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Over the past few years, a number of viewpoints have influenced the design of notations for business processes. They emphasize the different elements (tasks, business entities, and roles) that compose business process models; for this reason, they are referred to as activity-centric, data-centric, and role-centric viewpoints. The activity-centric viewpoint focuses on the orchestration of operational activities, which encompass human tasks and automatic ones. On the contrary, the data-centric viewpoint stresses the identification of the key business entities and their lifecycles consisting of states and transitions. In the role-centric viewpoint, a process model is made up of several “role” models; each role model provides a restricted view of the process limited to the behavior of the role under consideration. This chapter illustrates how the above-mentioned viewpoints can be extracted from a global model, with the help of an example concerning the submission of papers to conferences.

Experiencing stress during training is a way to prepare professionals for real-life crises. With the help of feedback tools, professionals can train to recognize and overcome negative effects of stress on task performances. This paper reports two studies that empirically examined the effect of such a feedback system. The system, based on the COgnitive Performance and Error (COPE) model, provides its users with physiological, predicted performance and predicted error-chance feedback. The first experiment focussed on creating stressful scenarios and establishing the parameters for the predictive models for the feedback system. Participants (n=9) performed fire-extinguishing tasks on a virtual ship. By altering time pressure, information uncertainty and consequences of performance, stress was induced. COPE variables were measured and models were established that predicted performance and the chances on specific errors. In the second experiment a new group of participants (n=29) carried out the same tasks while receiving eight different combinations of the three feedback types in a counterbalanced order. Performance scores improved when feedback was provided during the task. The number of errors made did not decrease. The usability score for the system with physiological feedback was significantly higher than a system without physiological feedback, unless combined with error feedback. This paper shows effects of feedback on performances and usability. To improve the effectiveness of the feedback system it is suggested to provide more in-depth tutorial sessions. Design changes are recommended that would make the feedback system more effective in improving performances. © 2016 The Authors. Published by Elsevier Ltd.

The recent standard CMMN presents an approach to deal with situations, referred to as cases, that call for more flexibility than that offered by traditional control-flow based approaches. The information (documents and data) needed by a case is collected in a hierarchical structure called case file. The advancement of a case is based on the execution of the tasks shown in the case process model; the determination of the tasks to be carried out takes place through human decisions or events (e.g., those related to changes in the case file). However, the standard does not explain how the actual assignments of tasks to the participants in the case are generated. This paper tries to fill the gap by presenting a more detailed treatment of assignments, and by proposing an extension to the CMMN notation. This extension enables the features of assignments to be inferred from the case process model; moreover, it allows for the representation of the dataflow between tasks. There are two major benefits: one is to show the types of the inputs of the assignments, and the other is the possibility of determining the assignees of tasks as a function of the input entities. The notation is illustrated with the help of an example that concerns the handling of the papers submitted to a conference.

In contrast with the traditional view that represents business processes as flow charts of tasks, the artifact-centric one stresses the importance of the data flow, as the main responsible for the activation of the tasks. This viewpoint leads to reconsider the interactions between the process and its tasks as well as the execution mode of the tasks. The greatest benefits concern human tasks; they should no longer be considered only as services implemented by people but they may enable their performers to make choices. Two kinds of human choices are considered in this paper: the choice of the inputs to be acted on, and the choice of the course of action to be taken. The execution mode of human tasks is also examined and three categories are illustrated: performer-driven tasks, process-driven tasks and macro tasks. These categories come with a number of patterns, which are exemplified in this paper.

Current notations for business processes are mainly technological tools and lack strong links with the ontological items, i.e., the tasks and the business entities that information systems consist of. In particular, the information flow is missing from process models and human decisions are not adequately represented. In order to overcome those drawbacks, this paper proposes a notation, called TOMP (Task-Oriented Modeling of business Processes), which considers tasks and decisions as first-class constructs in process models and provides the explicit representation of the information flow in connection with an information model. It also illustrates the structure of to-do lists, which are the major interface between the participants and their tasks.

Since business processes may address complex behavioral requirements resulting from the integration of several items, i.e. tasks, business entities (also called artifacts), control flow rules and data flow rules, they need notations able to accommodate several viewpoints. This chapter proposes a notation, ARTS, aimed at integrating the traditional activity-oriented viewpoint and the artifact-oriented one. The major benefits are the unification of the control flow and the data flow and a clear representation of the choices to be carried out by the participants. The basic features are illustrated with the help of three versions of a simplified hiring process. This chapter also deals with the structure of work lists, which are the major interface between the participants and their tasks. The organization of the work lists leverages the artifacts to emphasize human choices; for this reason, the traditional linear structure is replaced with a network one, which shows the artifacts along with their states, correlations and valid options.