A New Business Process Management Model

2009 ◽  
Vol 31 (1) ◽  
pp. 104-111
Author(s):  
Xiang-Ning LI ◽  
Ke-Gang HAO ◽  
Ke ZHAO
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Management Model ◽  
New Business

scholarly journals Business Process Management Model as an Approach to Process Orientation

2021 ◽  
Vol 20 (2) ◽  
pp. 255-266
Author(s):  
M. Gudelj ◽  
M. Delic ◽  
B. Kuzmanovic ◽  
Z. Tesic ◽  
N. Tasic
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Management Model ◽  
Process Orientation

scholarly journals A Preliminary Study on the Priority of Business Evaluating Model for Design Office

2018 ◽  
Vol 167 ◽  
pp. 01003
Author(s):  
Dae Young Kim(a) ◽  
Nak Ku Baek ◽  
Dong Heon Lee ◽  
Dae Young Kim(b) ◽  
Hyoung Chul Lim
Keyword(s):  
Business Process ◽  
Value Chain ◽  
Process Model ◽  
Business Process Management ◽  
Process Management ◽  
Rapid Change ◽  
Management Model ◽  
Business Unit ◽  
Design Office ◽  
Process Architecture

Considering that we are at the initial phase of application Business Process Management model, a sequential application plan must be taken for each unit task. Adapting Business Process Management into the enterprise recourse of the construction industry across all business process could cause problems due to rapid change in corporate operation systems. We finally suggested the definition of Business Process Management model by analyzing each business unit so that we could propose and generalize value chain and business process architecture suitable for design office. Furthermore, by evaluating each business unit (which is included in the business process architecture), based on quantitative standards, we presented a sequential application plan for business process model.

Business Process Management in Financial Services

2012 ◽  
pp. 240-251 ◽  
Author(s):  
Randall E. Duran
Keyword(s):  
North America ◽  
Financial Institutions ◽  
Business Process ◽  
Financial Services ◽  
Business Process Management ◽  
Process Management ◽  
Business Environment ◽  
Agile Development ◽  
Improve Efficiency ◽  
New Business

This chapter examines the context, benefits, and challenges of applying business process management (BPM) to financial services. First, it reviews how processes and technology have evolved in the financial services industry, and identifies how BPM technologies can improve efficiency and profitability of financial institutions. Next, the chapter discusses the strategic benefits that BPM can provide. Agile development of new business ideas, standardization and reuse of processes, and management of business environment complexity are three strategic benefits that are explored. Finally, practical concerns related to applying BPM in banks are examined along with approaches for overcoming common challenges. The observations and analysis presented are based on experiences implementing BPM projects for financial institutions based in Asia, Europe, and North America.

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