Business Process Management (Process Life Cycle, Process Maturity)

2012 ◽  
pp. 69-94 ◽  
Author(s):  
Sanjay Mohapatra
Keyword(s):  
Life Cycle ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Management Process ◽  
Process Maturity ◽  
Life Cycle Process

Foundations of Business Process Modeling

2010 ◽  
pp. 6-41 ◽  
Author(s):  
Jan Mendling
Keyword(s):  
Life Cycle ◽  
Information Systems ◽  
Business Process ◽  
Process Modeling ◽  
Business Process Management ◽  
Process Management ◽  
Business Process Modeling ◽  
General Information ◽  
Process Models ◽  
Business Process Execution

This chapter provides an overview of business process management and business process modeling. We approach business process management by giving a historical classification of seminal work, and define it by the help of the business process management life cycle. Business process models play an important role in this life cycle, in particular, if information systems are used for executing processes. We deduct a definition for business process modeling based on a discussion of modeling from a general information systems point of view. In the following, we detail business process modeling techniques, in particular, modeling languages and modeling procedures for business process modeling. Finally, we discuss some future trends with a focus on the business process execution language for Web services (BPEL), and conclude the chapter with a summary. The chapter aims to cover business process modeling in a comprehensive way such that academics and practitioners can use it as a reference for identifying more specialized works.

scholarly journals How to improve the assessment of BPM maturity in the era of digital transformation

2021 ◽  
Author(s):  
Marek Szelągowski ◽  
Justyna Berniak-Woźny
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Success Factors ◽  
Process Management ◽  
Business Environment ◽  
Maturity Model ◽  
Process Maturity ◽  
Capability Maturity ◽  
Maturity Assessment ◽  
The Impact

AbstractFor almost 30 years, the way of building business process management maturity models (BPM MMs), the importance assigned to individual maturity levels, and the criteria and critical success factors chosen for BPM maturity assessment have not changed significantly, despite the fact that during those three decades, the business environment and organizations themselves have changed enormously. The impact of hyperautomation and the increasing pace of change require the integration of maturity assessment with the BPM implementation methodology, including the repetition of maturity assessment for selected groups of processes. This causes an urgent need to adapt both process maturity assessment methods and BPM MMs to changing working conditions and business requirements. This conceptual paper is based on a model approach. The framework presented in the article continues and at the same time clearly deviates from the tradition of building BPM MMs on the basis of the Capability Maturity Model (CMM). It proposes a two-stage comprehensive process of organizational process maturity assessment, fully integrated into the process of BPM implementation and further business process management. The presented framework makes it possible to assess the process maturity of Industry 4.0 organizations in which dynamic knowledge-intensive business processes (kiBPs) play a key role in creating value.

Business Process Management

2021 ◽  
pp. 2287-2302
Author(s):  
Matthias Lederer ◽  
Peter Schott
Keyword(s):  
Life Cycle ◽  
Business Process ◽  
Value Chain ◽  
Business Process Management ◽  
Process Management ◽  
Process Analysis ◽  
Team Management ◽  
Complex Process ◽  
Functional Orientation ◽  
Digital Processes

Business process management is the cross-functional orientation of organizations along the value chain. This article discusses the basics and advantages of process orientation in companies. Using the classic process life cycle, well-known as well as emerging techniques, methods and tools are explained. Intuitive and complex process analysis methods are introduced, and alternatives of meaningful modeling are differentiated. For the implementation of the optimized processes, relevant aspects of team management as well as basic classes of IT tools are discussed in order to support not only manual but also digital processes. How processes are monitored strategically and operationally is also part of the life cycle. Furthermore, upcoming trends are part of the discussion.

Foundations of Business Process Modeling

2009 ◽  
pp. 189-222
Author(s):  
Jan Mendling
Keyword(s):  
Life Cycle ◽  
Information Systems ◽  
Business Process ◽  
Process Modeling ◽  
Business Process Management ◽  
Process Management ◽  
Business Process Modeling ◽  
General Information ◽  
Process Models ◽  
Business Process Execution

This chapter provides an overview of business process management and business process modeling. We approach business process management by giving a historical classification of seminal work, and define it by the help of the business process management life cycle. Business process models play an important role in this life cycle, in particular, if information systems are used for executing processes. We deduct a definition for business process modeling based on a discussion of modeling from a general information systems point of view. In the following, we detail business process modeling techniques, in particular, modeling languages and modeling procedures for business process modeling. Finally, we discuss some future trends with a focus on the business process execution language for Web services (BPEL), and conclude the chapter with a summary. The chapter aims to cover business process modeling in a comprehensive way such that academics and practitioners can use it as a reference for identifying more specialized works.

Supporting the Full BPM Life-Cycle Using Process Mining and Intelligent Redesign

2011 ◽  
pp. 100-132 ◽  
Author(s):  
Wil M.P. van der Aalst ◽  
Mariska Netjes ◽  
Hajo A. Reijers
Keyword(s):  
Life Cycle ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Process Mining ◽  
Full Life Cycle ◽  
Extensive Evaluation ◽  
Full Life ◽  
Work Done

Business process management (BPM) systems provide a broad range of facilities to enact and manage operational business processes. Ideally, these systems should provide support for the complete BPM life-cycle: (re)design, configuration, execution, control, and diagnosis of processes. However, based on an extensive evaluation of the FileNet P8 BPM Suite, we show that existing BPM tools are unable to support the full life-cycle. There are clearly gaps between the various phases (e.g., users need to transfer or interpret information without any support) and some of the phases (e.g., the redesign and diagnosis phases) are not supported sufficiently. This chapter shows that techniques for process mining and intelligent redesign can be used to offer better support for the (re)design and diagnosis phases and, thus, close the BPM life-cycle. We also briefly report on the work done in the context of the ProM tool, which is used as framework to experiment with such techniques.

scholarly journals Does Grade Level Matter for the Assessment of Business Process Management Maturity?

2016 ◽  
Vol 62 (2) ◽  
pp. 3-11 ◽  
Author(s):  
Renata Gabryelczyk
Keyword(s):  
Comparative Analysis ◽  
Conceptual Framework ◽  
Business Process ◽  
Grade Level ◽  
Business Process Management ◽  
Process Management ◽  
Practical Application ◽  
Process Maturity ◽  
Grade Levels ◽  
Business Process Maturity

Abstract The purpose of this paper is to create and test the practical application of a business process management maturity assessment conducted at two different grade levels (management and professional level) in an organization. The conceptual framework for this research includes creating a business process maturity indicator (BPMI) for six process areas: strategy, documentation, optimization, implementation, execution, and controlling. The comparative analysis of the business process management maturity is performed using the BPMI on two cases: inside a single organization and the sector internally.

Business process orientation in the Slovenian power supply

2019 ◽  
Vol 25 (4) ◽  
pp. 780-798 ◽  
Author(s):  
Rajko Novak ◽  
Aleksander Janeš
Keyword(s):  
Business Process ◽  
Power Supply ◽  
Design Methodology ◽  
Business Process Management ◽  
Process Management ◽  
Empirical Investigation ◽  
Process Maturity ◽  
Process Orientation ◽  
Content Type ◽  
Practical Implications

PurposeThe purpose of this paper is to empirically evaluate business process orientation (BPO) of the Slovenian power supply business.Design/methodology/approachWithin the empirical investigation, the level of BPO maturity was measured in the 19 organizations of the power supply business. The survey was focused on the top, middle and lower managers. As a measuring instrument, a questionnaire for the extended concept of process orientation with nine elements was used.FindingsThe results of the BPO measurement show that, despite this long-standing preoccupation with processes, certified management system and the computerization of operations, process maturity is not high. Particularly the lowest score for information technology represents a surprise.Practical implicationsThis research makes significant contributions to the literature and above all to scholars and practitioners who work professionally in this field and will find useful guidance for a better understanding of applying BPO and maturity models.Social implicationsOne important reason for performing the maturity measurement in the power supply business is the importance of its activities for the operation and development and environmental impact of the whole of Slovenian society.Originality/valuePresented research is the first one which considers the BPO maturity in the Slovenian power supply business and therefore contributes to understanding of the “intangible factors” which have impact on the introduction of business process management and BPO.

scholarly journals Analysis of the level of process maturity in the activities of Russian companies

2020 ◽  
Vol 311 ◽  
pp. 02002
Author(s):  
Pavel Trifonov
Keyword(s):  
Sustainable Development ◽  
Information Management ◽  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Information Management System ◽  
Management Systems ◽  
Process Maturity ◽  
Expected Effect

The article analyzes the process maturity in Russian companies ina number of sectors of the economy based on a survey of experts from professional communities, and also assesses the level of implementation of BPM systems in the activities of Russian companies. On the basis of anexpert survey, the factors that encourage the management of Russian companies to implement BPM systems were identified, as well as anassessment of the factors that hinder the decision to implement BPM systemsin the companies ‘ activities. The expected effect of implementing BPM systems is determined based on the studied experience of experts inimplementing systems, as well as the result of analyzing the preferences of company management when choosing an information management system. In most of the companies surveyed, process management is used for keyprocesses that are regulated and strategic in nature. The results of the studyallow us to draw conclusions that the needs of Russian companies ‘management in using business process management systems are related tothe need to ensure the company’s sustainable development.

scholarly journals НАПРЯМИ ЕФЕКТИВНОГО УПРАВЛІННЯ БІЗНЕС-ПРОЦЕСАМИ ПІДПРИЄМСТВ СІЛЬСЬКИХ ТЕРИТОРІЙ

2021 ◽  
Vol 149 (4) ◽  
pp. 58-64
Author(s):  
Liudmyla M. Hanushchak-Yefimenko
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Integrated Approach ◽  
Management Decision ◽  
Management Process ◽  
Is Implementation ◽  
Rural Enterprises ◽  
The Impact

The article provides insights into business process management of rural enterprises. The study substantiates the main factors affecting management efficiency and provides rationale for the degree of each of the impact factor that allows to held profitability control and timely respond to changes in market environment. Based on the review of modern performance assessment methods, the findings demonstrate their diversity resulted from different goals in efficiency evaluation (evaluating changes in time, structure, etc.), as well as the heterogeneous nature of the system elements to be evaluated. Following the logic of management decision-making process, the study suggests the key areas for effective business process management at rural enterprises. It is argued that the implementation of the selected strategic vectors will facilitate a reasoned distribution of discrete management functions taking into account the correlation of enterprise costs at different management level along with contributing to settling the technological sequence of operations and assigning them to particular managerial staff. While developing the specific management vectors, the typical functions to meet business processes management needs at rural enterprises in Ukraine have been selected to be applied in practice. The research conclusions offer the following generalizations: the implementation of the key four management process functions is a cyclical process; given the results of control, a new plan is formed, and within the new management process cycle, all functions are preserved. A pathway to effective business processes management at rural enterprises is implementation of an integrated approach which involves the assessment of the set of selected indicators, both quantitative and qualitative, i. e. absolute and relative ones, respectively.

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