理规范，⼀个是软件⼯程，由此引出⼯作流的概念什么是BPMNBusiness Process Modeling Notation，简称BPMN，中⽂译为业务流程建模标注，是由BPMN标准组织发布的，其第⼀版BPMN 1.0规范于2004年5⽉发布。
经过多年的改进新的规范BPMN 2.0于2011年发布。
之后各⼤⼚商、开源社区均基于2.0规范设计⾃⼰的流程引擎，结束了各个⼚商“各⾃为政”的局⾯，相应地统⼀了标准，从⽽利于以后的产品迁移。
什么是⼯作流⼯作流（Workflow），是对⼯作流程及其各操作步骤之间业务规则的抽象、概括描述。
⼯作流建模，即将⼯作流程中的⼯作如何前后组织在⼀起的逻辑和规则，在计算机中以恰当的模型表達并对其实施计算。
⼯作流要解决的主要问题是：为实现某个业务⽬标，利⽤计算机在多个参与者之间按某种预定规则⾃动传递⽂档、信息或者任务⼯作流引擎简单理解：⼯作流是概念，⼯作流引擎是实现，可以理解是⼀个框架应⽤CRM系统ERP系统OA系统办公软件⼯作流发展各个发展JBPM官⽹⽬前最新版本7.38.0分⽔岭jbpm5BPM5使⽤社区的⼤多数组件，以Drools Flow为核⼼组件作为流程引擎的核⼼构成，以hibernate作为数据持久化ORM实现，采⽤基于JPA/JTA的可插拔的持久化和事务控制规范，使⽤Guvnor作为流程管理仓库，能够与Seam、Spring、OSGi等集成特点从jbpm5以后全新设计，给之前的开发者带来很多不便，采⽤了Apache Mina异步通信技术，采⽤JPA/JTA持久化⽅⾯的标准，以功能齐全的Guvnor作为流程仓库，有RedHat()的专业化⽀持；但其劣势也很明显，对⾃⾝技术依赖过紧且⽬前仅⽀持BPMN2activiti官⽹地址历史渊源activiti的创始⼈，Tom Baeyens，也是jbpm的创始⼈，由于jbpm的未来架构上产⽣意见，Tom Baeyens在2010年离开jboss，同年发布activiti5.0版本第⼀个版本5.0Activiti5是在jBPM3、jBPM4的基础上发展⽽来的，是原jBPM的延续，⽽jBPM5则与之前的jBPM3、jBPM4没有太⼤关联，且舍弃了备受推崇的PVM（流程虚拟机）思想，转⽽选择jBoss⾃⾝产品Drools Flow作为流程引擎的核⼼实现，⼯作流最为重要的“⼈机交互”任务（类似于审批活动）则由单独的⼀块“Human Task Service”附加到Drools Flow上实现，任务的查询、处理等⾏为通过Apache Mina异步通信机制完成。
Workflow Patterns for Business Process ModelingLucinéia Heloisa Thom1, Cirano Iochpe1,2, Manfred Reichert31 Federal University of Rio Grande do Sul, Informatics Institute,Av. Bento Gonçalves, 9500,91501-970 Porto Alegre, Brazil2 Data Processing Company of Porto Alegre – PROCEMPAAv. Ipiranga, 1200,90.160-091 Porto Alegre, Brazil3Faculty of Electrical Engineering, Mathematics and Computer Science,University of Twente, 7500 AE, Enschede, The Netherlands{lucineia, ciochpe}@inf.ufrgs.brM.U.Reichert@ewi.utwente.nlAbstract.For its reuse advantages, workflow patterns (e.g., control flowpatterns, data patterns, resource patterns) are increasingly attracting the interestof both researchers and vendors. Frequently, business process or workflowmodels can be assembeled out of a set of recurrent process fragments (orrecurrent business functions), each of them having generic semantics that canbe described as a pattern. To our best knowledge, so far, there has been no(empirical) work evidencing the existence of such recurrent patterns in realworkflow applications. Thus, i n this paper we elaborate the frequency withwhich certain patterns occur in practice. Furthermore, we investigatecompleteness of workflow patterns (based on recurrent functions) with respectto their ability to capture a large variety of business processes.1 IntroductionFor (computerized) business processes there exists a variety of fragments which can be understood as self-contained activity blocks with a well-defined semantics (Thom, 2006). In particular, a certain process fragment (or recurrent business function) may occur several times within one (or different) process definition(s). As an example consider the evaluation process for price adjustment as depicted in Figure 1. This process comprises the following activities: (a) a decision activity (to fix whether the input is a shopping order or not); (b) activity ‘send e-mail to manager informing about price adjustment’; (c) activity ‘evaluate request of price adjustment’; (d) activity ‘notify managers about conclusion of evaluation’; (e) activity ‘notify managers about automatic approval’; and (f) activity ‘prepare request to be sent’. Altogether this process comprises fragments having generic semantics that can be described a s a pattern such as decision (activity a), notification (activities b, d and e), and task execution request (activities c and f). In early work we proposed a set of nine workflow patterns based on respective fragments (see Thom, 2006). In recent workwe dealt with the question how to provide adequate tool support for the modeling of processes that include recurrent business functions (Thom, 2007). In this paper we present examples of recurrent workflow patterns. Taking the results from a case study we show that these patterns do not only exist in real workflow applications, but are also necessary as well as sufficient to model a large variety of workflows. We believe that the use of such patterns can improve the performance of the modeling phase significantly (since it can be based on the reuse of generic activity templates).Figure 1: Evaluation process for price adjustmentSo far, workflow patterns have been suggested for representing different workflow aspects: control flow (Aalst, 2002), resources (Russell, 2004), data (Russell, 2005), interactions (Bradshaw, 2005), and exception handling (Russell, 2006). All these pattern sets have in common that they are very relevant for implementing business process management (BPM) tools. Furthermore, they can be utilized for evaluating existing BPM tools and languages. However, these structural patterns provide only a partial answer to the question what business functions a modeler has to consider repeatedly in various process models.Usually, such process fragments (Flores, 1988), (Medina-Mora, 1992), (Malone, 2004), (Muehlen, 2002), (Bradshaw, 2005) are re-designed for each workflow application. This lack of reusing model fragments and process knowledge has resulted in high costs and error rates regarding the modeling and maintenance of workflow-based applications. While there has been some research on how metadata can be organized to manage large-scale modeling projects (see Thomas and Scheer 2006), to our best knowledge there exists no (empirical) work evidencing the existence of recurrent patterns in real workflow applications. Furthermore, there is no work on which patterns are needed and how good they may support the modeling of whatever business process. Beyond that, contemporary workflow modeling tools do not provide functionalities that enable users to define, query, and reuse such patterns in a proper way. In (Thom, 2007) we have presented a first approach towards the implementation of our patterns based on an Event-driven Process Chains (EPCs) tool (Keller, 1992).The remainder of this paper is structured as follows. In Section 2 we present examples of workflow patterns based on recurrent functions. In Section 3 we summarize results from an extensive case study in order to evidence the existence of such patterns as well as their completeness for workflow modeling. Finally, Section 4 concludes the paper and gives an outlook on future research.2Workflow PatternsIn the context of this paper we use the term workflow pattern to refer to the description of a r ecurrent business function frequently found in business processes (e.g., notification, decision, a pproval). We derived a set of 9 patterns based on an extensive literature study. Some of the patterns can be defined as specializations of other ones. We classi fied the patterns in 3 categories. The classification was based on specific characteristics of the processes (e.g., dependency of either application domain or organizational structure aspects).1.Workflow patterns based on organizational structural aspects: This categoryrefers to those patterns that are related to one or more organizational aspects.Examples include document approval and question-answering.2.Workflow patterns based on a specific application domain. This categoryincludes patterns that are related to a specific application domain. Financial patterns and logistic patterns are examples of this category.3.Workflow patterns based on r ecurrent functions. This category comprisespatterns related to general recurrent business functions, i.e., any kind of workflows may contain patterns of this category independent of the application domain. Examples include the uni- and bi-directional performative pattern, informative pattern, notification pattern, and decision pattern.A block activity is suitable t o represent each pattern according to WfMC (2005). The block activity concept is particularly suited because it allows to encapsulate the well-defined semantics and to represent their atomic characteristics. This means that all a ctivities defined inside a block activity pattern must be completed before the superordinated workflow can continue its execution.Block execution starts with the first activity of the block, which has no incoming transition, and continues with the other sub-activities according to their partial order. Block execution will be completed when an exit activity is reached. After block completion, the execution of the superordinated workflow continues with the activities directly succeeding this block.Since the patterns representation m ay require input/output parameters and the block activity concept does not support parameters (i.e., parameters are defined in the surrounding workflow definition), the transaction perspective of serialization theory was applied to overcome this limitation (Bernstein, 1987). Accordingly, an input parameter is represented as a database read o peration of one-time-only readable information. Similarly, an output parameter is represented in the block as a database write operation of one-time-only writable information.We describe two pattern examples based on UML Activity Diagram (using the UML 2.0 notation, see Figure 2) (see Thom, 2006 for a description of all patterns).(a)(b) (c)(d)(e) (f)(g) (h)(i)Figure 2: UML Activity Diagrams - From right to left (a) InitialNode – a signal indicating a start point in a process; (b) Action – refers to an atomic activity; (c) DecisionNode; (d) ForkNode or AND-Split; (e) JoinNode; (f) ControlFlow (g) ActivityPartition or Swimlane; (h) ActivityFinal; (i) Expansion region meaning that the actions defined inside of that will be repeated in an specific number determined by parameter.2.1 Document Approval PatternA document approval process constitutes a set of agreements whereas each agreement is performed by one organizational role. The approval process is completed when all organizational roles have finished their revisions or one of these roles does not agree with the document content.As illustrated in Figure 3, an organizational role “reviewer” performs a document review either resulting in an approval or disapproval. The document review activity is performed multiple times in parallel or in sequence according to the number of organizational roles specified or until a disapproval occurs. Generally, the number of organizational roles is connected to the level of centralization with respect to decision making. The authority to make decisions in organizations can be less or more centralized. In the first case, individuals at the top of the organizational chart have the highest authority to make decisions. The authority of other individuals is delegated top-down according to their position in the organizational chart. The more centralized the authority is the bigger is the number of org. roles involved following the organizational scalar chain. The latter specifies who is subordinated to whom within an organization (Davis, 1996).Figure 3: Approval pattern2.2 Unidirectional Performative Message PatternA sender uses unidirectional performative messages to reques t the execution of an activity from a receiver. Figure 4 shows the pattern: an activity ex ecution request results in a work item being assigned to a receiver (i.e., a specific workflow participant r esponsible for activity execution). After that, the process may continue execution without waiting for a response. Note that the unidirectional performative message does not require a response.Figure 4: Unidirectional performative message pattern3 Evidencing the Existence of Workflow Patterns Through Pattern MiningWith the goal to search for the existence of the workflow patterns in real applications we mined 190 workflows. These workflows have been modeled with the Oracle Builder tool and have stemmed from 12 different organizations related to different application domains. Note that the mining was based on the analyses of these workflows and not on corresponding instances or logs generated by the execution of them. Table one characterizes the workflows which were subject of the mining.Table 1: Core characteristics of the workflows analyzed during the miningSize of the company Kind of decision-making Examples workflows weanalyzedNumber ofworkflows analyzed1 small Decentralized Management of internalactivities171 large Decentralized TQM and management ofactivities116 large Centralized TQM; control of softwareaccess; documentmanagement1334 large We had no access toinformation about thesecompanies Help Desk, User feedback; document approval29We have obtained the following results fro m these mining activities:a)evidence with high probability that the workflow patterns presented in (Thom, 2006) exist in real workflows; b)evidence that the set of patterns is both necessary and sufficient to model all 190 workflows analyzed; and c) identification of a set of rules that do not only define specific workflowpatterns but also show how they are combined with existent control flow patterns (e.g., sequence, XOR-Split).3.1 Method of Pattern Mining UsedFor each workflow pattern we calculated its support value (S). In the context of this paper, S represents the number of occurrences of each pattern (P ) in a set of 190 workflows. For those processes comprising more than one occurrence of the same pattern just one was considered. The following formula w as considered to calculate the support:S = F (P)T T Where:F(P) = frequency of a specific pattern in the total set of workflowsT T = total number of workflowsInitially, we identified and annotated workflow patterns in all workflows we analyzed. Figure 5 shows an example of this pattern identification procedure.Figure 5: Real process that contain the workflow patternsAfterwards, for all workflow s we counted the number of occurrences of each pattern. The obtained result then was divided by the total number of analyzed processes (i.e. 190 in our case). Accordingly, the (P) for this calculation corresponds to a specific pattern while T T means the set of workflows.Unidirectional performative patternUnidirectional performativepattern Bi-directionalperformativepattern3.2 Frequency of the Workflow Patterns in Real WorkflowsPatterns based on recurrent functions (e.g., unidirectional and bi-directional performative patterns, decision pattern, notification pattern and informative pattern) are not dependent on specific application domains or organizational structure aspects. This fact mainly explains why they were identified with high-probability in practically all workflows analyzed. The same applies to the document approval pattern. This can be explained b y the high degree of centralization on decision-making existing in the organizational units for which we analyzed their workflows. This high centralization implies the use of approval activities (cf. Section 2.1). Besides that, several workflows belong to applications related to approval contexts. By contrast, most of the workflows analyzed do not comprise question-answering activities.As most of the workflows analyzed neither comprise logistic nor financial activities, the corresponding patterns are practically not present. The financial pattern, was identified in activities comprising some internal monetary attribute that is used by the next activity in the process. Indeed, none of the workflows include the logistic pattern. Figure 6 graphically illustrates the frequency of each pattern in the set of workflows analyzed (i.e. the support value).Figure 6: Frequency of workflow patterns in real workflows We also investigated the frequency of selected patterns to specific characteristics of the activities where they were identified. First, we analyzed the purpose of each activity and identified the most related pattern. Afterwards, we annotated and counted the kind of the activity (i.e., automatic or manual). In our last step we identified the subsequently control flow connected to the activity. Table 2 summarizes the results of this investigation. It shows, per example that 97 of the analyzed approval processes (i.e., more than 85% of the total number of processes) can be defined in terms of a composition of a bidirectional performative pattern in a manual activity followed by an Exclusive Choice (XOR-Split) control flow pattern. Based on such information we defined a set of rules that connect selected patterns with specific control flows (see Thom, 2006b).Table 2: Specific characteristics of workflow patternsPurpose of the activity Kind ofactivity Subsequentlycontrol flowS valueUnidirectional Task execution requestwith no mandatoryresponse Manual Sequence Workflows = 142Support(S) = 99%Bi-directional Task execution requestwith mandatoryresponse Manual/automaticXOR-Split Workflows = 123S = 100%Decision Specific selectioninstead of anevaluation or approval Automatic Bi-directional+ XOR-SplitWorkflows =132S = 92%Notification Activity result, useradvice or remember Manual/automaticUnidirectional+ SequenceWorkflows = 102S = 100%Informative Information request(e.g., user filling out aform) Manual Unidirectional+ SequenceWorkflows = 31S =100%Approval Approval activity manual Bi-directional+ XOR-Split Workflows = 97 S = 85%6 ConclusionsThis paper has introduced workflow patterns. Each of them is based on a frequent process activity (e.g., a task execution request, notification activity, approval).The main goal of the presented mining procedure was to measure the frequency with wh ich each workflow pattern occurs within the set of analyzed workflows. This analysis was accomplished in order to verify whether respective workflow fragments may be considered as patterns with high probability for reuse.The main difficulty of this mining effort was the non-availability of tools for automatically identifying the workflow patterns within the set of analyzed workflows. Such a tool could reduce the mining time and the human effort significantly.What really surprised us was the fact that all analyzed workflow s can be defined as a composition of the investigated patterns. That is, the set of workflow patterns is necessary and sufficient to design all 190 real workflows that were subject of the mining effort. In each process, a specific workflow pattern may appear zero or more times combined with other patterns.This fact can be considered as a very important one, which indicates new research directions for future work. For example, to which degree may this pattern set be helpful when being integrated into a workflow design tool? One could think of an intelligent software module which relies on both a workflow patterns repository and the set of patterns combining rules (e.g., approval pattern = [bi-directional performative pattern + manual activity] àXOR-Split). Such rules could be applied in the process of translating legacy software applications (e.g., those ones written in COBOL) into workflow based applications with activities that are written in modern programming languages.ReferencesAalst, W.M.P. van der; Hee, K. van: Workflow Management: models, methods, and systems.London: The MIT Press (2004).Bradshaw, D.; Kennedy, M.; West, C: Oracle BPEL Process Manager. 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