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1、IEEETRANSACTIONSONSYSTEMS,MAN,ANDCYBERNETICSPARTC:APPLICATIONSANDREVIEWS,VOL.38,NO.6,NOVEMBER2008745ABusinessProcessIntelligenceSystemforEnterpriseProcessPerformanceManagementWenAnTan,WeimingShen,SeniorMember,IEEE,LidaXu,SeniorMember,IEEE,BoshengZhou,andLingLiAbstractBusines
2、sprocessmanagementsystemstraditionallyprocessperformancemanagementhasbeenarecentresearchfocusedonsupportingthemodelingandautomationofbusinessfocusinthedevelopmentofflexibleEISs.processes,withtheobjectiveofenablingfastandcost-effectiveMostorganizationstodayarerequirednotonlyto
3、operateprocessexecution.Asmoreandmoreprocessesbecomeautomated,effectivebusinessprocessesbutalsotoallowforchangingcustomersbecomeincreasinglyinterestedinmanagingprocessex-ecution.Thispaperpresentsasetofconceptsandamethodologybusinessconditionsatanincreasingrate.Today,nearlyev
4、erytowardbusinessprocessintelligence(BPI)usingdynamicprocessbusinessreliesontheirEISsforbusinessintegrationandfu-performanceevaluation,includingmeasurementmodelsbasedonturegenerationsofEISwillbeincreasinglydrivenbybusinessactivity-basedmanagement(ABM)andadynamicenterprisepro
5、-processmodels.Consequently,businessprocessmodelingandcessperformanceevaluationmethodology.Theproposedmeasure-improvementisbecomingaseriouschallenge.Therehavebeenmentmodelssupporttheanalysisofsixprocessflowswithinamanufacturingenterpriseincludingactivityflow,informationflow,sig
6、nificantresearcheffortsaimingatimprovingbusinessprocessresourceflow,costflow,cashflow,andprofitflow,whicharecrucialperformancesuchasplandocheckact(PDCA)[1],InitiatingforenterprisemanagerstocontroltheprocessexecutionqualityDiagnosingEstablishingActingLearning(IDEAL)[2],Qualityandde
7、tectproblemsandareasforimprovements.TheproposedImprovementParadigm(QIP)[3],andtheCapabilityMatu-processperformanceevaluationmethodologyusestime,quality,rityModel(CMM)[4].Astotheresearchofevaluationmea-service,cost,speed,efficiency,andimportanceassevenevaluationcriteria.Aproto
8、typesystemsupportingdynamicenterprisepro-surementapproachesforprocessperfor
