Editing Business process modeling (section)

==== Master data (artifacts) ====
The term ''[[master data]]'' is neither defined by [[The Open Group]] ([[The Open Group Architecture Framework]], TOGAF) or [[John Zachman|John A. Zachman]] (Zachman Framework) nor any of the five relevant German-speaking schools of business informatics: 1) [[August-Wilhelm Scheer|August W. Scheer]], 2) [[Hubert Österle]], 3) Otto K. Ferstl and Elmar J. Sinz, 4) Hermann Gehring and 5) Andreas Gadatsch and is commonly used in the absence of a suitable term in the literature. It is based on the general term for [[data]] that represents basic information about operationally relevant objects and refers to basic information that is not primary information of the business process.

For August W. Scheer in ARIS, this would be the basic information of the organization view, data view, function view and performance view.<ref name="SCHEER">August-W. Scheer: ''ARIS: Von der Vision zur praktischen Geschäftsprozesssteuerung'' in August-W. Scheer and Wolfram Jost (Hrsg.): ''ARIS in der Praxis: Gestaltung, Implementierung und Optimierung von Geschäftsprozessen'', Springer, Berlin/Heidelberg/New York 2002, ISBN 3-540-43029-6</ref> <sup>(Chapter 1 The vision: A common language for IT and management) ← automatic translation from German</sup>

For Andreas Gadatsch in GPM ('''G'''anzheitliche '''P'''rozess'''m'''odellierung (German), means holistic process modelling), this would be the basic information of the organizational structure view, activity structure view, data structure view, and application structure view.<ref name="GADATSCH"/> <sup>(Chapter 3.2 GPM – Holistic process modelling) ← automatic translation from German</sup>

For Otto K. Ferstl and Elmar J. Sinz in SOM ('''S'''emantic '''O'''bjekt'''m'''odell), this would be the basic information of the levels Business plan and Resourcen.

Master data can be, for example:
* The [[Organizational structure|business unit]] in whose area of responsibility a process takes place
* The business object whose information is required to execute the process
* The [[product (business)|product]] that is produced by the process
* The [[policy]] to be observed when executing the process
* The [[risk]] that occurs in a process
* The measure that is carried out to increase the process capability
* The [[Control (management)|control]] that is performed to ensure the governance of the process
* The IT-system that supports the execution of the business process
* The milestone that divides processes into process phases
* etc.

By adding master data to the business process modeling, the same business process model can be used for different ''application'' and a [[return on investment]] for the business process modeling can be achieved more quickly with the resulting synergy.

Depending on how much value is given to master data in business process modeling, it is still possible to embed the master data in the process model without negatively affecting the readability of the model or the master data should be outsourced to a separate view, e.g. [[Function Allocation Diagram]]s.

If master data is systematically added to the business process model, this is referred to as an ''artifact-centric business process'' model.

;Artifact-centric business process

The [[artifact-centric business process model]] has emerged as a holistic approach for modeling business processes, as it provides a highly flexible solution to capture operational specifications of business processes. It particularly focuses on describing the data of business processes, known as "artifacts", by characterizing business-relevant data objects, their life-cycles, and related services. The artifact-centric process modelling approach fosters the automation of the business operations and supports the flexibility of the workflow enactment and evolution.<ref>{{cite journal|last1=Yongchareon|first1=Sira|title=A View Framework for Modelling and Change Validation of Artifact-Centric Inter-Organizational Business Processes|journal=Information Systems|year=2015|volume=47|pages=51–81|doi=10.1016/j.is.2014.07.004}}</ref>