Business Process Management Systems for Supporting Individual and Group Decision Making

2011 ◽  
pp. 61-68
Author(s):  
Amit V. Deokar ◽  
Omar F. El-Gayar
Keyword(s):  
Decision Making ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Organizational Processes ◽  
Key Technology ◽  
Process Support ◽  
It Systems ◽  
Collaborative Decision

The complexities involved in managing intrafunctional as well as interfunctional activities have triggered many organizations to deploy large information technology (IT) systems such as ERP and CRM. While such systems have focused mainly on providing solutions to problems such as enterprise-wide application integration and customer driven revenue management, one of the prime issues of managing coordination among activities in organizational processes has not gained adequate attention and support. Business process management (BPM) systems have emerged as a key technology primarily in the past two decades with a goal of providing process support to organizations and supporting better decision making. This article focuses on highlighting this role of BPM systems while discussing some of the recent advances and approaches from a decision making standpoint, both for supporting individual and collaborative decision making activities.

Business Process Management Systems for Supporting Individual and Group Decision Making

2011 ◽  
pp. 1429-1437
Author(s):  
Amit V. Deokar ◽  
Omar F. El-Gayar
Keyword(s):  
Decision Making ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Organizational Processes ◽  
Key Technology ◽  
Process Support ◽  
It Systems ◽  
Collaborative Decision

The complexities involved in managing intrafunctional as well as interfunctional activities have triggered many organizations to deploy large information technology (IT) systems such as ERP and CRM. While such systems have focused mainly on providing solutions to problems such as enterprise-wide application integration and customer driven revenue management, one of the prime issues of managing coordination among activities in organizational processes has not gained adequate attention and support. Business process management (BPM) systems have emerged as a key technology primarily in the past two decades with a goal of providing process support to organizations and supporting better decision making. This article focuses on highlighting this role of BPM systems while discussing some of the recent advances and approaches from a decision making standpoint, both for supporting individual and collaborative decision making activities.

Business Process Management Systems for Supporting Individual and Group Decision Making

2009 ◽  
pp. 983-991
Author(s):  
Amit V. Deokar ◽  
Omar F. El-Gayar
Keyword(s):  
Decision Making ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Organizational Processes ◽  
Key Technology ◽  
Process Support ◽  
It Systems ◽  
Collaborative Decision

The complexities involved in managing intrafunctional as well as interfunctional activities have triggered many organizations to deploy large information technology (IT) systems such as ERP and CRM. While such systems have focused mainly on providing solutions to problems such as enterprise-wide application integration and customer driven revenue management, one of the prime issues of managing coordination among activities in organizational processes has not gained adequate attention and support. Business process management (BPM) systems have emerged as a key technology primarily in the past two decades with a goal of providing process support to organizations and supporting better decision making. This article focuses on highlighting this role of BPM systems while discussing some of the recent advances and approaches from a decision making standpoint, both for supporting individual and collaborative decision making activities.

scholarly journals The Role of Industry 4.0 and BPMN in the Arise of Condition-Based and Predictive Maintenance: A Case Study in the Automotive Industry

2021 ◽  
Vol 11 (8) ◽  
pp. 3438
Author(s):  
Jorge Fernandes ◽  
João Reis ◽  
Nuno Melão ◽  
Leonor Teixeira ◽  
Marlene Amorim
Keyword(s):  
Business Process ◽  
Automotive Industry ◽  
Industry 4.0 ◽  
Process Model ◽  
Business Process Management ◽  
Process Management ◽  
Predictive Maintenance ◽  
The Evolution Of Industry

This article addresses the evolution of Industry 4.0 (I4.0) in the automotive industry, exploring its contribution to a shift in the maintenance paradigm. To this end, we firstly present the concepts of predictive maintenance (PdM), condition-based maintenance (CBM), and their applications to increase awareness of why and how these concepts are revolutionizing the automotive industry. Then, we introduce the business process management (BPM) and business process model and notation (BPMN) methodologies, as well as their relationship with maintenance. Finally, we present the case study of the Renault Cacia, which is developing and implementing the concepts mentioned above.

Process-centric IT in Practice

2012 ◽  
Vol 14 (3) ◽  
pp. 1-13
Author(s):  
Artur Siurdyban ◽  
Peter Axel Nielsen
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
It Management ◽  
Implementation Project ◽  
Organizational Challenges ◽  
It Systems ◽  
Sales Process ◽  
The Right

This case illustrates and discusses the issues and challenges at Kerrtec Corporation and their effort to establish process-centric IT management. The case describes how one of the company’s employees was tasked with implementing a streamlined sales process, which heavily depended on the supporting IT systems. The paper describes how the implementation project provided directions for improving global competencies to work across boundaries between business and IT in order to successfully manage business processes. The case emphasizes the importance of IT in process management, but at the same time highlights the organizational challenges faced by companies willing to supply their process initiatives with the right blend of IT and business process expertise. Specifically, it discusses the transcendent nature of IT competencies in business process management projects and positions them against possible governance structures.

On Flexibility in Business Process Management Systems

2012 ◽  
pp. 184-198
Author(s):  
Amit V. Deokar ◽  
Nazim Taskin
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Support Systems ◽  
Management Systems ◽  
Literature Study ◽  
Organizational Contexts ◽  
Process Support ◽  
Key Dimensions

Business Process Management Systems (BPMS) provide the necessary infrastructure for managing business processes, in both intra-organizational and inter-organizational contexts. These process support systems also provide the technical support for managing changes in business processes, either at design time or run-time. Consequently, it is necessary for a BPMS to be flexible and amenable to changes at various levels. This chapter highlights key dimensions along which process support systems such as BPMS can be made more flexible, provides an overview of the existing body of knowledge on these dimensions, and motivates the future work in this direction. The intention is to provide the reader a strong starting point for either conducting a more detailed literature study or pursuing further research along any of these dimensions.

Business Process Management

2013 ◽  
pp. 245-301
Keyword(s):  
Best Practices ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Business Units ◽  
Business Operations ◽  
It Systems ◽  
Effective Decision Making ◽  
The Right

As the business competition gets increasingly intensified, a competitive business becomes increasingly dependent upon effective and reliable computing services empowered by integrated IT systems. Effective IT systems in an organization are remarkably delineated with the same characteristics: the right data and information can be delivered to the right user at the right place on time; the underlying IT supports can be easily adapted to the ever-changing business setting so that the first characteristic can be consistently maintained; business intelligence can be incrementally developed to facilitate business operations with the support of effective decision-making at a variety of organizational levels across the organization. IT systems can be effectively integrated through implementing business process management (BPM) – a newly emerging corporate IT concept, philosophy, and technology that help align business operations and IT supports in a competitive manner. This chapter first explores the concept of aligning business processes with IT systems. Surely, computing service processes are derived from the correlated business activities within a business unit or across business units, reflecting corporate best practices. How BPM can be well defined, modeled, and managed while integrating enterprise systems is then discussed. As the best practices evolves along with the changes in business operations for a competitive advantage, approaches to building the necessary agility in support of managing the changes of IT-driven business processes is finally discussed.

scholarly journals BPM and BI in SMEs: The role of BPM/BI alignment in organizational performance

2019 ◽  
Vol 11 ◽  
pp. 184797901987418 ◽  
Author(s):  
Mirjana Pejić Bach ◽  
Vesna Bosilj Vukšić ◽  
Dalia Suša Vugec ◽  
Ana-Marija Stjepić
Keyword(s):  
Literature Review ◽  
Organizational Performance ◽  
Survey Research ◽  
Business Process ◽  
Systematic Literature Review ◽  
Business Intelligence ◽  
Business Process Management ◽  
Process Management

Business intelligence (BI) and business process management (BPM) are widely implemented in various organizations. However, their impact on organizational performance strongly depends on their alignment. Previous research has focused mainly on large companies. Small and medium-sized enterprises (SMEs) also started to use BI and BPM in order to improve their performance. However, the research regarding this issue is scarce. The goal of the article is to examine the interrelationship of BI and BPM and their impact on organizational performance of SMEs. In order to attain this goal, a systematic literature review and a survey research on the sample of SMEs in Croatia and Slovenia have been conducted.

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