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<title>Workflow</title>

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<span id="openzim-page-title" class="mw-page-title-main"><span class="mw-page-title-main">Workflow</span></span>

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<p><b>Workflow</b> is a generic term for orchestrated and repeatable <a href="Pattern" title="Pattern">patterns</a> of activity, enabled by the <a href="System" title="System">systematic</a> organization of <a href="Resource" title="Resource">resources</a> into <a href="Process" title="Process">processes</a> that transform materials, provide services, or process information.<sup id="cite_ref-ca_1-0" class="reference"><a href="#cite_note-ca-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> It can be depicted as a sequence of operations, the work of a person or group,<sup id="cite_ref-2" class="reference"><a href="#cite_note-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> the work of an organization of staff, or one or more simple or complex mechanisms.

</p><p>From a more abstract or higher-level perspective, workflow may be considered a view or representation of real work.<sup id="cite_ref-3" class="reference"><a href="#cite_note-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> The flow being described may refer to a <a href="Document" title="Document">document</a>, service, or <a href="Product_(business)" title="Product (business)">product</a> that is being transferred from one step to another.

</p><p>Workflows may be viewed as one fundamental building block to be combined with other parts of an organization's structure such as information technology, <a href="Team" title="Team">teams</a>, <a href="Project" title="Project">projects</a> and <a href="Hierarchical_organization" title="Hierarchical organization">hierarchies</a>.<sup id="cite_ref-nocsmart_4-0" class="reference"><a href="#cite_note-nocsmart-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup>

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<div class="mw-heading mw-heading2"><h2 id="Historical_development">Historical development</h2></div>

<p>The development of the concept of a workflow occurred above a series of loosely defined, overlapping eras.

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<div class="mw-heading mw-heading3"><h3 id="Beginnings_in_manufacturing">Beginnings in manufacturing</h3></div>

<p>The modern history of workflows can be traced to <a href="Frederick_Winslow_Taylor" title="Frederick Winslow Taylor">Frederick Taylor</a><sup id="cite_ref-5" class="reference"><a href="#cite_note-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> and <a href="Henry_Gantt" title="Henry Gantt">Henry Gantt</a>, although the term "workflow" was not in use as such during their lifetimes.<sup id="cite_ref-6" class="reference"><a href="#cite_note-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> One of the earliest instances of the term "work flow" was in a railway engineering journal from 1921.<sup id="cite_ref-SaundersBlundstone1921_7-0" class="reference"><a href="#cite_note-SaundersBlundstone1921-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup>

</p><p>Taylor and Gantt launched the study of the deliberate, rational organization of work, primarily in the context of manufacturing. This gave rise to <a href="Time_and_motion_studies" class="mw-redirect" title="Time and motion studies">time and motion studies</a>.<sup id="cite_ref-ChatfieldVangermeersch2014_8-0" class="reference"><a href="#cite_note-ChatfieldVangermeersch2014-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> Related concepts include <a href="Job_shop" title="Job shop">job shops</a> and <a href="Queuing_systems" class="mw-redirect" title="Queuing systems">queuing systems</a> (<a href="Markov_chain" title="Markov chain">Markov chains</a>).<sup id="cite_ref-Pinedo2012_9-0" class="reference"><a href="#cite_note-Pinedo2012-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-10" class="reference"><a href="#cite_note-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup>

</p><p>The 1948 book <i><a href="Cheaper_by_the_Dozen" title="Cheaper by the Dozen">Cheaper by the Dozen</a></i> introduced the emerging concepts to the context of family life.

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<div class="mw-heading mw-heading3"><h3 id="Maturation_and_growth">Maturation and growth</h3></div>

<p>The invention of the <a href="Typewriter" title="Typewriter">typewriter</a> and the <a href="Copier" class="mw-redirect" title="Copier">copier</a> helped spread the study of the rational organization of labor from the manufacturing shop floor to the office. Filing systems and other sophisticated systems for managing physical <a href="Information" title="Information">information</a> flows evolved. Several events likely contributed to the development of formalized information workflows. First, the field of optimization theory matured and developed <a href="Mathematical_optimization" title="Mathematical optimization">mathematical optimization</a> techniques. For example, Soviet mathematician and economist <a href="Leonid_Kantorovich" title="Leonid Kantorovich">Leonid Kantorovich</a> developed the seeds of <a href="Linear_programming" title="Linear programming">linear programming</a> in 1939 through efforts to solve a plywood manufacturer's production optimization issues.<sup id="cite_ref-KatseneliboigenTheSoviet90_11-0" class="reference"><a href="#cite_note-KatseneliboigenTheSoviet90-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-WahidFrontiers02_12-0" class="reference"><a href="#cite_note-WahidFrontiers02-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> Second, <a href="World_War_II" title="World War II">World War II</a> and the <a href="Apollo_program" title="Apollo program">Apollo program</a> drove process improvement forward with their demands for the rational organization of work.<sup id="cite_ref-SmithTheHist09_13-0" class="reference"><a href="#cite_note-SmithTheHist09-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-ShraderHistory06_14-0" class="reference"><a href="#cite_note-ShraderHistory06-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-RobinsJrProgram07_15-0" class="reference"><a href="#cite_note-RobinsJrProgram07-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup>

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<div class="mw-heading mw-heading3"><h3 id="Quality_era">Quality era</h3></div>

<p>In the post-war era, the work of <a href="W._Edwards_Deming" title="W. Edwards Deming">W. Edwards Deming</a> and <a href="Joseph_M._Juran" title="Joseph M. Juran">Joseph M. Juran</a> led to a focus on quality, first in Japanese companies, and more globally from the 1980s: there were various movements ranging from <a href="Total_quality_management" title="Total quality management">total quality management</a> to <a href="Six_Sigma" title="Six Sigma">Six Sigma</a>, and then more qualitative notions of <a href="Business_process_re-engineering" title="Business process re-engineering">business process re-engineering</a>.<sup id="cite_ref-HammerChampy2009_16-0" class="reference"><a href="#cite_note-HammerChampy2009-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> This led to more efforts to improve workflows, in <a href="Knowledge_economy" title="Knowledge economy">knowledge economy</a> sectors as well as in manufacturing. Variable demands on workflows were recognised when the theory of <a href="Critical_path_method" title="Critical path method">critical paths</a> and moving bottlenecks was considered.<sup id="cite_ref-17" class="reference"><a href="#cite_note-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup>

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<div class="mw-heading mw-heading2"><h2 id="Workflow_management">Workflow management</h2></div>

<p>Basu and Kumar note that the term "workflow management" has been used to refer to tasks associated with the flow of information through the <a href="Value_chain" title="Value chain">value chain</a> rather than the flow of material goods: they characterise the definition, analysis and management of information as "workflow management". They note that workflow can be managed within a single organisation, where distinct roles are allocated to individual resources, and also across multiple organisations or distributed locations, where attention needs to be paid to the interactions between activities which are located at the organizational or locational boundaries. The transmission of information from one organization to another is a critical issue in this inter-organizational context and raises the importance of tasks they describe as "validation", "verification" and "data usage analysis".<sup id="cite_ref-18" class="reference"><a href="#cite_note-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup>

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<div class="mw-heading mw-heading2"><h2 id="Workflow_management_systems">Workflow management systems</h2></div>

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</style><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="Workflow_management_system" title="Workflow management system">Workflow management system</a></div>

<p>A <a href="Workflow_management_system" title="Workflow management system">workflow management system</a> (WfMS) is a software system for setting up, performing, and monitoring a defined sequence of processes and tasks, with the broad goals of increasing productivity, reducing costs, becoming more agile, and improving information exchange within an organization.<sup id="cite_ref-ElmagarmidWorkflow12_19-0" class="reference"><a href="#cite_note-ElmagarmidWorkflow12-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> These systems may be process-centric or data-centric, and they may represent the workflow as graphical maps. A workflow management system may also include an extensible interface so that external software applications can be integrated and provide support for wide area workflows that provide faster response times and improved productivity.<sup id="cite_ref-ElmagarmidWorkflow12_19-1" class="reference"><a href="#cite_note-ElmagarmidWorkflow12-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup>

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<div class="mw-heading mw-heading2"><h2 id="Related_concepts">Related concepts</h2></div>

<p>The concept of workflow is closely related to several fields in <a href="Operations_research" title="Operations research">operations research</a> and other areas that study the nature of work, either quantitatively or qualitatively, such as <a href="Artificial_intelligence" title="Artificial intelligence">artificial intelligence</a> (in particular, the sub-discipline of AI planning) and <a href="Ethnography" title="Ethnography">ethnography</a>. The term "workflow" is more commonly used in particular industries, such as in printing or professional domains such as <a href="Clinical_laboratory" class="mw-redirect" title="Clinical laboratory">clinical laboratories</a>, where it may have particular specialized meanings.

</p>

<ol><li><b>Processes</b>: A process is a more general notion than workflow and can apply to, for example, physical or biological processes, whereas a workflow is typically a process or collection of processes described in the context of work, such as all processes occurring in a machine shop.</li>

<li><b>Planning and <a href="Schedule_(project_management)" title="Schedule (project management)">scheduling</a></b>: A plan is a description of the logically necessary, partially ordered set of activities required to accomplish a specific goal given certain starting conditions. A plan, when augmented with a schedule and <a href="Resource_allocation" title="Resource allocation">resource allocation</a> calculations, completely defines a particular <i>instance</i> of systematic processing in pursuit of a goal. A workflow may be viewed as an often optimal or near-optimal realization of the mechanisms required to execute the same plan repeatedly.<sup id="cite_ref-20" class="reference"><a href="#cite_note-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup></li>

<li><b><a href="Flow_control_(data)" title="Flow control (data)">Flow control</a></b>: This is a control concept applied to workflows, to distinguish from static control of buffers of material or orders, to mean a more dynamic control of flow speed and flow volumes in motion and in process. Such orientation to dynamic aspects is the basic foundation to prepare for more advanced job shop controls, such as <a href="Just-in-time_(business)" class="mw-redirect" title="Just-in-time (business)">just-in-time</a> or just-in-sequence.</li>

<li><b>In-transit visibility</b>: This monitoring concept applies to transported material as well as to work in process or work in progress, i.e., workflows.</li></ol>

<div class="mw-heading mw-heading2"><h2 id="Examples">Examples</h2></div>

<p>The following examples illustrate the variety of workflows seen in various contexts:

</p>

<ol><li>In machine shops, particularly <a href="Job_shop" title="Job shop">job shops</a> and flow shops, the flow of a part through the various processing stations is a workflow.</li>

<li>Insurance claims processing is an example of an information-intensive, document-driven workflow.<sup id="cite_ref-HaveyEssential05_21-0" class="reference"><a href="#cite_note-HaveyEssential05-21"><span class="cite-bracket">[</span>21<span class="cite-bracket">]</span></a></sup></li>

<li>Wikipedia editing can be modeled as a stochastic workflow.</li>

<li>The <a href="Getting_Things_Done" title="Getting Things Done">Getting Things Done</a> system is a model of personal workflow management for information workers.</li>

<li>In software development, support and other industries, the concept of <i><a href="Follow-the-sun" title="Follow-the-sun">follow-the-sun</a></i> describes a process of passing unfinished work across time zones.<sup id="cite_ref-22" class="reference"><a href="#cite_note-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup></li>

<li>In traditional offset and digital printing, the concept of workflow represents the process, people, and usually software technology (RIPs raster image processors or DFE digital front end) controllers that play a part in pre/post processing of print-related files, e.g., PDF pre-flight checking to make certain that fonts are embedded or that the imaging output to plate or digital press will be able to render the document intent properly for the image-output capabilities of the press that will print the final image.</li>

<li>In scientific experiments, the overall process (tasks and data flow) can be described as a <a href="Directed_acyclic_graph" title="Directed acyclic graph">directed acyclic graph</a> (DAG). This DAG is referred to as a workflow, e.g., Brain Imaging workflows.<sup id="cite_ref-23" class="reference"><a href="#cite_note-23"><span class="cite-bracket">[</span>23<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-24" class="reference"><a href="#cite_note-24"><span class="cite-bracket">[</span>24<span class="cite-bracket">]</span></a></sup></li>

<li>In healthcare data analysis, a workflow can be identified or used to represent a sequence of steps which compose a complex data analysis.<sup id="cite_ref-25" class="reference"><a href="#cite_note-25"><span class="cite-bracket">[</span>25<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-hf2010_26-0" class="reference"><a href="#cite_note-hf2010-26"><span class="cite-bracket">[</span>26<span class="cite-bracket">]</span></a></sup></li>

<li>In <a href="Service-oriented_architecture" title="Service-oriented architecture">service-oriented architectures</a>, an application can be represented through an executable workflow, where different, possibly geographically distributed, service components interact to provide the corresponding functionality under the control of a workflow management system.<sup id="cite_ref-27" class="reference"><a href="#cite_note-27"><span class="cite-bracket">[</span>27<span class="cite-bracket">]</span></a></sup></li>

<li>In <a href="Shared_services" title="Shared services">shared services</a>, an application can be in the practice of developing robotic process automation (called RPA or RPAAI for self-guided RPA 2.0 based on artificial intelligence) which results in the deployment of attended or unattended software agents to an organization's environment. These software agents, or robots, are deployed to perform pre-defined structured and repetitive sets of business tasks or processes. Artificial intelligence software robots are deployed to handle <a href="Unstructured_data" title="Unstructured data">unstructured data</a> sets and are deployed after performing and deploying robotic process automation.</li></ol>

<div class="mw-heading mw-heading2"><h2 id="Features_and_phenomenology">Features and phenomenology</h2></div>

<ol><li>Modeling: Workflow problems can be modeled and analyzed using <a href="Graph_theory" title="Graph theory">graph</a>-based formalisms like <a href="Petri_net" title="Petri net">Petri nets</a>.</li>

<li>Measurement: Many of the concepts used to measure scheduling systems in <a href="Operations_research" title="Operations research">operations research</a> are useful for measuring general workflows. These include throughput, processing time, and other regular metrics.</li>

<li>Specialized connotations: The term "workflow" has specialized connotations in information technology, <a href="Document_management" class="mw-redirect" title="Document management">document management</a>, and <a href="Document_imaging" title="Document imaging">imaging</a>. Since 1993, one trade consortium specifically focused on workflow management and the interoperability of workflow management systems, the <a href="Workflow_Management_Coalition" title="Workflow Management Coalition">Workflow Management Coalition</a>.<sup id="cite_ref-28" class="reference"><a href="#cite_note-28"><span class="cite-bracket">[</span>28<span class="cite-bracket">]</span></a></sup></li>

<li><a href="Scientific_workflow_system" title="Scientific workflow system">Scientific workflow systems</a>: These found wide acceptance in the fields of <a href="Bioinformatics" title="Bioinformatics">bioinformatics</a> and <a href="Cheminformatics" title="Cheminformatics">cheminformatics</a> in the early 2000s, when they met the need for multiple interconnected tools that handle multiple data formats and large data quantities. Also, the paradigm of scientific workflows resembles the well-established practice of <a href="Perl" title="Perl">Perl</a> programming in life science research organizations, making this adoption a natural step towards more structured infrastructure setup.</li>

<li>Human-machine interaction: Several conceptualizations of mixed-initiative workflows have been studied, particularly in the military, where automated agents play roles just as humans do. For innovative, adaptive, and collaborative human work, the techniques of <a href="Human_interaction_management" class="mw-redirect" title="Human interaction management">human interaction management</a> are required.</li>

<li>Workflow analysis: Workflow systems allow users to develop executable processes with no familiarity with formal programming concepts. Automated workflow analysis techniques can help users analyze the properties of user workflows to conduct verification of certain properties before executing them, e.g., analyzing flow control or data flow. Examples of tools based on formal analysis frameworks have been developed and used for the analysis of scientific workflows and can be extended to the analysis of other types of workflows.<sup id="cite_ref-29" class="reference"><a href="#cite_note-29"><span class="cite-bracket">[</span>29<span class="cite-bracket">]</span></a></sup></li></ol>

<div class="mw-heading mw-heading2"><h2 id="Workflow_improvement_theories">Workflow improvement theories</h2></div>

<p>Several workflow improvement theories have been proposed and implemented in the modern workplace. These include:

</p>

<ol><li><a href="Six_Sigma" title="Six Sigma">Six Sigma</a></li>

<li><a href="Total_Quality_Management" class="mw-redirect" title="Total Quality Management">Total Quality Management</a></li>

<li><a href="Business_Process_Reengineering" class="mw-redirect" title="Business Process Reengineering">Business Process Reengineering</a></li>

<li><a href="Lean_manufacturing" title="Lean manufacturing">Lean</a> systems</li>

<li><a href="Theory_of_Constraints" class="mw-redirect" title="Theory of Constraints">Theory of Constraints</a></li></ol>

<p>Evaluation of resources, both physical and human, is essential to evaluate hand-off points and potential to create smoother transitions between tasks.<sup id="cite_ref-30" class="reference"><a href="#cite_note-30"><span class="cite-bracket">[</span>30<span class="cite-bracket">]</span></a></sup>

</p>

<div class="mw-heading mw-heading2"><h2 id="Components">Components</h2></div>

<p>A workflow can usually be described using formal or informal flow diagramming techniques, showing directed flows between processing steps. Single processing steps or components of a workflow can basically be defined by three parameters:

</p>

<ol><li>input description: the information, material and energy required to complete the step</li>

<li>transformation rules: <a href="Algorithm" title="Algorithm">algorithms</a> which may be carried out by people or machines, or both</li>

<li>output description: the information, material, and energy produced by the step and provided as input to downstream steps</li></ol>

<p>Components can only be plugged together if the output of one previous (set of) component(s) is equal to the mandatory input requirements of the following component(s). Thus, the essential description of a component actually comprises only input and output that are described fully in terms of <a href="Data_type" title="Data type">data types</a> and their meaning (<a href="Semantics" title="Semantics">semantics</a>). The algorithms' or rules' descriptions need only be included when there are several alternative ways to transform one type of input into one type of output – possibly with different accuracy, speed, etc.

</p><p>When the components are non-local services that are invoked remotely via a computer network, such as <a href="Web_service" title="Web service">Web services</a>, additional descriptors (such as <a href="Quality_of_service" title="Quality of service">QoS</a> and <a href="Availability" title="Availability">availability</a>) also must be considered.<sup id="cite_ref-31" class="reference"><a href="#cite_note-31"><span class="cite-bracket">[</span>31<span class="cite-bracket">]</span></a></sup>

</p>

<div class="mw-heading mw-heading2"><h2 id="Applications">Applications</h2></div>

<div role="note" class="hatnote navigation-not-searchable">Main article: <a href="Workflow_application" title="Workflow application">Workflow application</a></div>

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<p>Many software systems exist to support workflows in particular domains. Such systems manage tasks such as automatic routing, partially automated processing, and integration between different functional software applications and hardware systems that contribute to the value-addition process underlying the workflow. There are also software suppliers using the technology <a href="Process_driven_messaging_service" title="Process driven messaging service">process driven messaging service</a> based upon three elements:

</p>

<ul><li>Standard Objects</li>

<li>Workflow Objects</li>

<li>Workflow</li></ul>

<ul><li><a href="Bioinformatics_workflow_management_systems" class="mw-redirect" title="Bioinformatics workflow management systems">Bioinformatics workflow management systems</a></li>

<li><a href="Business_process_automation" title="Business process automation">Business process automation</a></li>

<li><a href="Business_process_management" title="Business process management">Business process management</a></li>

<li><a href="Business_process_modeling" title="Business process modeling">Business process modeling</a></li>

<li><a href="Computer-supported_collaboration" class="mw-redirect" title="Computer-supported collaboration">Computer-supported collaboration</a></li>

<li><a href="Content-oriented_workflow_models" title="Content-oriented workflow models">Content-oriented workflow models</a></li>

<li><a href="DRAKON" title="DRAKON">DRAKON visual language for business process modeling</a></li>

<li><a href="Enterprise_content_management" title="Enterprise content management">Enterprise content management</a></li>

<li><a href="Process_architecture" title="Process architecture">Process architecture</a></li>

<li><a href="Process_mining" title="Process mining">Process mining</a></li>

<li><a href="Workflow_engine" title="Workflow engine">Workflow engine</a></li>

<li><a href="Workforce_modeling" title="Workforce modeling">Workforce modeling</a></li>

<li><a href="Workspace" title="Workspace">Workspace</a></li>

<li><a href="Business_process_reengineering" class="mw-redirect" title="Business process reengineering">Business process reengineering</a></li></ul>

<div class="mw-heading mw-heading2"><h2 id="References">References</h2></div>

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</style><cite class="citation web cs1"><a rel="nofollow" class="external text" href="https://web.archive.org/web/20170131011831/https://www.ftb.ca.gov/aboutFTB/Projects/ITSP/BPM_Glossary.pdf">"Business Process Management Center of Excellence Glossary"</a> <span class="cs1-format">(PDF)</span>. 27 October 2009. Archived from <a rel="nofollow" class="external text" href="https://www.ftb.ca.gov/aboutFTB/Projects/ITSP/BPM_Glossary.pdf">the original</a> <span class="cs1-format">(PDF)</span> on 31 January 2017<span class="reference-accessdate">. Retrieved <span class="nowrap">31 March</span> 2015</span>.</cite></span>

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<li id="cite_note-ShraderHistory06-14"><span class="mw-cite-backlink"><b><a href="#cite_ref-ShraderHistory06_14-0">^</a></b></span> <span class="reference-text"><cite id="CITEREFShrader,_C.R.2009" class="citation book cs1">Shrader, C.R. (2009). <a rel="nofollow" class="external text" href="https://history.army.mil/html/books/operations_research_vol3/CMH_70-110-1.pdf">"Chapter 9: ORSA and the Army, 1942–1995 - An Assessment"</a> <span class="cs1-format">(PDF)</span>. <i>History of Operations Research in the United States Army: Volume III, 1973–1995</i>. Vol. 3. United States Army. pp. <span class="nowrap">277–</span>288<span class="reference-accessdate">. Retrieved <span class="nowrap">20 January</span> 2018</span>.</cite></span>

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<li id="cite_note-RobinsJrProgram07-15"><span class="mw-cite-backlink"><b><a href="#cite_ref-RobinsJrProgram07_15-0">^</a></b></span> <span class="reference-text"><cite id="CITEREFRobins_Jr.,_C.H.2007" class="citation journal cs1">Robins Jr., C.H. (2007). <a rel="nofollow" class="external text" href="https://web.archive.org/web/20170124224957/https://appel.nasa.gov/wp-content/uploads/sites/2/2013/05/NASA_APPEL_ASK_26po_program.pdf">"Program and Project Management Improvement Initiatives"</a> <span class="cs1-format">(PDF)</span>. <i>ASK Magazine</i>. <b>26</b>: <span class="nowrap">50–</span>54. Archived from <a rel="nofollow" class="external text" href="https://appel.nasa.gov/wp-content/uploads/sites/2/2013/05/NASA_APPEL_ASK_26po_program.pdf">the original</a> <span class="cs1-format">(PDF)</span> on 2017-01-24.</cite></span>

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<li id="cite_note-HammerChampy2009-16"><span class="mw-cite-backlink"><b><a href="#cite_ref-HammerChampy2009_16-0">^</a></b></span> <span class="reference-text"><cite id="CITEREFMichael_HammerJames_Champy2009" class="citation book cs1">Michael Hammer; James Champy (13 October 2009). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=mjvGTXgFl6cC"><i>Reengineering the Corporation: Manifesto for Business Revolution, A</i></a>. HarperCollins. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>978-0-06-180864-7</bdi>.</cite></span>

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<li id="cite_note-17"><span class="mw-cite-backlink"><b><a href="#cite_ref-17">^</a></b></span> <span class="reference-text">Goldratt, Eliyahu M.<a rel="nofollow" class="external text" href="https://www.toc-goldratt.com/content/My-Saga-to-Improve-Production">"My saga to improve production." MANAGEMENT TODAY-LONDON- (1996).</a></span>

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<li id="cite_note-18"><span class="mw-cite-backlink"><b><a href="#cite_ref-18">^</a></b></span> <span class="reference-text">Basu, A. and Kumar, A., <a rel="nofollow" class="external text" href="https://www.jstor.org/stable/23015820">Research Commentary: Workflow Management Issues in e-Business</a>, <i>Information Systems Research</i>, volume 13, no. 1, March 2002, pp. 1-14, accessed 1 December 2022</span>

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<li id="cite_note-ElmagarmidWorkflow12-19"><span class="mw-cite-backlink">^ <a href="#cite_ref-ElmagarmidWorkflow12_19-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-ElmagarmidWorkflow12_19-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text"><cite id="CITEREFElmagarmidDu2012" class="citation book cs1">Elmagarmid, A.; Du, W. (2012). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=FgSrCAAAQBAJ&pg=PA1">"Chapter 1: Workflow Management: State of the Art Versus State of the Products"</a>. In Doğaç, A.; Kalinichenko, L.; Özsu, T.; Sheth, A. (eds.). <i>Workflow Management Systems and Interoperability</i>. Springer Science & Business Media. pp. <span class="nowrap">1–</span>17. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>9783642589089</bdi><span class="reference-accessdate">. Retrieved <span class="nowrap">18 January</span> 2018</span>.</cite></span>

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<li id="cite_note-20"><span class="mw-cite-backlink"><b><a href="#cite_ref-20">^</a></b></span> <span class="reference-text"><cite id="CITEREFArtem_M._Chirkin,_Sergey_V._Kovalchuk2014" class="citation journal cs1">Artem M. Chirkin, Sergey V. Kovalchuk (2014). <a rel="nofollow" class="external text" href="https://doi.org/10.1016%2Fj.ieri.2014.09.080">"Towards Better Workflow Execution Time Estimation"</a>. <i>IERI Procedia</i>. <b>10</b>: <span class="nowrap">216–</span>223. <a href="Bibcode_(identifier)" class="mw-redirect" title="Bibcode (identifier)">Bibcode</a>:<a rel="nofollow" class="external text" href="https://ui.adsabs.harvard.edu/abs/2014IERIP..10..216C">2014IERIP..10..216C</a>. <a href="Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<span class="id-lock-free" title="Freely accessible"><a rel="nofollow" class="external text" href="https://doi.org/10.1016%2Fj.ieri.2014.09.080">10.1016/j.ieri.2014.09.080</a></span>.</cite></span>

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<li id="cite_note-HaveyEssential05-21"><span class="mw-cite-backlink"><b><a href="#cite_ref-HaveyEssential05_21-0">^</a></b></span> <span class="reference-text"><cite id="CITEREFHavey,_M.2005" class="citation book cs1">Havey, M. (2005). <a rel="nofollow" class="external text" href="https://books.google.com/books?id=KtabAgAAQBAJ&pg=PA255">"Chapter 10: Example: Human Workflow in Insurance Claims Processing"</a>. <i>Essential Business Process Modeling</i>. O'Reilly Media, Inc. pp. <span class="nowrap">255–</span>284. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>9780596008437</bdi><span class="reference-accessdate">. Retrieved <span class="nowrap">18 January</span> 2018</span>.</cite></span>

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<li id="cite_note-22"><span class="mw-cite-backlink"><b><a href="#cite_ref-22">^</a></b></span> <span class="reference-text"><a rel="nofollow" class="external text" href="http://ftp.hp.com/pub/services/hardware/info/hw_globalsupportctr_59829873EN.pdf">Follow-the-sun process</a></span>

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<li id="cite_note-23"><span class="mw-cite-backlink"><b><a href="#cite_ref-23">^</a></b></span> <span class="reference-text">Brain Image Registration Analysis Workflow for fMRI Studies on Global Grids, <a rel="nofollow" class="external text" href="http://www2.computer.org/portal/web/csdl/doi/10.1109/AINA.2009.13">Computer.org</a></span>

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<li id="cite_note-24"><span class="mw-cite-backlink"><b><a href="#cite_ref-24">^</a></b></span> <span class="reference-text">A grid workflow environment for brain imaging analysis on distributed systems, <a rel="nofollow" class="external text" href="http://doi.wiley.com/10.1002/cpe.1461">Wiley.com</a></span>

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<li id="cite_note-25"><span class="mw-cite-backlink"><b><a href="#cite_ref-25">^</a></b></span> <span class="reference-text"><cite id="CITEREFBjørnerSchrøder2019" class="citation journal cs1">Bjørner, Thomas; Schrøder, Morten (23 August 2019). <a rel="nofollow" class="external text" href="https://doi.org/10.4081%2Fqrmh.2019.7795">"Advantages and challenges of using mobile ethnography in a hospital case study: WhatsApp as a method to identify perceptions and practices"</a>. <i>Qualitative Research in Medicine and Healthcare</i>. <b>3</b> (2). <a href="Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<span class="id-lock-free" title="Freely accessible"><a rel="nofollow" class="external text" href="https://doi.org/10.4081%2Fqrmh.2019.7795">10.4081/qrmh.2019.7795</a></span>.</cite></span>

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<li id="cite_note-hf2010-26"><span class="mw-cite-backlink"><b><a href="#cite_ref-hf2010_26-0">^</a></b></span> <span class="reference-text"><cite id="CITEREFHuserRasmussenObergStarren2011" class="citation journal cs1">Huser, V.; Rasmussen, L. V.; Oberg, R.; Starren, J. B. (2011). <a rel="nofollow" class="external text" href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3079703">"Implementation of workflow engine technology to deliver basic clinical decision support functionality"</a>. <i>BMC Medical Research Methodology</i>. <b>11</b>: 43. <a href="Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<span class="id-lock-free" title="Freely accessible"><a rel="nofollow" class="external text" href="https://doi.org/10.1186%2F1471-2288-11-43">10.1186/1471-2288-11-43</a></span>. <a href="PMC_(identifier)" class="mw-redirect" title="PMC (identifier)">PMC</a> <span class="id-lock-free" title="Freely accessible"><a rel="nofollow" class="external text" href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3079703">3079703</a></span>. <a href="PMID_(identifier)" class="mw-redirect" title="PMID (identifier)">PMID</a> <a rel="nofollow" class="external text" href="https://pubmed.ncbi.nlm.nih.gov/21477364">21477364</a>.</cite></span>

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<li id="cite_note-27"><span class="mw-cite-backlink"><b><a href="#cite_ref-27">^</a></b></span> <span class="reference-text">Service-Oriented Architecture and Business Process Choreography in an Order Management Scenario: Rationale, Concepts, Lessons Learned, <a rel="nofollow" class="external text" href="http://doi.acm.org/10.1145/1094855.1094965">ACM.org</a></span>

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<li id="cite_note-28"><span class="mw-cite-backlink"><b><a href="#cite_ref-28">^</a></b></span> <span class="reference-text"><cite class="citation web cs1"><a rel="nofollow" class="external text" href="http://www.wfmc.org/index.php/about-us">"Introduction to the Workflow Management Coalition"</a>. Workflow Management Coalition<span class="reference-accessdate">. Retrieved <span class="nowrap">18 January</span> 2018</span>.</cite></span>

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<li id="cite_note-29"><span class="mw-cite-backlink"><b><a href="#cite_ref-29">^</a></b></span> <span class="reference-text"><cite id="CITEREFCurcinGhanemGuo2010" class="citation journal cs1">Curcin, V.; Ghanem, M.; Guo, Y. (2010). <a rel="nofollow" class="external text" href="https://kclpure.kcl.ac.uk/portal/files/60972131/4193.full.pdf">"The design and implementation of a workflow analysis tool"</a> <span class="cs1-format">(PDF)</span>. <i>Philosophical Transactions of the Royal Society A: Mathematical, Physical and Engineering Sciences</i>. <b>368</b> (1926): <span class="nowrap">4193–</span>208. <a href="Bibcode_(identifier)" class="mw-redirect" title="Bibcode (identifier)">Bibcode</a>:<a rel="nofollow" class="external text" href="https://ui.adsabs.harvard.edu/abs/2010RSPTA.368.4193C">2010RSPTA.368.4193C</a>. <a href="Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1098%2Frsta.2010.0157">10.1098/rsta.2010.0157</a>. <a href="PMID_(identifier)" class="mw-redirect" title="PMID (identifier)">PMID</a> <a rel="nofollow" class="external text" href="https://pubmed.ncbi.nlm.nih.gov/20679131">20679131</a>. <a href="S2CID_(identifier)" class="mw-redirect" title="S2CID (identifier)">S2CID</a> <a rel="nofollow" class="external text" href="https://api.semanticscholar.org/CorpusID:7997426">7997426</a>.</cite></span>

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<li id="cite_note-30"><span class="mw-cite-backlink"><b><a href="#cite_ref-30">^</a></b></span> <span class="reference-text"><cite id="CITEREFAlvord2013" class="citation book cs1">Alvord, Brice (2013). <i>Creating A Performance Based Culture In Your Workplace</i>. Lulu.com. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>978-1105576072</bdi>.</cite></span>

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<li id="cite_note-31"><span class="mw-cite-backlink"><b><a href="#cite_ref-31">^</a></b></span> <span class="reference-text"><cite id="CITEREFD._Kyriazis2008" class="citation journal cs1">D. Kyriazis; et al. (June 2008). "An innovative workflow mapping mechanism for Grids in the frame of Quality of Service". <i>Future Generation Computer Systems</i>. <b>24</b> (6): <span class="nowrap">498–</span>511. <a href="Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1016%2Fj.future.2007.07.009">10.1016/j.future.2007.07.009</a>.</cite></span>

</li>

</ol></div>

<div class="mw-heading mw-heading2"><h2 id="Further_reading">Further reading</h2></div>

<ul><li>Ryan K. L. Ko, Stephen S. G. Lee, Eng Wah Lee (2009) Business Process Management (BPM) Standards: A Survey. In: Business Process Management Journal, Emerald Group Publishing Limited. Volume 15 Issue 5. <a href="ISSN_(identifier)" class="mw-redirect" title="ISSN (identifier)">ISSN</a> <a rel="nofollow" class="external text" href="https://search.worldcat.org/issn/1463-7154">1463-7154</a>. <a rel="nofollow" class="external text" href="https://wayback.archive-it.org/all/20120917072604/http://ryanko.files.wordpress.com/2008/03/bpm-journal-koleelee-bpms-survey.pdf">PDF</a></li>

<li>Khalid Belhajjame, Christine Collet, Genoveva Vargas-Solar: <a rel="nofollow" class="external text" href="https://ieeexplore.ieee.org/xpls/abs_all.jsp?arnumber=996468">A Flexible Workflow Model for Process-Oriented Applications</a>. WISE (1) 2001, IEEE CS, 2001.</li>

<li>Layna Fischer (ed.): 2007 BPM and Workflow Handbook, Future Strategies Inc., <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>978-0-9777527-1-3</bdi></li>

<li>Layna Fischer: <i>Workflow Handbook 2005</i>, Future Strategies, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-9703509-8-8</bdi></li>

<li>Layna Fischer: <i>Excellence in Practice, Volume V: Innovation and Excellence in Workflow and Business Process Management</i>, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-9703509-5-3</bdi></li>

<li>Thomas L. Friedman: <i>The World Is Flat: A Brief History of the Twenty-first Century</i>, Farrar, Straus and Giroux, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-374-29288-4</bdi></li>

<li>Keith Harrison-Broninski. <i>Human Interactions: The Heart and Soul of Business Process Management</i>. <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-929652-44-4</bdi></li>

<li>Holly Yu: <i>Content and Work Flow Management for Library Websites: Case Studies</i>, Information Science Publishing, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>1-59140-534-3</bdi></li>

<li><a href="Wil_van_der_Aalst" title="Wil van der Aalst">Wil van der Aalst</a>, Kees van Hee: <i>Workflow Management: Models, Methods, and Systems</i>, B&T, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-262-72046-9</bdi></li>

<li>Setrag Khoshafian, Marek Buckiewicz: <i>Introduction to Groupware, Workflow and Workgroup Computing</i>, John Wiley & Sons, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-471-02946-7</bdi></li>

<li>Rashid N. Kahn: <i>Understanding Workflow Automation: A Guide to Enhancing Customer Loyalty</i>, Prentice Hall, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-13-061918-3</bdi></li>

<li>Dan C. Marinescu: <i>Internet-Based Workflow Management: Towards a Semantic Web</i>, John Wiley & Sons, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-471-43962-2</bdi></li>

<li>Frank Leymann, Dieter Roller: <i>Production Workflow: Concepts and Techniques</i>, Prentice Hall, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-13-021753-0</bdi></li>

<li>Michael Jackson, Graham Twaddle: <i>Business Process Implementation: Building Workflow Systems</i>, Addison-Wesley, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-201-17768-4</bdi></li>

<li>Alec Sharp, Patrick McDermott: <i>Workflow Modeling</i>, Artech House Publishers, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>1-58053-021-4</bdi></li>

<li>Toni Hupp: <i>Designing Work Groups, Jobs, and Work Flow</i>, Pfeiffer & Company, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-7879-0063-X</bdi></li>

<li>Gary Poyssick, Steve Hannaford: <i>Workflow Reengineering</i>, Adobe, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>1-56830-265-7</bdi></li>

<li>Dave Chaffey: <i>Groupware, Workflow and Intranets: Reengineering the Enterprise with Collaborative Software</i>, Digital Press, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>1-55558-184-6</bdi></li>

<li>Wolfgang Gruber: <i>Modeling and Transformation of Workflows With Temporal Constraints</i>, IOS Press, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>1-58603-416-2</bdi></li>

<li>Andrzej Cichocki, Marek Rusinkiewicz, Darrell Woelk: <i>Workflow and Process Automation Concepts and Technology</i>, Kluwer Academic Publishers, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-7923-8099-1</bdi></li>

<li>Alan R. Simon, William Marion: <i>Workgroup Computing: Workflow, Groupware, and Messaging</i>, McGraw-Hill, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-07-057628-9</bdi></li>

<li>Penny Ann Dolin: <i>Exploring Digital Workflow</i>, Delmar Thomson Learning, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>1-4018-9654-5</bdi></li>

<li>Gary Poyssick: <i>Managing Digital Workflow</i>, Prentice Hall, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-13-010911-8</bdi></li>

<li>Frank J. Romano: <i>PDF Printing & Workflow</i>, Prentice Hall, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-13-020837-X</bdi></li>

<li>James G. Kobielus: <i>Workflow Strategies</i>, Hungry Minds, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-7645-3012-7</bdi></li>

<li>Alan Rickayzen, Jocelyn Dart, Carsten Brennecke: <i>Practical Workflow for SAP</i>, Galileo, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>1-59229-006-X</bdi></li>

<li>Alan Pelz-Sharpe, Angela Ashenden: <i>E-process: Workflow for the E-business</i>, Ovum, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>1-902566-65-3</bdi></li>

<li>Stanislaw Wrycza: <i>Systems Development Methods for Databases, Enterprise Modeling, and Workflow Management</i>, Kluwer Academic/Plenum Publishers, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-306-46299-0</bdi></li>

<li><i>Database Support for Workflow Management</i>, Kluwer Academic Publishers, <a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0-7923-8414-8</bdi></li>

<li>Matthew Searle: <i>Developing With Oracle Workflow</i></li>

<li>V. Curcin and M. Ghanem, <a rel="nofollow" class="external text" href="https://ieeexplore.ieee.org/document/4786077/;jsessionid=65C2B5B739B06718B5B1A25CD54AAE5B?arnumber=4786077">Scientific workflow systems - can one size fit all?</a> paper in CIBEC'08 comparing scientific workflow systems.</li></ul>

<div class="mw-heading mw-heading2"><h2 id="External_links">External links</h2></div>

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<div class="side-box-text plainlist">Look up <i><b><a href="https://en.wiktionary.org/wiki/Special:Search/workflow" class="extiw external" title="wiktionary:Special:Search/workflow">workflow</a></b></i> in Wiktionary, the free dictionary.</div></div>

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<ul><li><a rel="nofollow" class="external text" href="http://www.workflowpatterns.com/">Workflow Patterns</a></li>

<li><a rel="nofollow" class="external text" href="http://www.wfmc.org/">Workflow Management Coalition</a></li></ul>

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