Business Process Management

2009 ◽  
pp. 152-171
Author(s):  
Matthew Guah
Keyword(s):  
Project Management ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Implementation Strategies ◽  
Sense Making ◽  
Practice Perspective ◽  
Definition Of

The chapter seeks to advance the practice perspective of VLITP by drawing attention to individual, collective sub-teams and host organizational sense making. It reveals some of the inner workings of VLITP implementation strategies in practice today and attempts to form the theoretical bases for examining a case for BPM in VLITP implementation situations. The chapter looks at various BPM concepts including BPM practices in project management, since the mid 1990’s, though originating from the early 1920s. It introduces three waves of BPM throughout the years before providing a comprehensive definition of BPM in the VLITP situation.

Business Process Management in the Computer Games Industry

2011 ◽  
pp. 383-400
Author(s):  
Fernando Belfo
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
User Interfaces ◽  
Computer Games ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Computer Game ◽  
Management Approach ◽  
Definition Of

Computer games conceptualization and development are processes that have particular features with significant complexity. The life cycle at computer games development should attend the dynamism, the challenge and the opportunities of the game market. Business process management (BPM) pretends to give an alternative perspective of management to the departmental and hierarchical one. Game firm’s business should be seen with an integrated attitude, incentivising employees from different departments to work together in the same process with a common mission and persecuting same objectives. The importance of integrating the strategic level plans and the task level deployment is crucial for increased alignment and so, organizational performance. This can be better done if there is a process strategy definition, which links strategic initiatives with all needs of a process infrastructure. The processes´ standardizing tendency opens the chance to outsource parts of them bringing possible benefits to game firm and customers. The definition of a clear framework at the strategic level allows lower processes description and global business process architecture specification. Other important aspects of business process management approach at computer games industry should include ownership clarification, performance measurement mechanisms and obviously the identification and activation of improvement opportunities. Author elects business processes customization, integration of flows between firm and its supply chain partners and superior user interfaces using specialized workflow tools as being three improvement opportunities at games industry. In addition to those components, three additional extra concepts are considered critical to have a complete understanding of BPM. They are the conscious process management, the macro process management and the centrality of process. This chapter is going to follow these vectors in order to understand possible opportunities powered by BPM to gain competitive advantages in computer game industry.

Defining Social Business Process Management

2019 ◽  
Vol 11 (1) ◽  
pp. 68-82
Author(s):  
Dalia Suša Vugec
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Delphi Study ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Traditional Approach ◽  
Social Software ◽  
The Social ◽  
Definition Of

Business process management (BPM) is a holistic discipline which is focused on improving organizational performance by managing the business processes of the organization. In recent decades, it has been widely accepted and implemented across many different organizations with some success. However, there were some issues regarding the traditional approach to BPM, like the reality-model divide, etc. As a response, a new discipline, called social BPM has emerged which is based on the principles of social software. For the purpose of this article, a Delphi study has been conducted with the aim of defining the social BPM as well as to identify its main characteristics. The results are presented in this article, proposing a single definition of social BPM and the list of its characteristics.

Business Process Management in the Computer Games Industry

2012 ◽  
pp. 1267-1285
Author(s):  
Fernando Belfo
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
User Interfaces ◽  
Computer Games ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Computer Game ◽  
Management Approach ◽  
Definition Of

Computer games conceptualization and development are processes that have particular features with significant complexity. The life cycle at computer games development should attend the dynamism, the challenge and the opportunities of the game market. Business process management (BPM) pretends to give an alternative perspective of management to the departmental and hierarchical one. Game firm’s business should be seen with an integrated attitude, incentivising employees from different departments to work together in the same process with a common mission and persecuting same objectives. The importance of integrating the strategic level plans and the task level deployment is crucial for increased alignment and so, organizational performance. This can be better done if there is a process strategy definition, which links strategic initiatives with all needs of a process infrastructure. The processes´ standardizing tendency opens the chance to outsource parts of them bringing possible benefits to game firm and customers. The definition of a clear framework at the strategic level allows lower processes description and global business process architecture specification. Other important aspects of business process management approach at computer games industry should include ownership clarification, performance measurement mechanisms and obviously the identification and activation of improvement opportunities. Author elects business processes customization, integration of flows between firm and its supply chain partners and superior user interfaces using specialized workflow tools as being three improvement opportunities at games industry. In addition to those components, three additional extra concepts are considered critical to have a complete understanding of BPM. They are the conscious process management, the macro process management and the centrality of process. This chapter is going to follow these vectors in order to understand possible opportunities powered by BPM to gain competitive advantages in computer game industry.

scholarly journals Optimization of business process management at the enterprise

2020 ◽  
pp. 79-84
Author(s):  
Nataliia Sarai
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Process Approach ◽  
Enterprise Management ◽  
Organization And Management ◽  
Theoretical Generalization ◽  
Definition Of ◽  
The Impact

Purpose. The aim of the article is the development of theoretical, methodological provisions and practical recommendations for determining the content of business process and process approach in management of the enterprise, substantiation of classification features of grouping business processes and identifying indicators of evaluation of business processes of the enterprise and factors influencing their effectiveness. Methodology of research. The theoretical and methodological basis of the study is the position of modern economic theory, scientific works of domestic and foreign scientists to optimize the management of business processes at the enterprise. The following general scientific methods of research are used to achieve this goal: system-structural and terminological analysis – to streamline the conceptual and terminological apparatus regarding the economic content of the category "business process"; grouping, comparison and theoretical generalization – for the study of scientific works on the problems of business process management at the enterprise; inductions and deductions – to study the classification features of business process grouping and identify business process evaluation indicators at the enterprise; abstract and logical – for theoretical generalization and formulation of conclusions. Findings. The necessity of applying the process approach to the organization and management of the enterprise is substantiated. The economic essence of the category "business process" is determined. It is established that a business process is a structured sequence of actions to perform an appropriate type of activity at all stages of the life cycle of the subject activity. Characteristics of business processes: presence of internal and external users; functioning within and between divisions of the company and between different organizations; based on the way in which the organization works. The main characteristics of quality of business processes of the enterprise are determined, namely: effectiveness; efficiency; adaptability; anti-corruption. Originality. There was further development of the definition of the content of the business process and process approach in management of the enterprise are generalized, the classification features of grouping of business processes are substantiated and the possibilities of application of indicators of estimation of business processes of enterprise and factors of influence on their efficiency in management of domestic enterprises are offered. Practical value.Recommendations are proposed which define the conditions for ensuring optimization of business process management at the enterprise, in particular: application of the process approach to enterprise management; use of a scorecard to evaluate the business processes of an enterprise determining the impact of factors on their effectiveness. Key words: process; business process; process approach; indicator; factor; enterprise management.

scholarly journals Digitalization as a Tool for Ensuring Innovative Development of Restaurant Business

2021 ◽  
Vol 39 (5) ◽  
Author(s):  
Tatyana V. Shtal ◽  
Tetiana O. Staverska ◽  
Viktoriya Yu. Svitlichna ◽  
Sofiia V. Kravtsova ◽  
Lyudmyla N. Kraynyuk ◽  
...  
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Customer Orientation ◽  
Adaptive Models ◽  
Digital Management ◽  
Product Service ◽  
Information And Communication ◽  
Definition Of

The aim of the study is to identify and systematize innovations in the restaurant business in the context of digitalization of business process management. The article proves that the globalization of crisis phenomena in the national and world economy, in particular complicated by the COVID19 pandemic, the variability of the market environment necessitates an innovative orientation of the restaurant business. The definition of “innovation in the restaurant business” as a creative entrepreneurial process of creating and/or improving and commercializing a new product, service or technology with the appropriate transformation of management methods, which increase the efficiency of business processes while bifurcating quality management parameters and form the basis for further development. The classification of the combination of innovations in the restaurant business according to the criteria on the basis of the results of the transformation of the combinatorial clustering of innovations is given. It is proved that digitalization creates a basis for innovative business process management formats of restaurants, which allow to form their own ecosystem of information and communication interaction with consumers and other stakeholders, based on customer orientation, innovation, partnership and synergy. Factors of gradual and rapid digitalization of the restaurant business are highlighted, the combined effect of which necessitates the introduction of adaptive models of innovative digital management by restaurant business owners.

The Business Process Management Systems to Improve the Performance of Universities

2020 ◽  
pp. 56-80
Author(s):  
Paolo Renna ◽  
Carmen Izzo ◽  
Tiziana Romaniello
Keyword(s):  
Higher Education ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
State Regulation ◽  
Management Systems ◽  
Higher Education Management ◽  
Strategic Performance ◽  
Education Management ◽  
Definition Of

Starting from the application of the Business Process Management to support the Higher Education Management System at University of Basilicata, this chapter focuses on the new developments of state regulation that require implementing a strategic performance system to measure, evaluate, and improve system performance in terms of efficiency, effectiveness, quality, outcome, and customer satisfaction. More specifically, the Italian legislative decree n°150/2009 imposes the implementation of a so-called “performance cycle” in all public organizations. One of the pillars of the “performance cycle” is the process management and the definition of the process map. Then, the Business Process Management developed to support the Higher Education Management Systems can be extended to the entire organization to support and manage the integrated cycle of performance of the University. This allows for developing an adequate risk mapping and assessment.

scholarly journals Systematic evaluation of Business Process Management Systems

2018 ◽  
Vol 21 (2) ◽  
Author(s):  
Daniel Calegari ◽  
Andrea Delgado
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Qualitative Evaluation ◽  
Evaluation Process ◽  
Fine Tuning ◽  
Management Systems ◽  
Systematic Evaluation ◽  
Tool Support ◽  
Definition Of

Selecting a Business Process Management Systems (BPMS) for an organization requires a thorough evaluation of its capabilities considering the whole support of the business process lifecycle and the organizational environment in which the BPMS will be used. In a previous work, we have proposed a methodology for the systematic evaluation of BPMS, ensuring the quality of the results and the repeatability of the evaluation process. The methodology envisions a quantitative and qualitative evaluation regarding the fulfillment of key features that BPMS must provide in the context of a given organization. However, it was mostly focused on required functional and non-technical aspects. In this paper, we present the extension of our methodology with a detailed definition of non-functional aspects to be evaluated, a set of test cases for their evaluation, and the development of a case study as a complimentary qualitative evaluation. We also performed a fine tuning of the methodology based on a comprehensive comparison with other existent methodologies and the provision of tool support. To illustrate the approach, we present results from the evaluation of open source and proprietary BPMS which constitute both a validation and assessment of our proposal and a contribution to knowledge regarding the capacities of selected BPMS technologies.

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