Suchergebnisse

Subject. Тhe article outlines the evolution of business process management – from designing single business processes to a fledged management discipline and a nowadays understanding of business process management as an integrated set of organizational capabilities. The emphasis is on the analysis of the best practices for implementing projects of business process improvement. Purpose is to analyze modern theoretical and applied aspects of business process management, the reasons for the failure and success of projects to improve business processes, define the optimal organization, structure and method of work for project teams to business process improvement.Method. Literature review, analysis of applied research and case studies.Result. Defines the conditions for organizing project work to improve business processes, the necessary qualifications of project team members, the general structure of project participants (project team, support team (pilot group), milestone committee, subproject teams) have been determined. The content of the stages of work to business processes improvement has been clarified.Conclusion. The potential of business process management and initiatives to improve business proces ses can be realized if they are embedded in the most important components of an organization's management, such as strategy, structure, organizational culture, information and communication technologies, and personnel management. Equally important is the constant development of competencies, not only in the analysis and modeling of business processes, but also in project management and organizational change.

This book presents a framework through transformation and explains how business goals can be translated into realistic plans that are tangible and yield real results in terms of the top line and the bottom line. Process Transformation is like a tangram puzzle, which has multiple solutions yet is essentially composed of seven?tans? that hold it together. Based on practical experience and intensive research into existing material,?Process Tangram? is a simple yet powerful framework that proposes Process Transformation as a program. The seven?tans? are: the transformation program itself, triggers, goals, tools and techniques, culture, communication and success factors. With its segregation into tans and division into core elements, this framework makes it possible to use?pick and choose? to quickly and easily map an organization?s specific requirements. Change management and process modeling are covered in detail. In addition, the book approaches managed services as a model of service delivery, which it explores as a case of process transformation. This book will appeal to anyone engaged in business process transformation, be it business process management professionals, change managers, sponsors, program managers or line managers. The book starts with the basics, making it suitable even for students who want to make a career in business process management.

PurposeResearch in the evaluation of business processes (BPs) seems to have missed those of BP modeling techniques. Past studies on evaluations have focused in most cases on a single objective or goal of a BP using quantitative performance measures or qualitative surveys. In this paper, an approach that combines all relevant single purpose measures (relevant to the goals of the BP) into one overall measure is proposed. The overall measure will reflect all stakeholders' perspective and preference ratings on the attributes/criterion of the BP in question. The conceptual model is supported by the analytic hierarchy process (AHP) methodology.Design/methodology/approachA discussion of factors that might be the root cause of difficulties in defining an appropriate evaluation is given along with a review of major measures used. The synthetic combination of single purpose measures basically follows the AHP, with major stake‐holders represented in defining the relative priority/ranking matrix between criteria of the BP goal.FindingsThe AHP could produce a set of more logical weights for the multiple criteria that are usually associated with a BP goal. These weights are then applied to each single purpose measure in order to come up with the final process score. This process score should represent a fairer rating viewed collectively by all concerned parties of the company. The procedure is practical and easy to apply.Research limitations/implicationsThe paper has not been implemented in real world applications; therefore a future work direction is to conduct an actual application and evaluate the feedback from actual implementations.Practical implicationsThe procedure utilizes different key criteria measures and stakeholders' preferences to come up with a composite measure. Final measurement outcome obtained in this manner is expected to be more acceptable to all stakeholders.Originality/valueThe paper proposes a new approach to creating a measure of BP based on all relevant single measures derived from the BP goal. The score from the new process measure has a more balanced meaning and therefore may be more valuable than by just relying on a single criterion measure.

PurposeThe purpose of this paper is to analyze the current state of the art and trends with regard to business process measurement by means of a systematic review of literature.Design/methodology/approachThe results are obtained through a systematic review carried out according to existing relevant guidelines. Additionally, a specific methodology through which to systematically obtain all the most important journals is followed. In total, 19 relevant articles are selected and later analyzed. A subsequent critical analysis of the data obtained is applied to identify the gaps in the current literature.FindingsA considerable effort has been made by researchers in the field of business process measurement, particularly in recent years. Many of the defined measures for business processes have been applied to models (approximately 77 per cent). Most of the initiatives concerning business measurement have been adapted from the software engineering field. A small percentage of the existing business process measures has been empirically validated.Originality/valueThe results presented contribute towards providing an updated overview of the current state of research into business process measurement, in order to identify existing research gaps and concerns on which ongoing and future research efforts on this topic can be focused.

PurposeBusiness process management (BPM) has attracted much focus throughout the years, yet there have been calls questioning the future of BPM. The purpose of this paper is to explore the current state of the field through a dynamic literature review and identify the main challenges for its future development.Design/methodology/approachA dynamic co-citation network analysis identifies the "evolution" of knowledge of BPM and the most influential works. The results present the developed BPM subthemes in the form of clusters.FindingsThe focus within the field has shifted from facilitating wide-ranging business performance improvements to creating introverted optimizations within a particular BPM subgroup. The BPM field has thus experienced strong fragmentation throughout the years and has accrued into self-fueling subareas of BPM research such as business process modeling and workflow management. Those subareas often neglect related disciplines in other management, process modeling and organizational improvement fields.Research limitations/implicationsThe study is limited by the initial keyword choice of the authors. The subsequent co-citation analysis ameliorates the subjectivity since it produces a data set and contributions based on references.Originality/valueA new combination of historical development and the state-of-the-art of the BPM field, by employing a co-citation and cluster analysis. This dynamic literature review presents the current state of the theoretical core and attempts to identify the crossroads that BPM has reached. The study can be replicated in the future to track the changes in the field.

PurposeThis paper introduces the problematic of the SBP modeling. Our objective is to provide a conceptual analysis related to the concept of SBP. This facilitates, on the one hand, easier understanding by business analysts and end-users, and one the other hand, the integration of the new specific concepts relating to the SBP/BPM-KM domains into the BPMN meta-model (OMG, 2013).Design/methodology/approachWe propose a rigorous characterization of SBP (Sensitive Business Processes) (which distinguishes it from classic, structured and conventional BPs). Secondly, we propose a multidimensional classification of SBP modeling aspects and requirements to develop expressive, comprehensive and rigorous models. Besides, we present an in-depth study of the different modeling approaches and languages, in order to analyze their expressiveness and their abil-ity to perfectly and explicitly represent the new specific requirements of SBP modeling. In this study, we choose the better one positioned nowadays, BPMN 2.0, as the best suited standard for SBP representation. Finally, we propose a semantically rich conceptualization of a SBP organized in core ontology.FindingsWe defined a rigorous conceptual specification for this type of BP, organized in a multi-perspective formal ontology, the Core Ontology of Sensitive Business Processes (COSBP). This reference ontology will be used to define a generic BP meta-model (BPM4KI) further specifying SBPs. The objective is to obtain an enriched consensus modeling covering all generic concepts, semantic relationships and properties needed for the exploitation of SBPs, known as core modeling.Originality/valueThis paper introduces the problem of conceptual analysis of SBPs for (crucial) knowledge identification and management. These processes are highly complex and knowledge-intensive. The originality of this contribution lies in the multi-dimensional approach we have adopted for SBP modeling as well as the definition of a Core Ontology of Sensitive Business Processes (COSBP) which is very useful to extend the BPMN notation for knowledge management.

Purpose
– Business process has become the core assets of many organizations and it becomes increasing common for most medium to large organizations to have collections of hundreds or even thousands of business process models. The purpose of this paper is to explore an alternative dimension to process mining in which the objective is to extract process constraints (or business rules) as opposed to business process models. It also focusses on an alternative data set – process models as opposed to process instances (i.e. event logs).


Design/methodology/approach
– The authors present a new method of knowledge discovery to find business activity sequential patterns embedded in process model repositories. The extracted sequential patterns are considered as business rules.


Findings
– The authors find significant knowledge hidden in business processes model repositories. The hidden knowledge is considered as business rules. The business rules extracted from process models are significant and valid sequential correlations among business activities belonging to a particular organization. Such business rules represent business constraints that have been encoded in business process models. Experimental results have indicated the effectiveness and accuracy of the approach in extracting business rules from repositories of business process models.


Social implications
– This research will assist organizations to extract business rules from their existing business process models. The discovered business rules are very important for any organization, where rules can be used to help organizations better achieve goals, remove obstacles to market growth, reduce costly mistakes, improve communication, comply with legal requirements, and increase customer loyalty.


Originality/value
– There has very been little work in mining business process models as opposed to an increasing number of very large collections of business process models. This work has filled this gap with the focus on extracting business rules.

Integration of processes and supporting IT tools is a key factor for successful Facility Management. After a review of the present situation of Facility Management the author describes an "integrated" process model for the conception, planning and construction processes of facilities, providing integration into the whole life cycle. The target costing method is presented as a means to grant proper conception, planning and construction in accordance with the needs of the investor, the user and the operator. To be able to provide figures for the target costing methodology, a concept for efficient IT process support during the utilisation phase is developed. This includes two levels: the operative level and the controlling level based on the data of the operative processes. The concept is based on standard reference models of the key FM processes of the utilisation phase and on an analysis of the existing functionality of the relevant IT tools. A concept for the integration of existing IT tools is presented, that provides the necessary interaction and data exchange to support the newly introduced parts of the workflow. Based on this integration unified objects are defined, combining the distributed information of the FM business objects. This results in a joint FM database structure. The support of the operative processes and the joint data structure enable standardised calculation of benchmarks for controlling purposes. Finally, these benchmarks are the basis for a statistical method that allows the calculation of the utilisation costs in the conception phase

PurposeThe purpose of this paper is to demonstrate that process verification has matured to a level where it can be used in practice. This paper reports on new verification techniques that can be used to assess the correctness of real‐life models.Design/methodology/approachThe proposed approach relies on using formal methods to determine the correctness of business processes with cancellation and OR‐joins. The paper also demonstrates how reduction rules can be used to improve the efficiency. These techniques are presented in the context of the workflow language yet another workflow language (YAWL) that provides direct support for 20 most frequently used patterns found today (including cancellation and OR‐joins). But the results also apply to other languages with these features (e.g. BPMN, EPCs, UML activity diagrams, etc.). An editor has been developed that provides diagnostic information based on the techniques presented in this paper.FindingsThe paper proposes four properties for business processes with cancellation and OR‐joins, namely: soundness, weak soundness, irreducible cancellation regions and immutable OR‐joins and develop new techniques to verify these properties. Reduction rules have been used as a means of improving the efficiency of the algorithm. The paper demonstrates the feasibility of this verification approach using a realistic and complex business process, the visa application process for general skilled migration to Australia, modelled as a YAWL workflow with cancellation regions and OR‐joins.Originality/valueBusiness processes sometimes require complex execution interdependencies to properly complete a process. For instance, it is possible that certain activities need to be cancelled mid‐way though the process. Some parallel activities may require complex "wait and see" style synchronisation depending on a given context. These types of business processes can be found in various domains, such as application integration, B2B commerce, web service composition and workflow systems. Even though cancellation and sophisticated join structures are present in many business processes, existing verification techniques are unable to deal with such processes. Hence, this paper plays an important role in making process verification a reality.

PurposeThe purpose of this paper is to propose how to minimize the risks of implementing business process reengineering (BPR) by measuring readiness. For this purpose, the paper proposes an assessment approach for readiness in BPR efforts based on the critical success and failure factors.Design/methodology/approachA relevant literature review, which investigates success and failure indicators in BPR efforts is carried out and a new categorized list of indicators are proposed. This is a base for conducting a survey to measure the BPR readiness, which has been run in two companies and compared based on a diamond model.FindingsIn this research, readiness indicators are determined based on critical success and failure factors. The readiness indicators include six categories. The first five categories, egalitarian leadership, collaborative working environment, top management commitment, supportive management, and use of information technology are positive indicators. The sixth category, resistance to change has a negative role. This paper reports survey results indicating BPR readiness in two Iranian companies. After comparing the position of the two cases, the paper offers several guidelines for amplifying the success points and decreasing failure points and hence, increasing the rate of success.Originality/valueHigh‐failure rate of BPR has been introduced as a main barrier in reengineering processes. In addition, it makes a fear, which in turn can be a failure factor. This paper tries to fill the gap in the literature on decreasing risk in BPR projects by introducing a BPR readiness assessment approach. In addition, the proposed questionnaire is generic and can be utilized in a facilitated manner.

Purpose– Even today still many business process change (BPC) initiatives fail and cause high overruns for organizations undergoing BPC initiatives. It is therefore important that BPC practitioners and researchers understand the risks inherent in BPC projects, and that they adapt their risk management processes to account for and mitigate these risks. Thus, the purpose of this paper is to investigate which emergent risks matter in BPC project.Design/methodology/approach– The authors adopted case survey methodology and investigated data from 130 case studies to show the nature and magnitude of relationships between organizational support risks, volatility risks, and BPC project and process performance.Findings– The results show that organizational support risks influence both the overall BPC project performance and process performance. Whereas, volatility risks influence project performance but appear to have no direct impact on the process performance. Both organizational support risks and volatility risks show influence on project management practices.Research limitations/implications– The study show several limitations that might be assigned to the case survey methodology, such as use of secondary data or publication bias.Practical implications– The authors provide considerable support which emergent risks matter in BPC projects.Originality/value– The contribution of this study takes several forms. It fills a gap in the literature concerning emergent risk factors inherent in BPC projects. The authors provided theoretical explanation of the effects of emergent risks on BPC project and process performance. And lastly, the authors have demonstrated the usefulness of case survey methodology in BPC research.

PurposeIn contemporary times process‐oriented approaches in information management are elementary in meeting business challenges. However, most methods for business process management (BPM) focus on improved performance from only the company's perspective. They neglect the growing importance of value co‐creation between company and customer that typically results from a service‐dominant logic. Modern BPM methods need to focus on the internal performance of processes whilst including the customer's perspective. This paper aims to address these issues.Design/methodology/approachBy combining the market‐oriented approach, service blueprinting, with the syntax of business process modeling, the authors introduce a method that visualizes and analyzes processes simultaneously from the company's and customer's point of view. Within this integrated approach, information management and marketing are linked. A used case illustrates implementation and benefits of this method.FindingsThis paper addresses the gap between marketing and information management sciences. "Business Process Blueprinting" (BP2) provides a conceptual foundation for a further integration of these two scopes of interest.Research limitations/implicationsThe integrated view on processes supports an enhanced understanding of process performance. In its current stage, the method reflects a basic combined approach – further development is needed. Well‐established models and tools from controlling and marketing as well as from other fields can be integrated to open this analysis for service elements.Practical implicationsApplying BP2 to practical process analysis promotes a better understanding of the customer's process perception. This potentially leads to a more efficient and effective process design.Originality/valueThe paper introduces the missing method for the integration of the effectiveness‐driven perspective into business process modeling.

Purpose
The purpose of this paper is to present business process point analysis (BPPA), a technique to measure business functional process size, based on function point analysis (FPA), and using business process model and notation (BPMN). This paper also discusses the assessment results of BPPA compared with FPA.


Design/methodology/approach
Two experimental studies with participants from academia and industry were conducted. The following aspects in the experimental studies were focused: similarity, application easiness, feasibility, and application benefits. The purpose of the experiment was to assess BPPA comparing with FPA as the BPPA design followed the FPA pattern.


Findings
Experimental results showed that both academia and industry groups highly rated similarity and application benefits for BPPA compared with FPA. However, only participants from industry highly rated BPPA for application easiness and feasibility. The results also showed that participants' previous experiences did not influence their ratings on BPPA.


Originality/value
BPPA helps project managers to measure functional process size of business process management projects. As BPPA is derived from FPA, its mechanism is easily recognizable by project managers who are used to FPA. These results also show that both techniques are in most cases considered rather similar.