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Introductions are usually % of the length of an a typical essay. Readers gain their first impressions of a paper from this section, so an effective introduction is.

Yan, R. Dijkman, P.


Dijkman, and M. Dijkman, and J. Similarity Search of Business Process Models. Bulletin of the Technical Committee on Data Engineering 32 3 , pp. Dumas, and L.

Aligning Business Process Models. Diagnosing Differences between Business Process Models.

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Measuring Similarity between Business Process Models. Models Understandability H. Leopold, J. Mendling, H.

Requirements elicitation with business process modeling

Reijers, M. Mendling, R. Maesaku, H. Reijers, N. Reijers and J. La Rosa, P. Wohed, J. Mendling, A. Reijers and W. Wohed, H. Reijers, J. Mendling, W. Mendling, J. Recker, and H. Reijers, and J. Information Systems , 35 4 , , Reijers, and W. Information and Software Technology , 52 2 , , Recker, and S. Leidner and J. AIS Electronic Library, Schrepfer, J.

Wolf, J. Mendling, and H. Persson and J. Springer Verlag, Berlin, J. Melcher, J. Reijers, and D. On Measuring the Understandability of Process Models. Rinderle-Ma, S. Sadiq, and F. Springer Verlag, Berlin, Reijers, R.

Mans, and R. Data and Knowledge Engineering , 68 2 , , Mendling, and R. Modularity in Process Models: Review and Effects.

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Reichert and M. Mendling and H.

Improving the understandability of artifact-centric workflows using BPMN with extensions

Hesse and A. Koellen-Verlag, Vanderfeesten, H. Reijers, and Jorge Cardoso. What Makes Process Models Understandable? Alonso, P. Dadam and M. Cardoso, J. Mendling, G. Neumann, and H. A Discourse on Complexity of Process Models. Eder and S. Performance Mining B. Hompes, A. Dumas, J. Buijs, W. Andrews, S. Suriadi, M.

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Wynn, A. Pika, H. Nguyen, M. BPM is typically performed by business analysts, who provide expertise in the modeling discipline; by subject matter experts, who have specialized knowledge of the processes being modelled; or more commonly by a team comprising both. Alternatively, the process model can be derived directly from events' logs using process mining tools.

The business objective is often to increase process speed or reduce cycle time; to increase quality; or to reduce costs, such as labour, materials, scrap, or capital costs. In practice, a management decision to invest in business process modeling is often motivated by the need to document requirements for an information technology project. Change management programs are typically involved to put any improved business processes into practice. With advances in software design, the vision of BPM models becoming fully executable and capable of simulations and round-trip engineering is coming closer to reality.

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  3. Comparison of process mining techniques application to flexible and unstructured processes;
  4. Business Process Variability.
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