http://dl.gi.de/handle/20.500.12116/22142 2026-07-23T19:14:29Z http://dl.gi.de/handle/20.500.12116/22328 Five Inspiring Course (Re-)Designs Strecker, Stefan; Baumöl, Ulrike; Karagiannis, Dimitris; Koschmider, Agnes; Snoeck, Monique; Zarnekow, Rüdiger 2019-01-01T00:00:00Z http://dl.gi.de/handle/20.500.12116/22330 Visual ppinot: A Graphical Notation for Process Performance Indicators del-Río-Ortega, Adela; Resinas, Manuel; Durán, Amador; Bernárdez, Beatriz; Ruiz-Cortés, Antonio; Toro, Miguel Process performance indicators (PPIs) allow the quantitative evaluation of business processes, providing essential information for decision making. It is common practice today that business processes and PPIs are usually modelled separately using graphical notations for the former and natural language for the latter. This approach makes PPI definitions simple to read and write, but it hinders maintenance consistency between business processes and PPIs. It also requires their manual translation into lower-level implementation languages for their operationalisation, which is a time-consuming, error-prone task because of the ambiguities inherent to natural language definitions. In this article, Visual ppinot, a graphical notation for defining PPIs together with business process models, is presented. Its underlying formal metamodel allows the automated processing of PPIs. Furthermore, it improves current state-of-the-art proposals in terms of expressiveness and in terms of providing an explicit visualisation of the link between PPIs and business processes, which avoids inconsistencies and promotes their co-evolution. The reference implementation, developed as a complete tool suite, has allowed its validation in a multiple-case study, in which five dimensions of Visual ppinot were studied: expressiveness, precision, automation, understandability, and traceability. 2019-01-01T00:00:00Z http://dl.gi.de/handle/20.500.12116/22331 How to Succeed with Cloud Services? Trenz, Manuel; Huntgeburth, Jan; Veit, Daniel How can cloud providers be successful? Severe competition and low up-front commitments create enormous challenges for providers of consumer cloud services when attempting to develop a sustainable market position. Emergent trends like consumerization lead to high growth rates and extend the reach of these services far into the enterprise sphere. Using a freemium model, many providers focus on establishing a large customer base quickly but fail to generate revenue streams in the long run. Others charge consumers early but do not reach their growth targets. Based on a representative sample of 596 actual cloud service users, the study examines how consumer cloud services can become self-sustainable on the basis of the user base and revenue streams they generate. The authors identify two mechanisms that influence the success of consumer cloud services, dedication- and constraint-based mechanisms, and show how they drive different elements of success. They find that satisfaction impacts the success of cloud services in terms of user generation and continuance, while switching barriers need to be in place to generate revenues. The results indicate that focusing on a single success element can be misleading and insufficient to understand the success of cloud services. The key findings are used to derive recommendations for three generic strategies that cloud providers can apply to become successful in their competitive market environment. 2019-01-01T00:00:00Z http://dl.gi.de/handle/20.500.12116/22329 Value-Based Process Model Design Hotie, Felicia; Gordijn, Jaap Networked service value constellations, consisting of enterprises and customers working together to jointly provide a commercial service, can be analyzed from different modeling perspectives. Two such perspectives are (1) the value perspective and (2) the process perspective. Value models, describing the value perspective, indicate which economically valuable service outcomes are exchanged between the involved actors. However, a value model only shows what of economic value is exchanged, but not how this should be accomplished. Therefore, to understand a service well, an additional process model has to be designed, which shows the actual tasks to be performed by these actors as well as the time order of these tasks. A key problem is then how to construct such a process model, given an earlier designed value model. As the process model should put the value model into operation, there exists a clear relationship between both models. Previous work investigated this problem to a certain extent, but a well integrated and easy to use method is currently lacking. This paper proposes a step-wise method to design a process model for networked value constellations, given an earlier developed value model. The aim of this method is to support practitioners during the design of a process model; as a result, the proposed way of working should be tractable, well teachable, and easy to use, thereby following the same philosophy as with the $$e^{3}$$e3value methodology, which is used to model the value perspective of networked value constellations. In addition to the step-wise method itself, the value of this paper lies also in the use of the method to explore services related to intellectual property rights (IPR) clearing. 2019-01-01T00:00:00Z