To manage the size and complexity of business process models, the use of subprocesses
is widely advocated. In this paper, we provide a review of work with respect
to the modularization of business process models, which points at a lack of solid evidence
for its bene??ts and the absence of clear criteria for identifying subprocesses.
In response to this, we conducted an empirical investigation to test the e??ectiveness
of using subprocesses in real-life process models. Our results suggest that modularization
may foster the understanding of a complex business process model by its
\information hiding" quality. Furthermore, we explored di??erent categories of criteria
that can be used to automatically derive process fragments that seem suitable
to capture as subprocesses. From this exploration, approaches that consider the
connectedness of subprocesses seem most attractive to pursue. This conclusion can
be used to develop tool support for the modularization of business process models.
|Place of Publication||Eindhoven|
|Number of pages||32|
|Publication status||Published - 2010|