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Astract: The development of inter-organizational systems requires a well defined development process. UN/CEFACT's Modeling Methodology (UMM) provides such a development process. We served as the editing team of the UMM 1.0 foundation module, which is defined as a UML profile. First experiences of applying UMM in real world projects have disclosed some limitations. Accordingly, we propose integrating new concepts into a new version 2.0 of UMM. In this paper, we show the adapted UMM development process, which is demonstrated by means of a waste management example.

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Astract: Today, most approaches for inter-organizational business processes start bottom-up from the interfaces and the workflows of each partner described on the IT layer. Alternatively, one may start from the commitments and agreements between business partners to reach their complementary business goals. The latter approach is target of the UN/CEFACT Modeling Methodology (UMM), which models a global choreography. In a model driven approach the UMM artifacts must be further elaborated toward an IT solution for each participating business partner. For this purpose we have developed a UML profile to model a local choreography or an orchestration that respects the agreements made in the global choreography. In order to execute the local choreography / orchestration in the local IT, the processes must be machine-readable. For this purpose we demonstrate a transformation to the business process execution language (WS-BPEL).

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Astract: In this paper, we report our experiences on teaching the Unifi ed Modeling Language in the large. More precisely, about 1000 computer science and business informatics students attend our course Object-Oriented Modeling each year. Requiring a profound understanding of the UML, many advanced courses like Software Engineering or Model Engineering build on the knowledge imparted by our course. In order to achieve our ambitious teaching targets, we establish personal mentoring despite the mass enhanced with e-learning facilities.

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Astract: Workflow technology promises an increase in efficiency in the execution of business processes. The technology is widely accepted, but often the high costs exceed the promised benefits. This is due to the fact that companies do not carefully select the business processes for automation by workflow management systems (WFMS). They also implement processes that have an unappropriate structures for automation and/or that are economically irrelevant. This paper presents an evaluation framework that enables a selection of appropriate business processes. Currently there does not exist any suitable evaluation framework. The framework considers criteria for technical feasibility, economic potential and organizational aspects. The scoring model based on these criteria follows a multi factor analysis and leads to a process-automation portfolio enabling the selection of appropriate business processes. The framework has been successfully used in the IT company of an banking corporation.

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