scholarly journals THE MANAGEMENT SYSTEM OF BUSINESS PROCESS EFFICIENCY

2017 ◽  
pp. 66-74 ◽  
Author(s):  
Alina Igorevna Lykova
Keyword(s):  
Performance Management ◽  
Business Process ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Process Efficiency ◽  
Process Performance

Business process management and performance management merge with each other as business process management evolves. Efficiency is a characteristic of the system in terms of the ratio of costs and results of its functioning, ability to lead to given results. Efficiency in the concept of process management is the measurement of predefined operational characteristics of the process: qualitative and / or quantitative indicators that characterize the process. The main indicators of process efficiency are the process efficiency indices. In addition, in the theory of performance management key performance indicators are emitted. Although they have much in common (relatively constant, measurable, assess progress, etc.), the main difference between these indicators is that process performance indicators measure operational efficiency, while key performance indicators represent the business objectives that the company wants to achieve at a strategic level. There are different types of the process performance indicators: productivity and effectiveness, temporary, costly, high-quality; early and late. Process performance indicators are assigned to each process to monitor its effectiveness and to correlate the achievement of the process goal and the costs to achieve this goal. The establishment of key performance indicators depends on the organization's strategy and is implemented using methodologies developed and tested in practice, the most popular of which is the Balanced Scorecard. With the purpose of forming a control loop for the efficiency of business processes, the principles of managing the efficiency of processes are singled out: the level of development of performance management directly depends on the level of process maturity of the organization; when analyzing the process, performance indicators are primary, and then productivity; understanding customer motivation when evaluating the process; evolutionary measurement of effectiveness. The performance management framework of business processes consists of planning, execution (which also consists of performance monitoring processes for each selected process), verification and updating.

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.

Managers Performance Indicators System Management of in the Conditions of Various Business Processes Realization in the Microeconomic Aspect

2016 ◽  
Vol 5 (2) ◽  
pp. 74-79
Author(s):  
Котмышев ◽  
S. Kotmyshev ◽  
Кузнецова ◽  
I. Kuznetsova ◽  
Гагаринский ◽  
...  
Keyword(s):  
Business Process ◽  
Performance Indicators ◽  
Business Process Management ◽  
Work Performance ◽  
Metal Cutting ◽  
Process Management ◽  
Business Processes ◽  
Effective Work ◽  
Industrial Enterprises ◽  
Operational Level

This article discusses the problem of the effective work of managers of industrial enterprises, which is the basis of economic development in modern Russia. The authors suggest that the management of the system of performance indicators in managers in the conditions of realization of various business processes can reduce the risk of crises in the enterprise, and improve the efficiency of labor management and productivity in the company in a whole. According to the authors, improving the efficiency of management in the conditions of implementation of the various business processes of industrial enterprises is an integral element of the overall strategic development of the company. The article presents the results of work performance assessment of managers in the implementation of business process management. In this article there is developed performance business process management on the example of the metal cutting enterprise management levels: the corporate level, the first operational level, the second operational level, and the line level. For these indicators the performers are defi ned and criteria are given.

scholarly journals Optimización y cuantificación de procesos utilizando BPM - Process Optimization and Quantification using BPM

2013 ◽  
Author(s):  
Esteban Tocto Cano
Keyword(s):  
Process Optimization ◽  
Business Process ◽  
Performance Indicators ◽  
Business Process Management ◽  
Process Management ◽  
Key Performance Indicators

Se muestra una propuesta para la Optimización y la Cuantificación de Procesos usando herramientas Business Process Management (BPM) en el ámbito universitario. Se optimizó y automatizó el Proceso de Gestión de Prácticas Pre Profesionales (PGPP) de la Universidad Peruana Unión, filial Tarapoto (UPeU FT). El desarrollo del modelo se realizó en función a entrevistas en el nivel operativo como a nivel de dirección, la optimización del proceso se efectuó utilizando una herramienta para la construcción de modelos BPM. La herramienta cuenta con diferentes utilitarios los cuales permitieron redefinir los procesos, subprocesos, tareas, entregables, roles, responsabilidades. En términos de la medición de efectividad del proceso propuesto se implementó en la solución una serie de Key Performance Indicators (KPI’s) que permitieron la medición de la efectividad de la solución puesta. El enfoque cuantitativo, así la definición y trabajo con los indicadores fueron definidos en función a los diversos principios expuestos en la metodología de BPM.

scholarly journals EVALUATION OF EFFECTIVENESS OF DEVELOPING BUSINESS PROCESSES ON ENTERPRISES OF OIL AND GAS INDUSTRY

2018 ◽  
pp. 45-50
Author(s):  
Elena Prokofievna Karlina ◽  
Elina Victorovna Polyanskaya ◽  
Anna Nikolaevna Tarasova
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Business Processes ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Key Performance Indicators ◽  
Gas Industry ◽  
The Balanced Scorecard ◽  
Effective Organization

In conditions of high competition on the global markets Russian oil and gas companies are increasingly focusing on the creation of effective system of governance which would allow to concentrate the efforts of the company staff on increasing profitability and maximizing market value, one of the tools for the achievement of which is the effective organization of business processes. The study of LUKOIL, PJSC activity in management of business segments allowed to formulate a conclusion about the appropriateness of the use of the balanced scorecard for performance management of business processes. Building and implementation of the system of key performance indicators is carried out subject to the features of the strategic directions of the company and business segments, which helped to identify two subsystems of its development for LUKOIL, PJSC: key performance indicators for the evaluation of the company as a whole and key indicators for the evaluation of business processes. On the basis of the process approach the key performance indicators of the business process "Well construction management" have been formed and concretized reflecting the industry specifics of the operating and financial activities of the oil and gas industry.

scholarly journals Optimización y cuantificación de procesos utilizando bpm

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Esteban Tocto
Keyword(s):  
Business Process ◽  
Performance Indicators ◽  
Business Process Management ◽  
Process Management ◽  
Key Performance Indicators

Se muestra una propuesta para la Optimización y la Cuantificación de Procesos usando herramientas Business Process Management (BPM) en el ámbito universi- tario. Se optimizó y automatizó el Proceso de Gestión de Prácticas Pre Profesiona- les (PGPP) de la Universidad Peruana Unión, filial Tarapoto (UPeU FT). El desarrollo del modelo se realizó en función a entrevistas en el nivel operativo como a nivel de dirección, la optimización del proceso se efectuó utilizando una herramienta para la construcción de modelos BPM. La herramienta cuenta con diferentes utilitarios los cuales permitieron redefinir los procesos, subprocesos, tareas, entregables, roles, responsabilidades. En términos de la medición de efectividad del proceso propuesto se implementó en la solución una serie de Key Performance Indicators (KPI’s) que permitieron la medición de la efectividad de la solución puesta. El enfo- que cuantitativo, así la definición y trabajo con los indicadores fueron definidos en función a los diversos principios expuestos en la metodología de BPM.

scholarly journals Optimización y cuantificación de procesos utilizando BPM - Process Optimization and Quantification using BPM

2011 ◽  
pp. 23-44
Author(s):  
Esteban Tocto Cano
Keyword(s):  
Process Optimization ◽  
Business Process ◽  
Performance Indicators ◽  
Business Process Management ◽  
Process Management ◽  
Key Performance Indicators

Se muestra una propuesta para la Optimización y la Cuantificación de Procesos usando herramientas Business Process Management (BPM) en el ámbito universitario. Se optimizó y automatizó el Proceso de Gestión de Prácticas Pre Profesionales (PGPP) de la Universidad Peruana Unión, filial Tarapoto (UPeU FT). El desarrollo del modelo se realizó en función a entrevistas en el nivel operativo como a nivel de dirección, la optimización del proceso se efectuó utilizando una herramienta para la construcción de modelos BPM. La herramienta cuenta con diferentes utilitarios los cuales permitieron redefinir los procesos, subprocesos, tareas, entregables, roles, responsabilidades. En términos de la medición de efectividad del proceso propuesto se implementó en la solución una serie de Key Performance Indicators (KPI’s) que permitieron la medición de la efectividad de la solución puesta. El enfoque cuantitativo, así la definición y trabajo con los indicadores fueron definidos en función a los diversos principios expuestos en la metodología de BPM.

scholarly journals Is Business Process Management (BPM) Ready for Ambidexterity? Conceptualization, Implementation Guidelines and Research Agenda

2021 ◽  
Vol 13 (4) ◽  
pp. 1906
Author(s):  
Tomasz Helbin ◽  
Amy Van Looy
Keyword(s):  
Business Process ◽  
Research Agenda ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Process Efficiency ◽  
Organizational Capability ◽  
Implementation Guidelines ◽  
Research Gap ◽  
Operational Excellence

Business Process Management ambidexterity is a nascent concept providing a philosophy and framework for organizations to radically innovate their business processes, while maintaining their capabilities in process efficiency and operational excellence. Considering the novelty of this topic, there is not yet an agreed conceptualization of the term, nor a consolidated view on related implementation guidelines. We aim to address this research gap through a Systematic Literature Review, where we provide a dual conceptualization that focuses on (1) the equilibrium balance between explorative and exploitative processes, as well as (2) the organizational capability to support exploration and exploitation. Based on this conceptualization, we provide consolidated guidelines for practitioners, including decision steps, followed by a research agenda in order to let this promising domain further advance.

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