scholarly journals BPM and ECM: Similarities, differences, conceptual, and technological limits

2018 ◽  
Vol 30 (1) ◽  
pp. 95-105
Author(s):  
Marco Aurélio de Souza MENDES ◽  
Marcello Peixoto BAX
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Integrated Approach ◽  
Content Management ◽  
Enterprise Information ◽  
Technological Support ◽  
Enterprise Content Management ◽  
Unstructured Information

Abstract Enterprise information architectures still do not deliver all the value that comes from integrating structured and unstructured information. Enterprise Content Management and Business Process Management were developed as autonomous disciplines. Thus, Enterprise Content Management still occurs without formally considering the business processes that generate and manipulate content, while Business Process Management initiatives arise without a documented treatment of materials produced by the processes. The non-integrated approach to these disciplines collaborates to reduce the potential benefits expected in Organizational Change Management programs. In such context, the article discusses the interrelation between Business Process Management and Enterprise Content Management, approaching from a historical view of these disciplines, their conceptual limits, technological support, and dialogues that would benefit both initiatives. The paper contributes to clarify a question still vague in the field of Information Management, which is how to integrate Business Process Management and Enterprise Content Management treating structured and unstructured information in a unified manner. It discusses how to approach this issue in a broad scope of IM by combining the concepts of Enterprise Content Management and Business Process Management. Based on a literature review, the paper analyzes and synthesizes experiences in Enterprise Content Management and Business Process Management acquired in the context of a project carried out in a Power Sector Company. The article reveals problems in separating approaches to Enterprise Content Management and Business Process Management. It shows the importance of an effort for integration and presents three instruments that promote the linkage of the two initiatives, approximating process offices and analysts’ information.

Business Process Management as a Critical Success Factor in EIS Implementation

2010 ◽  
pp. 1884-1895
Author(s):  
Vladimír Modrák
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Success Factor ◽  
Enterprise Information System ◽  
Enterprise Information ◽  
Organization Management ◽  
Critical Success ◽  
Effective Organization

Nowadays, the implementation of business process management modern tools in companies becomes a mater of acceptation of an effective organization management. The first ultimate precondition for achieving this goal is a properly structured company. An attention in the study is placed on business process reengineering due to preparing preconditions for smooth implementation of enterprise information system (EIS). Since there are differences between tools of business processes redesign and information systems development, then a main focus was on overcoming existing semantic gaps. With aim to solve this problem the specific modeling method has been used that was clear for company’s staff and usable for EIS designers. Used modeling approach was supported by QPR software.

Business Process Management as a Critical Success Factor in EIS Implementation

2010 ◽  
pp. 508-520
Author(s):  
Vladimír Modrák
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Success Factor ◽  
Enterprise Information System ◽  
Enterprise Information ◽  
Organization Management ◽  
Critical Success ◽  
Effective Organization

Nowadays, the implementation of business process management modern tools in companies becomes a mater of acceptation of an effective organization management. The first ultimate precondition for achieving this goal is a properly structured company. An attention in the study is placed on business process reengineering due to preparing preconditions for smooth implementation of enterprise information system (EIS). Since there are differences between tools of business processes redesign and information systems development, then a main focus was on overcoming existing semantic gaps. With aim to solve this problem the specific modeling method has been used that was clear for company’s staff and usable for EIS designers. Used modeling approach was supported by QPR software.

Dynamic product line for Business Process Management

2015 ◽  
Vol 21 (6) ◽  
pp. 1224-1256 ◽  
Author(s):  
Roberto dos Santos Rocha ◽  
Marcelo Fantinato ◽  
Lucinéia Heloisa Thom ◽  
Marcelo Medeiros Eler
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Design Science ◽  
Science Research ◽  
Integrated Approach ◽  
Product Line ◽  
Content Type ◽  
Dynamic Techniques

Purpose – The purpose of this paper is to present the proposal of a Product Line (PL)-based approach for Business Process Management (BPM) projects that cover the entire BPM lifecycle and proposes integrating it with dynamic techniques still not used together. Design/methodology/approach – The authors carried out this work using the design science research methodology. The authors assessed the proposed approach using a classification procedure created through a series of specific attributes, which enables a comparison of the proposed integrated approach with related works selected from a systematic literature review. Findings – The comparative assessment has shown that the proposed approach presents the most comprehensive solution than any other similar one suggested for the same purpose, mainly in terms of the coverage of the entire BPM lifecycle and dynamic techniques. Research limitations/implications – Due to the high-level conceptual nature of the proposed approach, the authors could not evaluate it also in terms of some controlled experiment or a case study. Originality/value – The proposed approach aims at improving the management of business processes in organizations in a systematic way using concepts and techniques that exist in other areas, but not widely used together yet, such as BPM, service-oriented computing, and Software PL.

Business Process Management as a Critical Success Factor in EIS Implementation

2011 ◽  
pp. 625-637
Author(s):  
Vladimír Modrák
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Success Factor ◽  
Enterprise Information System ◽  
Enterprise Information ◽  
Organization Management ◽  
Critical Success ◽  
Effective Organization

Nowadays, the implementation of business process management modern tools in companies becomes a mater of acceptation of an effective organization management. The first ultimate precondition for achieving this goal is a properly structured company. An attention in the study is placed on business process reengineering due to preparing preconditions for smooth implementation of enterprise information system (EIS). Since there are differences between tools of business processes redesign and information systems development, then a main focus was on overcoming existing semantic gaps. With aim to solve this problem the specific modeling method has been used that was clear for company’s staff and usable for EIS designers. Used modeling approach was supported by QPR software.

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.

Business Process Management as a Critical Success Factor in EIS Implementation

2010 ◽  
pp. 24-36
Author(s):  
Vladimír Modrák
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Success Factor ◽  
Enterprise Information System ◽  
Enterprise Information ◽  
Organization Management ◽  
Critical Success ◽  
Effective Organization

Nowadays, the implementation of business process management modern tools in companies becomes a mater of acceptation of an effective organization management. The first ultimate precondition for achieving this goal is a properly structured company. An attention in the study is placed on business process reengineering due to preparing preconditions for smooth implementation of enterprise information system (EIS). Since there are differences between tools of business processes redesign and information systems development, then a main focus was on overcoming existing semantic gaps. With aim to solve this problem the specific modeling method has been used that was clear for company’s staff and usable for EIS designers. Used modeling approach was supported by QPR software.

Benefits and Challenges for Business Process Management in the Cloud

2015 ◽  
Vol 5 (2) ◽  
pp. 80-104 ◽  
Author(s):  
Ute Riemann
Keyword(s):  
Cloud Computing ◽  
Business Process ◽  
Information Exchange ◽  
Business Process Management ◽  
Process Management ◽  
Business Models ◽  
Business Processes ◽  
Cloud Services ◽  
Cloud Infrastructure ◽  
Business Application

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.

A theory of contingent business process management

2019 ◽  
Vol 25 (6) ◽  
pp. 1291-1316 ◽  
Author(s):  
Sarah Zelt ◽  
Jan Recker ◽  
Theresa Schmiedel ◽  
Jan vom Brocke
Keyword(s):  
Information Processing ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Empirical Studies ◽  
Theory Development ◽  
Process Performance ◽  
Research Strategies ◽  
Content Type

Purpose Many researchers and practitioners suggest a contingent instead of a “one size fits all” approach in business process management (BPM). The purpose of this paper is to offer a contingency theory of BPM, which proposes contingency factors relevant to the successful management of business processes and that explains how and why these contingencies impact the relationships between process management and performance. Design/methodology/approach The authors develop the theory by drawing on organizational information processing theory (OIPT) and applying an information processing (IP) perspective to the process level. Findings The premise of the model is that the process management mechanisms such as documentation, standardization or monitoring must compensate for the uncertainty and equivocality of the nature of the process that has to be managed. In turn, managing through successful adaptation is a prerequisite for process performance. Research limitations/implications The theory provides a set of testable propositions that specify the relationship between process management mechanisms and process performance. The authors also discuss implications of the new theory for further theorizing and outline empirical research strategies that can be followed to enact, evaluate and extend the theory. Practical implications The theory developed in this paper allows an alternative way to describe organizational processes and supports the derivation of context-sensitive management approaches for process documentation, standardization, monitoring, execution and coordination. Originality/value The theoretical model is novel in that it provides a contextualized view on BPM that acknowledges different types of processes and suggests different mechanisms for managing these. The authors hope the paper serves as inspiration both for further theory development as well as to empirical studies that test, refute, support or otherwise augment the arguments.

A Service-Oriented After-Sales Services System in Mechanical Engineering Industry

2013 ◽  
Vol 307 ◽  
pp. 447-450
Author(s):  
Shu Ping Lu ◽  
Kuei Kai Shao ◽  
Kuo Shu Luo
Keyword(s):  
Management System ◽  
Mechanical Engineering ◽  
Business Process Management ◽  
Process Management ◽  
Content Management ◽  
Engineering Industry ◽  
Enterprise Content Management ◽  
Service Oriented ◽  
Customer Services

This paper presents a service-oriented After-sales services system in Mechanical Engineering Industry. Typical After-sales services include status tracking services by customers, customer services, assignors and assignees. Therefore, the proposed After-sales service tracking management system work in the progress from the case study is conducted. Our system can connect with other service-related systems, such as enterprise content management repository system and business process management system. The After-sales services system is developed by consulting and visiting the machine tools manufacturers.

Social business process management

2019 ◽  
Vol 26 (1) ◽  
pp. 191-211
Author(s):  
Patricia Bazan ◽  
Elsa Estevez
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
New Technologies ◽  
State Of The Art ◽  
Implicit Knowledge ◽  
Social Software ◽  
Social Business ◽  
Content Type

Purpose The purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area. Design/methodology/approach The methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 51 papers that were selected and analyzed in depth. Findings Main results show that there are several studies investigating modeling approaches for socializing process activities and for capturing implicit knowledge possessed and used by process actors, enabling to add some kind of flexibility to business processes. However, despite the proven interest in the area, there are not yet adequate tools providing effective solutions for Social BPM. Based on our findings, the authors propose a research agenda comprising three main lines: contributions of social software (SS) to Social BPM, Social BPM as a mechanism for adding flexibility to and for discovering new business processes and Social BPM for enhancing business processes with the use of new technologies. The authors also identify relevant problems for each line. Practical implications Some SS tools, like wikis, enable managing social aspects in executing business processes and can be used to coordinate simple business processes. Despite they are commonly used, they are not yet mature tools supporting Social BPM and more efficient tools are yet to appear. The lack of tools preclude organizations from benefitting from implicit knowledge owned by and shared among business process actors, which could contribute to better-informed decisions related to organizational processes. In addition, more research is needed for considering Social BPM as an approach for organizations to benefit from the adoption of new technologies in their business processes. Originality/value The paper assesses the state of the art in Social BPM, an incipient area in research and practice. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, the use of social software, including social media tools, for leveraging on implicit knowledge shared by business process actors to improving efficiency of business processes.

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