scholarly journals Organization and Business Environment Collaborative Model to Increase the Innovation Capacity

2018 ◽  
Vol 24 (1) ◽  
pp. 296-301
Author(s):  
Bogdan Fleaca

Abstract The research aims to identify a modern Business Process Management solution to simulate integrated coordination mechanisms with impact on organization’s innovation. From a scientific and socio-economic perspective, the article is aligned with the European innovation trend that supports organizations' preoccupation to introduce innovation and upgrading processes, technologies and business models. The issues that the author has identified and sought to find answers are to identify that mild method of Business Process Management that can be correlated with the dimensions of organizational innovation in areas such as: the organization's infrastructure, partnership between business members, innovation "inside". The second issue is to limit current approaches by analyzing the current state of knowledge. The research has been included within the boundaries of modeling and simulation of business process flows with impact on organizational innovation vectors. Thus, the paper proposes and presents a set of integrated processes of collaboration between the organization and the business environment using Business Process Management as an integrated coordination mechanism of the organization's innovation

Author(s):  
Ute Riemann

Business processes are not only variable they are as well dynamic. A key benefit of Business Process Management (BPM) is the ability to adjust business processes accordingly in response to changing market requirements. In parallel to BPM, enterprise cloud computing technology has emerged to provide a more cost effective solution to businesses and services while making use of inexpensive computing solutions, which combines pervasive, internet, and virtualization technologies (). Despite the slow start, the business benefits of cloud computing are as such that the transition of BPM to the cloud is now underway. Cloud services refer to the operation of a virtualized, automated, and service-oriented IT landscape allowing the flexible provision and usage-based invoicing of resources, services, and applications via a network or the internet. The generic term “X-as-a-Service” summarize the business models delivering almost everything as a service. BPM in the cloud is often regarded as a SaaS application. More recently, BPM is being regarded as a PaaS as it facilitates the creation and deployment of applications, in this case business process solutions. The PaaS landscape is the least developed of the four cloud based software delivery models previously discussed. PaaS vendors, such as IBM, Oracle, and Microsoft delivered an application platform with managed cloud infrastructure services however, more recently the PaaS market has begun to evolve to include other middleware capabilities including process management. BPM PaaS is the delivery of BPM technology as a service via a cloud service provider. For the classification as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, hosting should be off premise and it should offer elasticity and metering by use capabilities. When we refer to BPM in the cloud, what we are really referring to is a combination of BPM PaaS and BPaaS (Business Process as a Service). Business Process as a Service (BPaaS) is a set of pre-defined business processes that allows the execution of customized business processes in the cloud. BPaaS is a complete pre-integrated BPM platform hosted in the cloud and delivered as a service, for the development and execution of general-purpose business process application. Although such a service harbors an economic potential there are remaining questions: Can an individual and company-specific business process supported by a standardized cloud solution, or should we protect process creativity and competitive differentiation by allowing the company to design the processes individually and solely support basic data flows and structures? Does it make sense to take a software solution “out of the box” that handles both data and process in a cloud environment, or would this hinder the creativity of business (process) development leading to a lower quality of processes and consequently to a decrease in the competitive positioning of a company? How to manage the inherent compliance and security topic. Within a completely integrated business application system, all required security aspects can be implemented as a safeguarding with just enough money. Within the cloud, however, advanced standards and identity prove is required to monitor and measure information exchange across the federation. Thereby there seems to be no need for developing new protocols, but a standardized way to collect and evaluate the collected information.


Author(s):  
Gaurav Kabra ◽  
Vinit Ghosh ◽  
A. Ramesh

In the modern business scenario, organizations are vesting high efforts in managing process sustainability as part of their operations management practices. The global environmental concerns for the welfare of the society have facilitated this change. Research studies have reported Information and Communication Technology (ICT) as one of the prerequisites in developing and maintaining efficient business processes. The process sustainability related initiatives and various processes related regulatory compliances have created the need for sophisticated IT tools like BPM (Business Process Management) and BI (Business Intelligence) in organizations. Thus with the advancement of ICT, a strong desire to enhance the business process performance through BPM and BI applications is felt across organizations. However, there is scant research available on leveraging the advantages of these applications in sustainability development. Therefore, this paper aims to present a conceptual architecture framework using an integrated BPM and BI solution to develop an orientation among practitioners and academicians towards the inclusion of ICT in attaining a sustainable, energy efficient business operations or processes. The framework is based on the literature pertaining to the role of BPM and BI in process sustainability as well as from the inputs of practitioners involved in the field of BPM and BI.


2016 ◽  
pp. 2096-2121
Author(s):  
Ute Riemann

Business processes are not only variable they are as well dynamic. A key benefit of Business Process Management (BPM) is the ability to adjust business processes accordingly in response to changing market requirements. In parallel to BPM, enterprise cloud computing technology has emerged to provide a more cost effective solution to businesses and services while making use of inexpensive computing solutions, which combines pervasive, internet, and virtualization technologies (). Despite the slow start, the business benefits of cloud computing are as such that the transition of BPM to the cloud is now underway. Cloud services refer to the operation of a virtualized, automated, and service-oriented IT landscape allowing the flexible provision and usage-based invoicing of resources, services, and applications via a network or the internet. The generic term “X-as-a-Service” summarize the business models delivering almost everything as a service. BPM in the cloud is often regarded as a SaaS application. More recently, BPM is being regarded as a PaaS as it facilitates the creation and deployment of applications, in this case business process solutions. The PaaS landscape is the least developed of the four cloud based software delivery models previously discussed. PaaS vendors, such as IBM, Oracle, and Microsoft delivered an application platform with managed cloud infrastructure services however, more recently the PaaS market has begun to evolve to include other middleware capabilities including process management. BPM PaaS is the delivery of BPM technology as a service via a cloud service provider. For the classification as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, hosting should be off premise and it should offer elasticity and metering by use capabilities. When we refer to BPM in the cloud, what we are really referring to is a combination of BPM PaaS and BPaaS (Business Process as a Service). Business Process as a Service (BPaaS) is a set of pre-defined business processes that allows the execution of customized business processes in the cloud. BPaaS is a complete pre-integrated BPM platform hosted in the cloud and delivered as a service, for the development and execution of general-purpose business process application. Although such a service harbors an economic potential there are remaining questions: Can an individual and company-specific business process supported by a standardized cloud solution, or should we protect process creativity and competitive differentiation by allowing the company to design the processes individually and solely support basic data flows and structures? Does it make sense to take a software solution “out of the box” that handles both data and process in a cloud environment, or would this hinder the creativity of business (process) development leading to a lower quality of processes and consequently to a decrease in the competitive positioning of a company? How to manage the inherent compliance and security topic. Within a completely integrated business application system, all required security aspects can be implemented as a safeguarding with just enough money. Within the cloud, however, advanced standards and identity prove is required to monitor and measure information exchange across the federation. Thereby there seems to be no need for developing new protocols, but a standardized way to collect and evaluate the collected information.


TEM Journal ◽  
2021 ◽  
pp. 215-220
Author(s):  
Stepan Chalupa ◽  
Martin Petricek ◽  
Zdenek Ulrych

This article deals with Business Process Modelling and Reengineering use in the hospitality industry, focusing on the improvement of direct telephone sales by application of the CRM system. After modelling the current state of the selected process using ARIS methodology, the same process was remodelled for the application of the CRM system. This application shortened the whole process (mainly the number of activities needed to prosecute) and allowed the front-office employee to be more clients oriented. The automation of labour-intensive processes can reduce the number of human-caused errors and improve the convertibility and reservation request and their overall value.


2016 ◽  
Vol 22 (2) ◽  
pp. 206-216 ◽  
Author(s):  
Sebastian Neubert ◽  
Bernd Göde ◽  
Xiangyu Gu ◽  
Norbert Stoll ◽  
Kerstin Thurow

Modern business process management (BPM) is increasingly interesting for laboratory automation. End-to-end workflow automation and improved top-level systems integration for information technology (IT) and automation systems are especially prominent objectives. With the ISO Standard Business Process Model and Notation (BPMN) 2.X, a system-independent and interdisciplinary accepted graphical process control notation is provided, allowing process analysis, while also being executable. The transfer of BPM solutions to structured laboratory automation places novel demands, for example, concerning the real-time-critical process and systems integration. The article discusses the potential of laboratory execution systems (LESs) for an easier implementation of the business process management system (BPMS) in hierarchical laboratory automation. In particular, complex application scenarios, including long process chains based on, for example, several distributed automation islands and mobile laboratory robots for a material transport, are difficult to handle in BPMSs. The presented approach deals with the displacement of workflow control tasks into life science specialized LESs, the reduction of numerous different interfaces between BPMSs and subsystems, and the simplification of complex process modelings. Thus, the integration effort for complex laboratory workflows can be significantly reduced for strictly structured automation solutions. An example application, consisting of a mixture of manual and automated subprocesses, is demonstrated by the presented BPMS-LES approach.


2017 ◽  
Vol 27 (2) ◽  
pp. 263-277 ◽  
Author(s):  
Maciej Koryl ◽  
Damian Mazur

Abstract A standard solution regarding business process management automation in enterprises is the use of workflow management systems working by the Rule-Based Reasoning approach. In such systems, the process model which is designed entirely before the implementation has to meet all needs deriving from business activity of the organization. In practice, it means that great limitations arise in process control abilities, especially in the dynamic business environment. Therefore, new kinds of workflow systems may help which typically work in more agile way e.g. following the Case-Based Reasoning approach. The paper shows another possible solution – the use of emergence theory which indicates among other conditions required to fulfill stimulation of the system (for example the business environment) to run grass-roots processes that lead to arising of new more sophisticated organizing forms. The paper also points the using opportunity of such techniques as the processing of complex events to fulfill key conditions pointed by the emergence theory.


Author(s):  
Luis Oliverio Chaparro Lemus

Resumen Los Sistemas de Gestión de Procesos de Negocio (BPMS) tienen por objetivo facilitar la actividad empresarial, permitiendo el control automatizado de los procesos de las organizaciones. Sin embargo, no es deseable que los modelos de proceso de negocio, generados por estos BPMS, incluyan las reglas de negocio dentro de sí. Esto representa un serio problema para la modularidad y flexibilidad del modelo, pues cuando se requiere modificar una regla que se usa en distintos puntos del modelo, es necesario modificar el modelo en todos los puntos donde se utilice la regla. En este artículo se hace una propuesta para separar las reglas de negocio del modelo de proceso y manejarlas de forma independiente mediante un motor de reglas de negocio. Esto implica guardar las reglas de negocio en un repositorio que controla un motor de reglas de negocio y una técnica para invocar la regla desde el modelo. Con este trabajo se hace un aporte al mejoramiento del diseño de los actuales BPMS que se traduciría en modelos de negocios muy flexibles y modulares. Palabras Claves:Regla de negocio, Motor de Reglas de Negocio, Proceso de Negocio, Modelo de Proceso de Negocio, Suite de Gestión de Procesos de Negocio (BPMS).   Abstract Systems Business Process Management (BPMS) are intended to facilitate business, allowing automated control of the processes of organizations. However, it is not desirable that the business process models generated by these BPMS, business rules included within. This presents a serious problem for modularity and flexibility of the model, because when you want to change a rule that is used in different parts of the model, it would be necessary to change the model at all points where the rule is used. In this paper a proposal to separate business from process model and manage it independently using a business rules engine is done. This involves keeping the business rules in a repository that controls a business rules engine and a technique to invoke the rule from the model. This paper is a contribution to improving the design of existing BPMS that would result in highly flexible business models and modular. Keywords: Business Ruler, Business Process Engine, Business Process, Business Process Model, Business Process Management System (BPMS).


2012 ◽  
Vol 44 ◽  
pp. 587-632 ◽  
Author(s):  
J. Hoffmann ◽  
I. Weber ◽  
F. M. Kraft

Planning is concerned with the automated solution of action sequencing problems described in declarative languages giving the action preconditions and effects. One important application area for such technology is the creation of new processes in Business Process Management (BPM), which is essential in an ever more dynamic business environment. A major obstacle for the application of Planning in this area lies in the modeling. Obtaining a suitable model to plan with -- ideally a description in PDDL, the most commonly used planning language -- is often prohibitively complicated and/or costly. Our core observation in this work is that this problem can be ameliorated by leveraging synergies with model-based software development. Our application at SAP, one of the leading vendors of enterprise software, demonstrates that even one-to-one model re-use is possible. The model in question is called Status and Action Management (SAM). It describes the behavior of Business Objects (BO), i.e., large-scale data structures, at a level of abstraction corresponding to the language of business experts. SAM covers more than 400 kinds of BOs, each of which is described in terms of a set of status variables and how their values are required for, and affected by, processing steps (actions) that are atomic from a business perspective. SAM was developed by SAP as part of a major model-based software engineering effort. We show herein that one can use this same model for planning, thus obtaining a BPM planning application that incurs no modeling overhead at all. We compile SAM into a variant of PDDL, and adapt an off-the-shelf planner to solve this kind of problem. Thanks to the resulting technology, business experts may create new processes simply by specifying the desired behavior in terms of status variable value changes: effectively, by describing the process in their own language.


Author(s):  
Marek Szelągowski ◽  
Justyna Berniak-Woźny

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.


Sign in / Sign up

Export Citation Format

Share Document