New Profession Development

2010 ◽  
pp. 336-358
Author(s):  
Ying Tat Leung ◽  
Nathan S. Caswell ◽  
Manjunath Kamath
Keyword(s):  
Business Process ◽  
Professional Education ◽  
Business Processes ◽  
Ad Hoc ◽  
Process Engineering ◽  
Management Consultants ◽  
Engineering Discipline ◽  
Process Engineer ◽  
Professional Business ◽  
Business Line

Adding engineering discipline to defining and managing the operation of business processes has become a truism although results of practical application have been mixed. This chapter argues that an obstacle to business process (re)engineering is the lack of a business process engineer role with an associated professional education, tools, and community. The main argument derives from an analysis of the domain structure for system design and comparison with existing practices in manufacturing engineering. We observe that: (1) At present there does not exist a profession of business process engineers. Their role in a firm is filled, on an ad-hoc basis, by business line personnel, information technology analysts or architects, and/or management consultants; (2) There is an increasingly critical need to master the subject of business process engineering for an individual firm as well as the general U.S. industry; (3) Other professionals, while having their own specialized skills valuable to a firm, do not necessarily have the optimal skill set for business process engineering. We therefore conclude that there is an urgent need for a professional business process engineer. We discuss the skills required of this profession and briefly describe a first course offered at a university on this subject. We propose that academic institutions should seriously consider such a new program today.

New Profession Development

2011 ◽  
pp. 2275-2297
Author(s):  
Ying Tat Leung ◽  
Nathan S. Caswell ◽  
Manjunath Kamath
Keyword(s):  
Business Process ◽  
Professional Education ◽  
Business Processes ◽  
Ad Hoc ◽  
Process Engineering ◽  
Management Consultants ◽  
Engineering Discipline ◽  
Process Engineer ◽  
Professional Business ◽  
Business Line

Adding engineering discipline to defining and managing the operation of business processes has become a truism although results of practical application have been mixed. This chapter argues that an obstacle to business process (re)engineering is the lack of a business process engineer role with an associated professional education, tools, and community. The main argument derives from an analysis of the domain structure for system design and comparison with existing practices in manufacturing engineering. We observe that: (1) At present there does not exist a profession of business process engineers. Their role in a firm is filled, on an ad-hoc basis, by business line personnel, information technology analysts or architects, and/or management consultants; (2) There is an increasingly critical need to master the subject of business process engineering for an individual firm as well as the general U.S. industry; (3) Other professionals, while having their own specialized skills valuable to a firm, do not necessarily have the optimal skill set for business process engineering. We therefore conclude that there is an urgent need for a professional business process engineer. We discuss the skills required of this profession and briefly describe a first course offered at a university on this subject. We propose that academic institutions should seriously consider such a new program today.

scholarly journals Rekayasa Proses Bisnis Layanan Pengiriman Paket

2021 ◽  
Vol 7 (2) ◽  
Author(s):  
Tiur Gantini ◽  
Yasinta Kurnia Wijaya
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Negative Impact ◽  
Rapid Development ◽  
Process Engineering ◽  
Interview Method ◽  
Package Delivery ◽  
Delivery Services ◽  
Observation Method ◽  
Direct Observation Method

During the pandemic, companies engaged in package delivery did not experience a negative impact, instead they experienced rapid development and new companies emerged. This study discusses business process engineering related to package delivery services in courier companies. Data research was collected through an interview method with one of the staff working in Jalur Nugraha Ekakurir (JNE) company Setrasari Bandung and a direct observation method related to this service. From the data research, it is known that the business processes ‘AS-IS’ are then carried out in business process engineering. It is recommended that agents and branches be able to sort packages so that if the package is in the nearest area it can be sent directly to the intended address according to the type of package chosen by the customer, with costs that include insurance for damage and loss of goods. And the courier on duty has been confirmed to be well trained, passed the test and knows the conditions of the location in the area very well.

A Broader View on Context Models towards Supporting Business Process Agility

2011 ◽  
pp. 337-358 ◽  
Author(s):  
Barbara Thönssen ◽  
Daniela Wolff
Keyword(s):  
Business Process ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Ad Hoc ◽  
Workflow Engine ◽  
Context Aware ◽  
Context Model ◽  
Model Based ◽  
Run Time ◽  
Context Models

Today’s enterprises need to be agile, to be able to cope with unexpected changes, to increasingly be dynamic, and to continually deal with change. Change affecting business processes may range from ad hoc modification to process evolution. In this chapter we present dimensions of change concentrating on a specific ability of an enterprise to deal with change. To support business in being agile we propose a semantically enriched context model based on well known enterprise architecture. We present a context aware workflow engine basing on the context model and on rules which trigger process adaptations during run time.

A Model Driven Methodology for Business Process Engineering

1995 ◽  
Author(s):  
Bipin Chadha
Keyword(s):  
Business Process ◽  
Information Technologies ◽  
Business Processes ◽  
Cost Benefit Analysis ◽  
Process Analysis ◽  
Essential Elements ◽  
Process Engineering ◽  
Process Models ◽  
Improvement Program ◽  
Model Driven

Abstract Having competitive processes has become as important (if not more) as having competitive products. Simply designing good products is not enough to gain competitive edge. Business processes have grown complex and fragmented in an ad-hoc manner. They span several departments and are very inefficient. Often the work being performed conflicts with the organizations’ goals and strategic objectives. Traditional practices and policies tend to encourage this, resulting in being part of the problem instead of being part of the solution. This paper presents a model driven methodology for Business Process Engineering (BPE) to support an organization’s migration to effective, agile and efficient processes. The essential elements of the methodology are process modeling, process analysis, and process execution by utilizing an array of information technologies. The methodology steps depend on process models for understanding, analyzing, simulating, improving, innovating, and implementing the business processes. The methodology starts by defining the goals and objectives of the BPE project. Candidate business processes are identified. The selected strategic “As-Is” business processes are analyzed to find where problems exist. Several techniques are employed to engineer the “To-Be” process. The new process may be a radical departure from the old process. The alternatives are evaluated using cost/benefit analysis. The selected processes are then implemented using a phased approach that relies on information technology solutions alongwith the implementation of recommended organizational and cultural changes. A continuous improvement program is put into place to ensure long term success.

scholarly journals Engineering of business processes in accounting support of cash management

2020 ◽  
pp. 135-148
Author(s):  
Iryna Zamula ◽  
Mykhailo Prodanchuk ◽  
Tatiana Kovalchuk ◽  
Alla Mуhalkiv ◽  
Kostiantyn Simakov
Keyword(s):  
Cash Flow ◽  
Business Process ◽  
Financial Management ◽  
Management System ◽  
Business Processes ◽  
Process Engineering ◽  
Cash Management ◽  
Flow Management ◽  
Cash Flow Management ◽  
Methods And Techniques

Purpose. The purpose of the study is to develop the accounting aspect of business process engineering as the main tool in management. Methodology / approach. The research uses methods of scientific abstraction, grouping and systematization to identify the current state and outline the directions of development of accounting engineering. Methods of analysis and synthesis, as well as the coefficient method for the development of the analytical component of cash management are used. Results. Engineering is an effective tool for optimizing business processes of enterprises. It should be considered as a way of implementation into a certain sphere of human activity non-specific (foreign) tools, techniques, methods, etc., aimed at solving problems that cannot be solved by the existing tools specific to this area of activity. Accounting engineering is the process of developing, designing and implementing innovative tools, methods and techniques borrowed from other sciences that are used to improve accounting as a system that provides information to the management system. It is a platform for generating the accounting information needed to make strategic management decisions. The effect of accounting engineering is analyzed on the example of cash management, as current trends are focusing more and more on cash flow as the main object of financial management of the enterprise. A cash management mechanism based on accounting engineering is proposed, which includes the following stages: cash flow planning and forecasting, adherence to the schedule of receipts and payments within budget limits, evaluation of cash management efficiency. Originality / scientific novelty. It is proved that the need for engineering for accounting science and practice is necessitated by the need to form special ways to solve problems that have remained unresolved for accounting for a long time and could not be solved due to limited methodological approaches, methods and techniques. The influence of accounting engineering on the efficiency of the management system on the example of cash management is outlined. Practical value / implications. The application of business process engineering in cash flow management of the enterprise by assessing the value of the integrated indicator of cash flow management has identified a number of cash flow management problems, their causes, consequences (risks) for the company and provide suggestions to minimize identified risks.

Service-oriented Collaborative Business Processes

2012 ◽  
pp. 116-132 ◽  
Author(s):  
Lai Xu ◽  
Paul de Vrieze ◽  
Athman Bouguettaya ◽  
Peng Liang ◽  
Keith Phalp ◽  
...  
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Ad Hoc ◽  
Business Partners ◽  
The Face ◽  
Service Oriented ◽  
Market Turbulence ◽  
Collaborative Business Process ◽  
Process Oriented ◽  
Set Up

The ability to rapidly find potential business partners as well as rapidly set up a collaborative business process is desirable in the face of market turbulence. Traditional linking of business processes has a large ad hoc character. Implementing service-oriented business process mashup in an appropriate way will deliver the collaborative business process more flexibility, adaptability and agility. In this chapter, we describe new landscape for supporting collaborative business processes. The different solutions and tools for collaborative business process applications are presented. A new approach for supporting situational collaborative business process, process-oriented mashup is introduced. We have highlighted the security and scalability challenges of process-oriented mashups. Further, benefits of using process-oriented mashup are discussed.

Developing Enterprise-wide Business Process Management Capability: A Teaching Case from the Financial Sector

2018 ◽  
Vol 8 (2) ◽  
pp. 192-208 ◽  
Author(s):  
Wasana Bandara ◽  
Charon Abbott ◽  
Paul Mathiesen ◽  
Lara Meyers ◽  
Mindy Nagra
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Ad Hoc ◽  
Student Activities ◽  
Teaching Case ◽  
Management Capability ◽  
Management Approaches ◽  
Key Aspects

Continuously managing business processes is globally a high organisational priority. The necessity for organisation-wide process management approaches (as opposed to ad hoc initiatives) is widely recognised. Yet, the required skills and capabilities for such enterprise-wide BPM is a well-known gap, with little resources to date to address this. This teaching case is based on the Bank of Queensland (BOQ—one of the oldest financial institutions in Australia). The narrative provides an overview of a range of Enterprise level business process management (hereafter referred to as ‘E-BPM’) activities that have taken place to date at BOQ to build its E-BPM capability. The teaching case presents how the development of E-BPM capability is a continuous journey which requires applied management and strong governance, and articulates some of the issues encountered when embedding BPM within an organisational structure. Based on the case, a series of student activities pertaining to E-BPM practices covering key aspects of BPM governance, strategic alignment, culture, people, IT, methods, etc., is provided (with model answers). This case is complemented by a rich set of teaching notes, making it a valuable resource that can be easily and directly applied for E-BPM training.

Business Process Engineering

2011 ◽  
pp. 366-383
Author(s):  
Guillermo Jimenez
Keyword(s):  
Business Process ◽  
Process Model ◽  
Process Management ◽  
Business Models ◽  
Business Processes ◽  
Information Sources ◽  
Process Engineering ◽  
Enterprise Integration ◽  
Body Of Knowledge

In this chapter the authors introduce the role of a business process engineer (BPE) and necessary competencies to define, simulate, analyze, and improve business processes. As a minimal body of knowledge for a BPE we propose two complementary fields: enterprise integration engineering (EIE) and business process management (BPM). EIE is presented as a discipline that enriches business models by providing additional views to enhance and extend the coverage of business models through the consideration of additional elements to those that are normally considered by a process model, such as the inclusion of mission, vision, and strategy which are cornerstone in EIE. A BPE is a person who holistically uses principles of BPE, EIE, and associated tools to build business models that identify elements such as information sources involved, the roles which use and transform the information, and the processes that guide end-to-end transformation of information along the business.

Adaptive Exception Management in Uncertain Environments

2010 ◽  
pp. 232-250
Author(s):  
Mati Golani
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Ad Hoc ◽  
Exception Handling ◽  
Business Practices ◽  
Uncertain Environments ◽  
Turbulent Environments ◽  
Traditional Approaches

The ability to continuously revise business practices is limited when referring to traditional approaches in business process management systems. However, it is essential to organizations aiming at reducing their costs and increasing their revenues. In turbulent environments, the requirement for rapid and continuous changes to business processes, result in less control over the executed activities. As a consequence, process designers are limited in producing solid, well-validated workflow models. This chapter, reviews common approaches to exception handling, focusing especially on adaptive exception handling and introduces a mechanism that allows a flexible ad-hoc generated exception handling using backtracking and forward stepping at a process instance level. A dynamic approach in this domain is required, and can bolster the ability of a business process management system to deal with unexpected situations and to resolve, in runtime, scenarios in which such resolution both is called for and does not violate any business process constraints.

scholarly journals Eligibility of BPMN Models for Business Process Redesign

Information ◽  
2019 ◽  
Vol 10 (7) ◽  
pp. 225 ◽  
Author(s):  
George Tsakalidis ◽  
Kostas Vergidis ◽  
Georgia Kougka ◽  
Anastasios Gounaris
Keyword(s):  
Business Process ◽  
Process Model ◽  
Business Processes ◽  
Ad Hoc ◽  
Performance Metrics ◽  
Relevant Literature ◽  
Optimization Methods ◽  
Process Models ◽  
Business Process Redesign ◽  
Process Redesign

Business process redesign (BPR) is an organizational initiative for achieving competitive multi-faceted advantages regarding business processes, in terms of cycle time, quality, cost, customer satisfaction and other critical performance metrics. In spite of the fact that BPR tools and methodologies are increasingly being adopted, process innovation efforts have proven ineffective in delivering the expected outcome. This paper investigates the eligibility of BPMN process models towards the application of redesign methods inspired by data-flow communities. In previous work, the transformation of a business process model to a directed acyclic graph (DAG) has yielded notable optimization results for determining average performance of process executions consisting of ad-hoc processes. Still, the utilization encountered drawbacks due to a lack of input specification, complexity assessment and normalization of the BPMN model and application to more generic business process cases. This paper presents an assessment mechanism that measures the eligibility of a BPMN model and its capability to be effectively transformed to a DAG and be further subjected to data-centric workflow optimization methods. The proposed mechanism evaluates the model type, complexity metrics, normalization and optimization capability of candidate process models, while at the same time allowing users to set their desired complexity thresholds. An indicative example is used to demonstrate the assessment phases and to illustrate the usability of the proposed mechanism towards the advancement and facilitation of the optimization phase. Finally, the authors review BPMN models from both an SOA-based business process design (BPD) repository and relevant literature and assess their eligibility.

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