scholarly journals BUSINESS PROCESS MANAGEMENT: A LIFE CYCLE APPROACH

2016 ◽  
Author(s):  
THAIS CRISTINA CHAGAS S AZEVEDO
Keyword(s):  
Life Cycle ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Life Cycle Approach

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.

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.

Working with the Business Process Management (BPM) Life Cycle

2015 ◽  
pp. 269-345 ◽  
Author(s):  
Mark von Rosing ◽  
Ulrik Foldager ◽  
Maria Hove ◽  
Joshua von Scheel ◽  
Anette Falk Bøgebjerg
Keyword(s):  
Life Cycle ◽  
Business Process ◽  
Business Process Management ◽  
Process Management

Rola modelu CMMI w organizacjach procesocentrycznych

2013 ◽  
pp. 25-30
Author(s):  
Arkadiusz Jurczuk
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management

W artykule przedstawiono istotę i zasady oceny dojrzałości procesowej przedsiębiorstw oraz rolę modeli dojrzałości w podnoszeniu efektywności organizacji w kontekście paradygmatu Business Process Management. Zasadniczym celem poznawczym artykułu jest określenie zasad oceny dojrzałości według modelu CMMI oraz prezentacja nakładów i efektów wynikających z wdrożenia tego modelu. Wskazano także czynniki determinujące sukces wdrożenia modeli dojrzałości w praktyce biznesowej. (abstrakt oryginalny)

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