Integrating Business Process Reengineering with Information Systems Development: Issues & Implications

2003 ◽  
pp. 302-320 ◽  
Author(s):  
Vishanth Weerakkody ◽  
Wendy Currie
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Process Reengineering ◽  
Systems Development ◽  
Information Systems Development ◽  
Process Reengineering

scholarly journals Extracting business vocabularies from business process models: SBVR and BPNM standards-based approach

2014 ◽  
Vol 11 (4) ◽  
pp. 1515-1535 ◽  
Author(s):  
Tomas Skersys ◽  
Kestutis Kapocius ◽  
Rimantas Butleris ◽  
Tomas Danikauskas
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Process Model ◽  
Process Management ◽  
Systems Development ◽  
Process Models ◽  
Information Systems Development ◽  
Business Modeling ◽  
Business Process Models ◽  
Model Driven

Approaches for the analysis and specification of business vocabularies and rules are relevant topics in both Business Process Management and Information Systems Development disciplines. However, in common practice of Information Systems Development, the Business modeling activities still are of mostly empiric nature. In this paper, aspects of the approach for semi-automatic extraction of business vocabularies (BV) from business process models (BPM) are presented. The approach is based on novel business modeling-level OMG standards ?Business Process Model and Notation? (BPMN) and ?Semantics for Business Vocabularies and Business Rules? (SBVR), thus contributing to OMG?s vision of Model-Driven Architecture (MDA) and to model-driven development in general. The discussed extraction approach is evaluated against fully-automatic BPMN BPM ? SBVR BV transformation that has been developed in parallel to the presented work.

BUSINESS PROCESSES RE-ENGINEERING AS A METHOD FOR INCREASING THE ECONOMIC EFFICIENCY OF THE ORGANIZATION AT THE MODERN STAGE OF DEVELOPMENT

2020 ◽  
Author(s):  
Александр Александрович Кравец
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Strategic Management ◽  
Business Process ◽  
Economic Efficiency ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Management Tool ◽  
Process Reengineering ◽  
Stage Of Development

Многие компании в современных условиях рынка пытаются усовершенствовать свой бизнес с помощью информационных технологий, благодаря этому, организации могут не только улучшить свои экономические результаты, но и повысить общий уровень конкурентоспособности предприятия. Но инвестирование в информационные системы порой бывает рискованным, так как у каждого предприятия свои уникальные функции и задачи. В данной статье рассмотрен инструмент стратегического менеджмента - реинжиниринг бизнес процессов (РБП), как один из перспективных инструментов по оптимизации работы организации. Many companies in modern market conditions are trying to improve their business with the help of information technology, thanks to this, organizations can not only improve their economic results, but also increase the overall level of enterprise competitiveness. However investing in information systems is sometimes risky, as each company has its own unique functions and tasks. This article discusses the strategic management tool - business process reengineering (BPO), as one of the promising tools for optimizing the organization's.

Reinventing Business Processes Through Automation

2011 ◽  
pp. 207-239
Author(s):  
D. Paper
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Business Analysis

Although numerous firms have experimented with business process reengineering (BPR), many have achieved less than dramatic results (Davenport, 1993; Hammer & Champy, 1993; Kotter, 1995). To explore possible reasons for BPR underachievement, an in-depth case study was undertaken. The case focuses on events surrounding the redesign of a fundamental business process (Personal Lines Insurance) at Safeco Corporation. Redesign is led by the Information Systems and Services (ISS) department as they are in charge of the Personal Lines Systems (PLS) that support the business. Analysis of the interviews provides a detailed description of the project and uncovers possible reasons for failure of the reengineering effort.

Business Process Simulation

2010 ◽  
pp. 240-253
Author(s):  
Tony Elliman ◽  
Tally Hatzakis ◽  
Alan Serrano
Keyword(s):  
Information System ◽  
Information Systems ◽  
Case Studies ◽  
Business Process ◽  
Process Simulation ◽  
Systems Development ◽  
Information Systems Development ◽  
Advantages And Disadvantages ◽  
Automated Information System ◽  
Modelling Techniques

This paper discusses the idea that even though information systems development (ISD) approaches have long advocated the use of integrated organisational views, the modelling techniques used have not been adapted accordingly and remain focused on the automated information system (IS) solution. Existing research provides evidence that business process simulation (BPS) can be used at different points in the ISD process to provide better integrated organisational views that aid the design of appropriate IS solutions. Despite this fact, research in this area is not extensive; suggesting that the potential of using BPS for the ISD process is not yet well understood. The paper uses the findings from three different case studies to illustrate the ways BPS has been used at different points in the ISD process. It compares the results against IS modelling techniques, highlighting the advantages and disadvantages that BPS has over the latter. The research necessary to develop appropriate BPS tools and give guidance on their use in the ISD process is discussed.

A Comprehensive Process Improvement Methodology

2011 ◽  
pp. 192-206
Author(s):  
David Paper ◽  
Steve Dickinson
Keyword(s):  
Information Systems ◽  
Process Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Management Information Systems ◽  
Process Reengineering ◽  
Management Information

This case, coauthored by a process improvement manager, looks at business process reengineering (BPR) and discusses how it has received considerable attention from the management information systems (MIS) community. However, dramatic improvements touted by BPR advocates have failed to materialize in many organizations

Reinventing Business Processes through Automation

1999 ◽  
pp. 97-107
Author(s):  
David Paper
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Business Analysis

Although numerous firms have experimented with business process reengineering (BPR), many have achieved less than dramatic results (Davenport, 1993; Hammer and Champy, 1993; Kotter, 1995). To explore possible reasons for BPR underachievement, an in-depth case study was undertaken. The case focuses on events surrounding the redesign of a fundamental business process (Personal Lines Insurance) at Safeco Corporation. Redesign is led by the Information Systems and Services (ISS) department as they are in charge of the Personal Lines Systems (PLS) that support the business. Analysis of the interviews provides a detailed description of the project and uncovers possible reasons for failure of the reengineering effort.

Engaging Employees in the Innovation Process

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Idea Generation ◽  
Innovation Process ◽  
Participation Rate ◽  
Process Reengineering ◽  
Quality Circles ◽  
And Training

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.

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