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Innovative Performance Measurement: an Integrative Perspective of Stakeholder's View

Abstract

Business Process Management (BPM) has been increasingly focused as an holistic approach to manage organizations for better organizational effectiveness. BPM involves the use of innovative performance measurement systems to follow up, coordinate, control and improve processes and overall business efficacy and efficiency. In this paper we propose a global holistic perspective of integrated information, combining the view of all stakeholders and both qualitative and quantitative information, as a basic prerequisite for quality of information for better decision making. The paper includes findings from an empirical case study of measuring Parkinson's Disease Neurosurgery process, including stakeholder's view with an integrative perspective.

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The Role of the Super User in Achieving Business Process Management Maturity

Abstract

Many process improvement initiatives and companies’ strategic projects do not have their benefits reached in its full potential for different reasons. First, there is a weak or inexistent understanding of the company’s level of Maturity in Business Process Management (BPM). Second, the organisation is not ready to deal with most “soft” aspects of process-related initiatives: change management, internalisation of new knowledge and people’s willingness to apply new solutions to everyday work. The paper presents two ways for the companies to resolve these issues. The first is a self-assessment model of BPM Maturity measurement, the model BPM 6×5 (6 by 5). The second is the concept of Super User role with an extended scope of work: it is not only support to the users of the system, but also a deep understanding of the process and knowledge management within the department.

Open access
Social Business Process Management: Croatian IT Company Case Study

Abstract

Background: Social business process management is an integration of social software into the business process management (BPM). Its main goal is to overcome the limitations of classical BPM by applying social software principles within the BPM lifecycle. Since BPM is a holistic discipline it is important to also include cultural and social aspects into BPM studies. Objectives: The main aim of this paper is to examine the link between organizational culture, social software usage and BPM maturity in the observed company. Methods/Approach: A case study methodology has been used for this study. An interview has been conducted in combination with a survey approach. Results: Results of the research revealed a high usage of social BPM within the observed company in combination with a high level of BPM maturity and a clan organizational culture. Conclusions: The observed IT company has knowledge intensive processes and uses social BPM to deal with the process change and optimization. The clan culture is, by its characteristics, a favourable organizational culture for social BPM.

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Is there a Need for Agent-based Modelling and Simulation in Business Process Management?

Abstract

Background and Purpose: Agent-based modelling and simulation (ABS) is growing in many areas like, e.g., management, social and computer sciences. However, the similar trend does not seem to occur within the field of business process management (BPM), even though simulation approaches like discrete event simulation or system dynamics are well established and widely used. Thus, in our paper we investigate the advantages and disadvantages of agent-based modelling and simulation in the field of BPM in simulation experiments.

Design/Methodology/Approach: In our research, we investigate if there is a necessity for ABS in the field of BPM with our own simulation experiments to compare traditional and ABS models. For this purpose, we use simulation framework MAREA, which is a simulation environment with integrated ERP system. Our model is a complex system of a trading company selling computer cables. For the verification of our model, we use automated process discovery techniques.

Results: In our simulations, we investigated the impact of changes in resources’ behavior on the outcome of company’s order to cash process (O2C). Simulations experiments demonstrated that even small changes might have statistically significant effect on outcomes of the processes and decisions based on such outcomes. Simulation experiments also demonstrated that the impact of randomly distributed fluctuations of well-being have a diminishing tendency with the increasing number of sales representatives involved in the process.

Conclusions: Our research revealed several advantages and disadvantages of using ABS in business process modelling. However, as we show, many of them were at least partially addressed in the recent years. Thus, we believe that ABS will get more attention in the field of BPM similarly to other fields like, e.g., social sciences. We suggested areas in BPM simulations, e.g., modelling of resources, be it human or technological resources, where there is a need for ABS.

Open access
A system for deduction-based formal verification of workflow-oriented software models

.), Proceedings of the 11th International Conference on Software Engineering and Formal Methods, SEFM 2013, 25-27 September 2013, Madrid, Spain, Lecture Notes in Computer Science, Vol. 8137, Springer Verlag, Berlin, pp. 61-75. Klimek, R., Faber, Ł. and Kisiel-Dorohinicki, M. (2013). Verifying data integration agents with deduction-based models, Proceedings of the Federated Conference on Computer Science and Information Systems, FedCSIS 2013, Krak´ow, Poland, pp. 1049-1055. Ko, R.K., Lee, S.S. and Lee, E.W. (2009). Business process management (BPM

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Leveraging Process Data from BPM Cloud-Based Workflows

Knowledge Economy . Chapter 4: 99-118. Retrieved June 05, 2016, from http://www.oecd.org/innovation/research/1842070.pdf Powel, A., Piccoli, G., & Ives, B. (2004). Virtual Teams: a Review of Current Literature and Directions for Future Research. The ACM SIGMIS Database , 35(1), 6-36. doi:10.1145/968464.968467 Rudman, R.S. (2002). Human resources management in New Zealand . Auckland, NZ: Prentice Hall. Ryan, K. (2009). A Computer Scientist’s Introductory Guide to Business Process Management (BPM). Crossroads , 15(4), 11-18. doi:10

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Comparative Analysis of Business Process Modelling Tools for Compliance Management Support

-Pacific Software Engineering Conference, APSEC, 2009, pp. 467-474. https://doi.org/10.1109/apsec.2009.48 [17] “ADONIS - Business Process Management,” BOC Group. [Online]. Available: http://www.bpmleader.com/bocgroup-adonis/. [18] “ARIS Architect & Designer - Overview,” Software AG. [Online]. Available: http://www.softwareag.com/corporate/products/aris_alfabet/bpa/products/architect_design/overview/default.asp. [19] “Home,” AristaFlow. [Online]. Available: http://www.aristaflow.de/. [20] “Business Process Management

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Discovering Block–Structured Parallel Process Models from Causally Complete Event Logs

, 169194. [15] CARMONA, J.-CORTADELLA, J.-KISHINEVSKY, M. : A Region-Based Algorithm for Discovering Petri Nets from Event Logs, in Business Process Management (BPM2008), 358-373. [16] MEDEIROS, A.-AALSTVANDER, W. M. P.-WEIJTERS, A. J. M. M. : Genetic Process Mining: An Experimental Evaluation, Data Mining and Knowledge Discovery, 14 No. 2 (2007), 245-304. [17] [VANDONGEN, B. F.-ALVESDEMEDEIROS, A. K.-WEN, L. : Process Mining: Overview and Outlook of Petri Net Discovery Algorithms, ToPNOC 2 (2009), 225

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Change Management as a Critical Success Factor in e-Government Implementation

organizational dynamisc of public administration?: A comparativeempirical study on eGovernment. Bekkers, V. (2003). E-government and the emergence of virtual organizations in the public sector. Information Polity, 8(3/4), 89-102. Bellamy, C., & Taylor, J. (1998). Governing in the Information Age. Buckingham: Open University Press. Bosilj-Vukšić, V. (2011). Change Management as a Critical Success Factor (CFS) of Business Process Management (BPM) Projects. Presentation on Doctoral Seminar in

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An analytical method for well-formed workflow/Petri net verification of classical soundness

-joins: An approach based on reset nets and reachability analysis, in S. Dustdar, J.L. Fiadeiro and A. Sheth (Eds.), International Conference on Business Process Management (BPM 2006), Lecture Notes in Computer Science, Vol. 4102, Springer-Verlag, Berlin, pp. 389-394. zur Muehlen, M. (2004). Workflow-based Process Controlling: Foundation, Design and Application of Workflow-driven Process Information Systems, Logos, Berlin.

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