[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-242534-105":53,"doc-detail-242534-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","bpflextemplate-business-process-template-generation-method","BPFlexTemplate - Business Process | PDF","","Large organizations with multiple units generate process variants because of differing local policies, resources, and socio-technical constraints, making it hard to redesign, implement, and adjust processes without a single unified model. The paper proposes an approach to reduce variant proliferation while enabling flexible business process adjustment. Validation uses case studies collecting six real-world variants from two units of the same healthcare organization, followed by a generalized template model algorithm and implementation in the BPFlexTemplate tool.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/bpflextemplate-business-process-template-generation-method/242534/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/bpflextemplate-business-process-template-generation-method/242534.png","ImageObject",442,249,{"name":88,"@type":89},"Aurora","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-31","2026-09-12",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",9,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"Why do process variants proliferate in large organizations?","Question",{"text":109,"@type":110},"They emerge from differences in local management policies, available resources, and socio-technical limitations across organizational units.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"What is the main goal of the proposed approach?",{"text":114,"@type":110},"Reduce the number of process variants while still supporting flexible business processes that can be adjusted when needed.",{"name":116,"@type":107,"acceptedAnswer":117},"How was the approach validated?",{"text":118,"@type":110},"Through case studies collecting six real-world variants from two units within the same healthcare organization, then deriving a template model and testing it using those variants.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},242534,1791722448,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":8,"category_name":11,"doc_title":131,"doc_description":132,"doc_content":133,"file_id":134,"file_url":135,"file_type":136,"file_size":137,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":138,"language":139,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":140,"faqs":141,"seo_title":59,"seo_description":61,"update_tm":142,"read_time":143},4810365810221,"https://ap-avatar.wpscdn.com/davatar_155a257f0dc6eb9ab79c44ca47cae57d","BPFlexTemplate - Business Process","\u003Cp>Large organizations with multiple units generate process variants because of differing local policies, resources, and socio-technical constraints, making it hard to redesign, implement, and adjust processes without a single unified model. The paper proposes an approach to reduce variant proliferation while enabling flexible business process adjustment. Validation uses case studies collecting six real-world variants from two units of the same healthcare organization, followed by a generalized template model algorithm and implementation in the BPFlexTemplate tool.\u003C/p>","\u003Cp>BPFlexTemplate: A Business Process template generation tool based on similarity and flexibility  \u003C/p>\u003Cp>Latifa Ilahi  \u003C/p>\u003Cp>ISITCom Hammam Sousse, University of Sousse/RIADI Laboratory ENSI , University of Manouba Tunisia  \u003C/p>\u003Cp>[www.shortbio.org/latifa.ilahi@ipleiria.pt](www.shortbio.org/latifa.ilahi@ipleiria.pt)  \u003C/p>\u003Cp>Sonia Ayachi Ghannouchi  \u003C/p>\u003Cp>ISG Sousse, University of Sousse/RIADI Laboratory ENSI, University of Manouba  \u003C/p>\u003Cp>Abdelaziz El Bahi Street, Sousse 4000 Tunisia [www.shortbio.org/sonia.ayachi@isgs.rnu.tn](www.shortbio.org/sonia.ayachi@isgs.rnu.tn)  \u003C/p>\u003Cp>Ricardo Martinho  \u003C/p>\u003Cp>Center for Health Technology and Services Research (CINTESIS) / Polytechnic Institute of Leiria, Portugal School of Technology and Management, Polytechnic Institute of Leiria, Morro do Lena – Alto do Vieiro,  \u003C/p>\u003Cp>Apartado 4163, 2411-901 Leiria  \u003C/p>\u003Cp>Portugal [www.shortbio.org/ricardo.martinho@ipleiria.pt](www.shortbio.org/ricardo.martinho@ipleiria.pt)  \u003C/p>\u003Cp>Abstract:  \u003C/p>\u003Cp>In large organizations with multiple organizational units, process variants emerge due to many aspects, including local management policies, resources or socio-technical limitations. Organizations then struggle to improve a business process which has no longer a single process model to redesign, implement and adjust. In this paper, we propose an approach to tackle these two challenges: decrease the proliferation of process variants in these organizations, and foresee, at the same time, the need of having flexible business processes that allow for a certain degree of adjustment. To validate our approach, we first conducted case studies where we collected six real-world business process variants from two organizational units of the same healthcare organization. We then proposed an algorithm to derive a template process model from all the variants, which includes common and flexible process elements. We implemented our approach in a software tool called BPFlexTemplate, and tested it with the elicited variants.  \u003C/p>\u003Cp>Keywords:  \u003C/p>\u003Cp>BPM; Process variants; Template model; Generalisation; Healthcare processes; Similarity metrics.  \u003C/p>\u003Cp>DOI: 10.12821/ijispm050304  \u003C/p>\u003Cp>Manuscript received: 5 June 2017  \u003C/p>\u003Cp>Manuscript accepted: 14 September 2017  \u003C/p>\u003Cp>Copyright © 2017 , SciKA . General permission to republish in print or electronic forms, but not for profit , all or part of this material is granted, provided that the International Journal of Information Systems and Project Management copyright notice is given and that reference made to the publication, to its date of issue, and to the fact that reprinting privileges were granted by permission of SciKA - Association for Promotion and Dissemination of Scientific Knowledge.  \u003C/p>\u003Cp>1. Introduction  \u003C/p>\u003Cp>Business processes can be generally described as a set of logically related tasks, behaviors, resources and data that organizations develop over time to produce specific business results [1] . Process models are then designed and evolved to conduct business processes execution, and to have a more or less uniform record of all its executions (instances or process cases) . These executions should, in turn, reflect what really happens/is happening in organizations. This way, management is enhanced since metrics and process key performance indicators can be derived from similar recorded cases of a certain process model. Processes can then be improved by redesigning their models to tackle less optimized parts, considering the analysis performed to their recorded cases.  \u003C/p>\u003Cp>Nevertheless, large organizations often have several organizational units that are managed distinctly, but are also supposed to follow the same process models for similar, cross-organizational business processes and process improvement. Examples of these processes include student enrolment within distinct faculties of the same university, ora medical appointment scheduling across several public hospitals of the same National Health System. Although organizations usually impose uniformity in modeling and executing these processes to offer the same service\u003C/p>","cbCaiiTIDhjjzJLT","https://ap.wps.com/l/cbCaiiTIDhjjzJLT","pdf",1237164,23,"English","# Introduction\n## Problem: proliferation of process variants\n## Proposed approach: template model with flexibility","[{\"question\":\"Why do process variants proliferate in large organizations?\",\"answer\":\"They emerge from differences in local management policies, available resources, and socio-technical limitations across organizational units.\"},{\"question\":\"What is the main goal of the proposed approach?\",\"answer\":\"Reduce the number of process variants while still supporting flexible business processes that can be adjusted when needed.\"},{\"question\":\"How was the approach validated?\",\"answer\":\"Through case studies collecting six real-world variants from two units within the same healthcare organization, then deriving a template model and testing it using those variants.\"}]",1789285818,8]