http://dl.gi.de/handle/20.500.12116/23603 2026-07-21T13:21:32Z http://dl.gi.de/handle/20.500.12116/23623 Towards simulation-supported enterprise architecture management Buckl, Sabine; Matthes, Florian; Renz, Wolfgang; Schweda, Christian M.; Sudeikat, Jan Loos, Peter; Nüttgens, Markus; Turowski, Klaus; Werth, Dirk Enterprise architecture management is based on a holistic view on the enterprise addressing business and IT aspects in an integrated manner. EA management is a process to manage the complexity of the overall architecture and to improve the alignment of business and IT. In order to achieve these goals, it is necessary but not sufficient to manage the static complexity that arises from dependencies between the elements of the EA, like goals, organizational units, business processes, business applications, and IT infrastructure elements. Performance, stability, and scalability can only be analyzed, modeled, and controlled, if static EA models are enriched by appropriate abstractions to capture the dynamic complexity of the EA understood as a socio-technical system of interacting (sub-)systems. This article identifies possible techniques to address dynamic complexity in EA. The potential benefits of system simulations are discussed and the derivation of apropriate simulation models is exemplified. A key observation is the fact that EA management is a iterative evolution process, where each iteration only changes a small fraction of the EA. It is therefore possible to automatically derive model parameters required for the simulation of the future architectures from an analysis of the dynamics of the current architecture. 2008-01-01T00:00:00Z http://dl.gi.de/handle/20.500.12116/23621 Business process compliance checking: Current state and future challenges Kharbili, Marwane el; Medeiros, Ana Karla Alves de; Stein, Sebastian; Aalst, Wil M. P. van der Loos, Peter; Nüttgens, Markus; Turowski, Klaus; Werth, Dirk Regulatory compliance sets new requirements for business process management (BPM). Companies seek to enhance their corporate governance processes and are required to put in place measures for ensuring compliance to regulations. In this sense, this position paper (i) reviews the current work in the context of BPM systems and (ii) suggests future directions to improve the current status. During the literature review, techniques are classified as supporting forward or backward compliance. The latter is a post-execution compliance (i.e. based on execution histories of systems) and the former takes place at designor run-time. In a nutshell, this position paper claims that four main aspects need to be incorporated by current compliance checking techniques: (i) an integrated approach able to cover the full BPM life-cycle, (ii) the support for compliance checks beyond control-flow-related aspects, (iii) intuitive graphical notations for business analysts, and (iv) embedding semantic technologies during the definition, deployment and executions of compliance checks. 2008-01-01T00:00:00Z http://dl.gi.de/handle/20.500.12116/23618 On the choice between graph-based and block-structured business process modeling languages Kopp, Oliver; Martin, Daniel; Wutke, Daniel; Leymann, Frank Loos, Peter; Nüttgens, Markus; Turowski, Klaus; Werth, Dirk The most prominent business process notations in use today are BPMN, EPC and BPEL. While all those languages show similarities on the conceptual level and share similar constructs, the semantics of these constructs and even the intended use of the language itself are often quite different. As a result, users are uncertain when to use which language or construct in a particular language, especially when they have used another business process notation before. In this paper, we discuss the core characteristics of graph-based and block-structured modeling languages and compare them with respect to their join and loop semantics. 2008-01-01T00:00:00Z http://dl.gi.de/handle/20.500.12116/23617 Model-based competency-oriented business process analysis Leyking, Katrina; Angeli, Ralf Loos, Peter; Nüttgens, Markus; Turowski, Klaus; Werth, Dirk Traditionally, business process analysis is primarily concerned with the identification of structural weaknesses, inefficient capacity utilization or IT deficiencies. Despite this well-founded knowledge about process performance, and despite the increasingly recognized relevance of human capital for business performance, business process analysis efforts rarely touch human resources - except for downsizing or layoffs. The objective of this paper is to extend traditional business process modelling and business process simulation by competency requirements and their impact on process performance. By doing so, business process performance can be improved through the integration of competency requirements into process design. The approach addresses the need to derive competency requirements from business processes in order to facilitate the alignment of employee competency profiles with business roles (staffing) as well as the effective closure of business-relevant competency gap through tailored learning processes (business-driven personnel development). 2008-01-01T00:00:00Z