• IE interfaces
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• v.25 no.1
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• pp.79-86
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• 2012

Traditional business process management systems provide verification tools of process models to deploy and automate the models. However, there are not so many studies on how to maintain systematically collaborative process models such as supply chain processes when companies are willing to change and update the collaborative process models. In this paper, we analyze change patterns of collaborative processes and declare 19 change patterns. In addition, we apply the change patterns to the process interoperability patterns in order to identify the change problems in case of independent process changes of collaborative processes. As a result, we devise an independency checking algorithm of process changes in collaborative processes.

• Journal of the Korean Society of Systems Engineering
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• v.15 no.2
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• pp.108-115
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• 2019

The activities of managing and controlling the configuration of a system component over its life cycle are critical tasks in developing a high safety system as well as general system development. These configuration management activities should be defined through the management plan at the beginning of the life cycle, and should be performed continuously and systematically until the end of the project after the system or product development is completed. In this study, the configuration management process applied in the development of high safety railway signaling system was introduced and an efficient application proposals of it was proposed. In particular, configuration management through the establishment of a configuration management system based on computer tools is one of the important activities of maintaining the configuration integrity of the system or product.

• Journal of the Korean Society of Systems Engineering
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• v.10 no.2
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• pp.1-13
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• 2014

Put Abstract text here. Recently, the Korea industry need systems engineering technology more than yesterday. The systems engineering management function is needed to use the systems engineering engine process effectively. The systems engineering management function is overlapped a lot with project management function and has vague interface. The project management and systems engineering are two independent disciplines. So there are few references which address the scope and relationships clearly between systems engineering management and project management. This paper suggest the scope and relationships between systems engineering management and project management and revise the PMP and SEMP structure of Blanchard and Fabrycky. Followings are the key concept of this paper presenting. The project management(PM) composed of technical management and non-technical management. The technical management scope is same with systems engineering management. The non-technical management scope is composed of parts of enterprise support processes.

• 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 Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.1150-1156
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• 2003

This paper suggests process knowledge management (PKM) which aims at lossless integration of business process management (BPM) and knowledge management (KM). To implement PKM, this paper suggests the concept of process knowledge and explores how to use them to extend the functionalities of knowledge management systems and process management systems by considering the lifecycle requirements of both knowledge and business processes. The framework and extended functionalities can provide a new corporate paradigm that combines the advantages of BPM and KM. Further, important corporate knowledge about business processes can be defined and managed in a single framework.

• Industrial Engineering and Management Systems
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• v.6 no.1
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• pp.28-39
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• 2007

The issue of customer-centric enterprise focusing on realizing customer needs has recently received considerable attention in the corporate world. However, little research has yet been reported on developing Information Systems (IS) supporting the customer-centric enterprises. This research proposes an integrated approach of IS development that supports organizations aiming to become customer-centric enterprises using various customer profiles. In this paper, we propose an integrated approach unifying goal modeling, business process modeling, and information systems modeling. The approach is expected to be seamlessly linked with the object-oriented systems development approach. Finally, we apply this approach to the real case of a securities company in Japan.

• Journal of the Korea Society of Computer and Information
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• v.23 no.11
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• pp.103-109
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• 2018

This paper presents an idea and framework to automate a full cycle business process management and re-engineering by integrating traditional business process management systems, process mining, data mining, machine learning, and simulation. We build our framework on the cloud-based platform such that various data sources can be incorporated. We design our systems to be extensible so that not only beneficial for practitioners of BPM, but also for researchers. Our framework can be used as a test bed for researchers without the complication of system integration. The automation of redesigning phase and selecting a baseline process model for deployment are the two main contributions of this study. In the redesigning phase, we deal with both the analysis of the existing process model and what-if analysis on how to improve the process at the same time, Additionally, improving a business process can be applied in a case by case basis that needs a lot of trial and error and huge data. In selecting the baseline process model, we need to compare many probable routes of business execution and calculate the most efficient one in respect to production cost and execution time. We also discuss the challenges and limitation of the framework, including the systems adoptability, technical difficulties and human factors.

• The Journal of Society for e-Business Studies
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• v.2 no.1
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• pp.21-37
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• 1997

As the complexity in design and manufacturing activities of distributed virtual enterprises rapidly increases, the issue of process management becomes more critical to shorten the time-to-market, reduce the manufacturing cost and improve the product quality. This paper proposes a unified framework to manage design and manufacturing processes in a distributed environment. We present a methodology which utilizes process flow graphs to depict the hierarchical structure of workflows and process grammars to represent various design processes and design tools. To implement the proposed concept, we develop a process management system which mainly consists of a cockpit and manager programs, and we finally address a preliminary implementation procedure based on the Object Modeling Technique. Since the proposed framework can be a formal approach to the process management by providing formalism, parallelism, reusability, and flexibility, it can be effectively applied to further application domains of distributed virtual enterprises.

• Information Systems Review
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• v.2 no.1
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• pp.13-23
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• 2000

• International conference on construction engineering and project management
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• 2009.05a
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• pp.380-387
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• 2009

In the past, many state Departments of Transportation (DOTs) in the U.S. managed their highway assets on a "worst first" basis and planned their highway projects in a tactical rather than strategic fashion. Due to increasingly tight highway budgets and recognition of long term benefits of asset management systems, the Federal Highway Administration (FHWA) has strongly pushed and encouraged state DOTs to implement asset management for managing their highway assets and highway projects. Currently, many DOTs have actively implemented and are in the process of applying this asset management concept for their highway infrastructure. However, different DOTs are developing different asset management systems because of their different organizational structures, data management structures, relationship with the legislature, and investment priorities. This study first identifies asset management indicators which are essential to successfully implementing asset management systems for State highway assets. The research team conducted a survey of asset management experts and reviewed the practices and policies of leading DOTs in asset management. Based on these indicators, this study develops an Asset Management Assessment Model (AM²) for different asset management systems. This model can be used by different DOTs to evaluate their current asset management systems and identify their strong areas and also their weak areas to improve in order to fully benefit from the advanced concept of asset management.