scholarly journals Analisis Proses Bisnis pada Dinas Perdagangan Kota XYZ dengan Menggunakan Business Process Management Lifecycle

2020 ◽  
Vol 4 (1) ◽  
pp. 71-83
Author(s):  
Hendy Maulana Jaya Saputra ◽  
Deya Elisda Marviainyda ◽  
Riska Ayu Larasatu ◽  
Muhammad Zabarij Almasz Addaffa ◽  
Lovinta Happy Atrinawati
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Process Improvements ◽  
Analysis And Evaluation ◽  
The Republic ◽  
Business Process Modeling Notation ◽  
The Stability ◽  
Trade Office

The XYZ City Trade Office is a government organization that is engaged in regulating the stability of staple food through trade activities in XYZ City. This study aims to identify the existing business processes at the XYZ City Trade Office, in addition to being identified, this study will also conduct an analysis and improvement and redesign of the business processes currently being implemented by the XYZ City Trade Office. The steps taken to identify business processes are by conducting interviews related to the duties and functions of each entity and the Office to stakeholders in the XYZ City Trade Office. The methodology used to identify, describe, analyze and redesign business processes is the Business Process Life Cycle (BPM Lifecycle). The identification results are 36 business processes, and 3 of them are export business processes, import business processes, and processes Business Can Send and Evaluate. In all three business processes further evaluation and analysis are carried out. The analysis and evaluation is to first describe the business process in the form of business process modeling notation (BPMN) using bizagi modeller, then measure the quality of business processes, and analyze weaknesses, and compare with the duties and functions of the Ministry of Trade of the Republic of Indonesia, so that improvements to the process for the third the business process. Improvements for the Export and Import business processes are by adding oversight processes at the shipping stage, and business process improvements Conducting Shipment and Evaluation is by removing the activities of Giving Delivery News.   Keywords: Business Process, BPMN, BPM Lifecycle, Bizagi Modeller

Business Process Reuse and Standardization with P2P Technologies

2010 ◽  
pp. 516-529 ◽  
Author(s):  
José A. Rodrigues Nt ◽  
Jano Moreira de Souza ◽  
Geraldo Zimbrão ◽  
Geraldo Xexéo ◽  
Mutaleci Miranda
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Human Factor ◽  
Peer To Peer ◽  
Integrated System ◽  
Process Models ◽  
Cultural Changes

Business Process Management (BPM) brings together the idea of effectively managing organizations and properly using Information Technology to fulfill organizations’ needs. For this purpose, BPM systems are largely used nowadays. However, most process models are started from scratch, not having reuse promoted. Sometimes, large enterprises have the same business process implemented in a variety of ways due to differences in their departmental cultures or environments, even when using a unique integrated system. Additionally, although technology plays an important role in actually improving organizations, the human factor is still fundamental, since any improvement attempt goes through cultural changes. In this chapter, a peer-to-peer (P2P) tool is proposed as a way to cooperatively develop business processes models, minimizing the time needed to develop such models, reducing the differences among similar processes conducted in distinct organizational units, enhancing the quality of models, promoting reuse, and distributing knowledge.

scholarly journals Exploring potentials of digital nudging for business processes

2020 ◽  
Vol 26 (6) ◽  
pp. 1329-1347
Author(s):  
Sandra Bammert ◽  
Ulrich Matthias König ◽  
Maximilian Roeglinger ◽  
Tabitha Wruck
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Future Research ◽  
Content Type ◽  
Process Improvements ◽  
Business Environments ◽  
Digital Nudging ◽  
Agile Process

PurposeBusiness process improvement is vital for organizations as business environments are becoming ever more volatile, uncertain, complex and ambiguous. Process improvement methods help organizations sustain competitiveness. Many existing methods, however, do not fit emerging business environments as they entail initiatives with long implementation times, high investments and limited involvement of process participants. What is needed are agile process improvement approaches. The purpose of this paper is to explore the potential of digital nudging – a concept offering tools that lead individuals to better decisions – to improve business processes.Design/methodology/approachUsing process deviance as theoretical lens, an online experiment with 473 participants is conducted. Within the experiment, business processes and digital nudges are implemented to examine whether digital nudging can mitigate the weaknesses of existing process improvement methods.FindingsDigital nudging can influence the decisions of process participants and entail positive process deviance that leads to process improvement opportunities. Further, the research gives a first hint on the effectiveness of different digital nudges and lays the foundation for future research.Research limitations/implicationsSince exploring a completely new field of research and conducting the experiment in a synthetic environment, the paper serves as a first step toward the combination of digital nudging, business process improvements and positive process deviance.Originality/valueThe major achievement reported in this paper is the exploration of a new field of research. Thus, digital nudging shapes up as a promising foundation for agile process improvement, a discovery calling for future research at the intersection of digital nudging and business process management.

Semantically Enhanced Business Process Modeling Notation

2011 ◽  
pp. 259-275 ◽  
Author(s):  
Witold Abramowicz ◽  
Agata Filipowska ◽  
Monika Kaczmarek ◽  
Tomasz Kaczmarek
Keyword(s):  
Business Process ◽  
Process Modeling ◽  
Process Model ◽  
Process Management ◽  
Business Processes ◽  
Business Process Modeling ◽  
Semantic Web Technologies ◽  
Enterprise Models ◽  
Semantically Enhanced ◽  
Business Process Modeling Notation

Semantic Business Process Management (SBPM) bridges the gap between business and IT by taking advantage of the Semantic Web technologies. The foundation for SBPM is the detailed ontological description of enterprise models. These models encompass also business processes taking place in enterprises. Within this chapter, we show how the process-oriented knowledge may be captured for the needs of SBPM. For this reason, we describe semantically enhanced Business Process Modeling Notation (sBPMN) being a conceptualization of one of the main process modeling notations with the fast growing popularity among the tool vendors, namely BPMN. The sBPMN ontology is based on the BPMN specification and may be used as a serialization format by the BPMN modeling tools, thus, making creation of annotations invisible to users. In this chapter, we also present an example of a process model description.

The Dichotomy of Modeling and Execution

2011 ◽  
pp. 70-91 ◽  
Author(s):  
Matthias Kloppmann ◽  
Dieter Koenig ◽  
Simon Moser
Keyword(s):  
Business Process ◽  
Process Modeling ◽  
Process Management ◽  
Business Processes ◽  
Graphical Modeling ◽  
Service Component Architecture ◽  
Component Architecture ◽  
Business Process Execution ◽  
Business Process Modeling Notation ◽  
User Tasks

This chapter introduces a set of languages intended to model and run business processes. The Business Process Modeling Notation 1.1 (BPMN) is a notation used to graphically depict business processes. BPMN is able to express choreographies, i.e. the cooperation of separate, autonomous business processes to jointly achieve a larger scenario. Since BPMN is only a notation, there is no specification for a meta-model that allows rendering BPMN choreographies into an executable form. This chapter describes how the Service Component Architecture (SCA) and the Web Services Business Process Execution Language (WS-BPEL) help to close that gap. BPMN, SCA and WS-BPEL can jointly be used and combined to model, deploy and execute business process choreographies. We will also integrate the related BPEL4People specification, since BPMN allows human ‘user tasks’, but WS-BPEL focuses only on automated business process. The authors argue that, based on these specifications, the dichotomy between modeling and execution can be addressed efficiently. In this chapter, we will show that a key aspect of the future of Business Process Management is to combine graphical modeling (via BPMN) with a precise specification of an executable business process (via WS-BPEL and related standards).

Business Process Reuse and Standardization with P2P Technologies

2010 ◽  
pp. 518-531
Author(s):  
José A. Rodrigues Nt ◽  
Jano Moreira de Souza ◽  
Geraldo Zimbrão ◽  
Geraldo Xexéo ◽  
Mutaleci Miranda
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Human Factor ◽  
Peer To Peer ◽  
Integrated System ◽  
Process Models ◽  
Cultural Changes

Business Process Management (BPM) brings together the idea of effectively managing organizations and properly using Information Technology to fulfill organizations’ needs. For this purpose, BPM systems are largely used nowadays. However, most process models are started from scratch, not having reuse promoted. Sometimes, large enterprises have the same business process implemented in a variety of ways due to differences in their departmental cultures or environments, even when using a unique integrated system. Additionally, although technology plays an important role in actually improving organizations, the human factor is still fundamental, since any improvement attempt goes through cultural changes. In this chapter, a peer-to-peer (P2P) tool is proposed as a way to cooperatively develop business processes models, minimizing the time needed to develop such models, reducing the differences among similar processes conducted in distinct organizational units, enhancing the quality of models, promoting reuse, and distributing knowledge.

Path Mining in Web Processes Using Profiles

2011 ◽  
pp. 896-901 ◽  
Author(s):  
Jorge Cardoso
Keyword(s):  
Data Mining ◽  
Quality Of Service ◽  
Business Process ◽  
Management System ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Data Mining Techniques ◽  
Using Data

Business process management systems (BPMSs) (Smith & Fingar, 2003) provide a fundamental infrastructure to define and manage business processes, Web processes, and workflows. When Web processes and workflows are installed and executed, the management system generates data describing the activities being carried out and is stored in a log. This log of data can be used to discover and extract knowledge about the execution of processes. One piece of important and useful information that can be discovered is related to the prediction of the path that will be followed during the execution of a process. I call this type of discovery path mining. Path mining is vital to algorithms that estimate the quality of service of a process, because they require the prediction of paths. In this work, I present and describe how process path mining can be achieved by using data-mining techniques.

scholarly journals Tools of improving the quality of tourist services in the conditions of competition

2021 ◽  
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Effective Means ◽  
Quality Criteria ◽  
Tourism Industry ◽  
Process Approach ◽  
Tourism Enterprises

The article examines the theoretical and practical principles of business process management in the field of tourism. The factors are given and their influence on creation of qualitative tourist service is investigated; the most essential quality criteria influencing activity of the enterprises of tourist sphere are resulted. The subject of the article is the aspects of business process management of modern tourism enterprises, the management of which should be aimed at ensuring the competitiveness of tourism services. To this end, attention is focused on the quality of tourist services in view of the strengthening of individualization of demand. Objective: to consider the structuring of tourist services, to identify general and specific components that are inherent in the tourist offer, to explore the features of the process approach to business process management in the tourism industry through the prism of interpretations of modern scientists. The following general scientific methods were used in the research: analytical, descriptive, comparative, systematic, systemic. The following results were obtained: it was proved that the process approach is a modern, powerful and effective means of managing the activities of a tourist enterprise and significantly improves the quality of tourist services. However, in practice, due to the specifics of the tourism business, the separation of business processes of the tourism enterprise is a difficult task. Conclusions: the main essential properties of the business process of a tourist enterprise are separated, which characterize it as a set of interconnected operations, including organization, interdependence, efficiency, continuity, convenience, application of Internet technologies to increase efficiency and effectiveness of business processes of tourist enterprises. . The business process inherent in the tourist enterprise that distinguishes it from set of the enterprises of other spheres is offered.

scholarly journals Enterprise Competitiveness Assessment Methodology

2018 ◽  
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Assessment Methodology ◽  
Relevant Market ◽  
Dynamic Component ◽  
Enterprise Competitiveness ◽  
Integral Indicator

The purpose of writing this article is to develop an enterprise competitiveness assessment methodology, taking into account the specifics of business process management. The basic characteristics of this property, objective and subjective principles, and a number of initial requirements were taken into account when developing the enterprise competitiveness assessment methodology. It was proposed to calculate two integral indicators: the first provides a static assessment of the competitiveness of an enterprise in comparison with selected competitors at a particular point in time, the second indicator demonstrates in dynamics the level of synchronization of the enterprise with the relevant market. To assess the static component of enterprise competitiveness, the taxonomy method was chosen as the method for constructing an integral indicator. The proposed integral indicator ‒ an indicator of the development level ‒ will evaluate the totality of financial, managerial and marketing indicators that characterize the results of the flow of both basic and equally important management business processes, some significant serving business processes in the enterprise, and take into account the overall assessment of the quality of business processes management. An algorithm was proposed for evaluating the indicator “Quality of Business Process Management” based on the point method. The assessment algorithm can be used both for business entities just starting to implement business process management, and for those who already have successful experience using this approach. The dynamic component of enterprise competitiveness assessment characterizes the level of perception by an enterprise of market conditions. The calculation of the integral indicator of the dynamic estimate was based on the averaging of the four indices based on the geometric average. The indices were built on the basis of a comparison of the following basic indicators and their growth rates: profitability of sales of the enterprise, average profitability of sales in the market, volume of sales of the enterprise, real market capacity.

Business Process Modeling

2012 ◽  
pp. 32-50 ◽  
Author(s):  
Donald R. Chand ◽  
Alina M. Chircu
Keyword(s):  
Business Process ◽  
Process Modeling ◽  
Process Management ◽  
Business Processes ◽  
Business Process Modeling ◽  
Modeling Tools ◽  
Activity Diagram ◽  
It Systems ◽  
Business Process Modeling Notation ◽  
Uml Activity Diagram

This chapter presents a variety of business process modeling notations that range from programming logic flowcharts to the new standard, BPMN (Business Process Modeling Notation), as put forth by the Business Process Management Initiative (BPMI) (http://www.bpmi.org). Specifically, it discusses (1) the use of unstructured programming flowcharts in modeling business processes and their adaptation in process flow diagramming notation, (2) the UML activity diagram, and (3) BPMN, a comprehensive notation for documenting and modeling complex business processes. Using simple examples, this chapter brings out the inherent complexity of modeling business processes and the need for modeling tools that synchronize and align the mental models of business users, process analyst and information technology (IT) systems developers in order to correctly represent the intended process.

Measurement and Maturity of Business Processes

2011 ◽  
pp. 532-556 ◽  
Author(s):  
Laura Sanchez ◽  
Andrea Delgado ◽  
Francisco Ruiz ◽  
Felix Garcia ◽  
Mario Piattini
Keyword(s):  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Maturity Model ◽  
Process Maturity ◽  
Maturity Models ◽  
Process Measures ◽  
Quality Of Products ◽  
Business Process Maturity

The underlying premise of process management is that the quality of products and services is largely determined by the quality of the processes used to develop, deliver and support them. A concept which has been closely related to process quality over the last few years is the maturity of the process and it is important to highlight the current proposal of Business Process Maturity Model (BPMM), which is based on the principles, architecture and practices of CMM and CMMI for Software and describes the essential practices for the development, preparation, deployment, operations and support of product and service offers from determining customer needs. When maturity models are in place, it is important not to forget the important role that measurement can play, being essential in organizations which intend to reach a high level in the maturity in their processes. This is demonstrated by observing the degree of importance that measurement activities have in maturity models. This chapter tackles the Business Process Maturity Model and the role that business measurement plays in the context of this model. In addition, a set of representative business process measures aligned with the characteristics of BPMM are introduced which can guide organizations to support the measurement of their business processes depending on their maturity.

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