The Importance of Process Thinking in Business Intelligence

2010 ◽  
Vol 1 (4) ◽  
pp. 29-46 ◽  
Author(s):  
Olivera Marjanovic
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Business Intelligence ◽  
Business Performance ◽  
Process Management ◽  
Business Processes ◽  
Systematic Analysis ◽  
Process Thinking ◽  
Strategy Alignment ◽  
Industry Sectors

The growing field of Operational Business Intelligence (BI) has resulted in increasing interest in BI-supported Business Processes (BPs), including their management and ongoing improvement. This has led BI practitioners to consider another field–Business Process Management (BPM)–that is closely related to business performance management. However, current approaches to the BPM and operational BI integration have been limited and reduced to the problem of technical integration of BPM and BI systems. This paper argues that by adopting process- thinking in BI, further opportunities for business value creation could be discovered through systematic analysis of the non-technical aspects of BI and BPM integration, including strategy alignment, human-centered knowledge management, and ongoing improvement of BI supported processes. The authors propose a theoretical framework founded in the related research in BPM, BI, and Knowledge Management (KM) fields, describing the ways it has been used to guide ongoing empirical research in diverse case organizations across different industry sectors.

The Importance of Process Thinking in Business Intelligence

2012 ◽  
pp. 76-94
Author(s):  
Olivera Marjanovic
Keyword(s):  
Knowledge Management ◽  
Performance Management ◽  
Business Intelligence ◽  
Business Performance ◽  
Process Management ◽  
Business Processes ◽  
Systematic Analysis ◽  
Process Thinking ◽  
Strategy Alignment ◽  
Industry Sectors

The growing field of Operational Business Intelligence (BI) has resulted in increasing interest in BI-supported Business Processes (BPs), including their management and ongoing improvement. This has led BI practitioners to consider another field–Business Process Management (BPM)–that is closely related to business performance management. However, current approaches to the BPM and operational BI integration have been limited and reduced to the problem of technical integration of BPM and BI systems. This paper argues that by adopting process- thinking in BI, further opportunities for business value creation could be discovered through systematic analysis of the non-technical aspects of BI and BPM integration, including strategy alignment, human-centered knowledge management, and ongoing improvement of BI supported processes. The authors propose a theoretical framework founded in the related research in BPM, BI, and Knowledge Management (KM) fields, describing the ways it has been used to guide ongoing empirical research in diverse case organizations across different industry sectors.

scholarly journals Elements of knowledge management in the improvement of business processes

Management ◽  
2016 ◽  
Vol 20 (2) ◽  
pp. 242-260 ◽  
Author(s):  
Renata Brajer-Marczak
Keyword(s):  
Knowledge Management ◽  
Research Methods ◽  
Business Process ◽  
Process Management ◽  
Business Processes ◽  
Systematic Analysis ◽  
Knowledge Resources ◽  
Management Personnel ◽  
Analysis Measurement ◽  
The Subject

Summary The key role in process management is played by the systematic analysis, measurement and improvement of processes. The imperative of continuous introduction of changes in processes is the answer to the changing conditions of competition and the great dynamics in the expectations and preferences of customers. Information related to business process should be collected and formalized in order to improve the execution of processes. In connection with the above, it may be stated that the improvement of processes should be supported by the concept of knowledge management in the institutional sense where we refer to the structure of communication and information which enables the interaction between members of the organization. The purpose of the study is to present relations between process management and the concept of knowledge management, with particular attention being paid to the improvement of processes seen through the prism of knowledge resources. The execution of the objective formulated above made use of such research methods as research on the literature on the subject related to process management and knowledge management as well as the findings from the author’s own surveys conducted in 2015 among medium and lower management personnel in organizations improving processes.

Od Business Intelligence do Business Performance Management

2012 ◽  
pp. 39-43
Author(s):  
Janusz Nesterak ◽  
Bernard Ziębicki
Keyword(s):  
Performance Management ◽  
Business Intelligence ◽  
Business Performance ◽  
Business Performance Management

Zarządzanie przedsiębiorstwem we współczesnych warunkach wymaga stosowania zaawansowanych systemów umożliwiających gromadzenie i przetwarzanie informacji do postaci użytecznej w podejmowaniu decyzji zarządczych. Możliwości takie stwarzają systemy klasy Business Intelligence. Systemy te obecnie są już szeroko stosowane w krajowych przedsiębiorstwach. Ostatnio coraz popularniejsze stają się systemy określane mianem Business Performance Management, które są traktowane jako kolejna generacja Business Intelligence. Istota systemów Business Performance Management dotychczas nie była szeroko prezentowane w literaturze krajowej. Część badaczy zajmujących się tą tematyką traktuje wymienione kategorie systemów jako tożsame. W artykule przedstawiono istotę systemów Business Performance Management oraz omówiono różnice pomiędzy tą kategorią rozwiązań i systemami Business Intelligence. Omówiono także elementy tworzące systemy Business Performance Management. Przedstawiono również metodykę oraz korzyści stosowania Business Performance Management w przedsiębiorstwach. (abstrakt oryginalny)

Integration between knowledge management and business process management and its impact on the decision making process in the construction sector: a case study of Jordan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sami Wasef Abuezhayeh ◽  
Les Ruddock ◽  
Issa Shehabat
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Decision Makers ◽  
Decision Making Process ◽  
Construction Sector ◽  
Content Type

Purpose The purpose of this paper is to investigate and explain how organizations in the construction sector can enhance their decision-making process (DMP) by practising knowledge management (KM) and business process management (BPM) activities. A conceptual framework is developed that recognises the elements that impact DMP in terms of KM and BPM. The development of this framework goes beyond current empirical work on KM in addition to BPM as it investigates a wider variety of variables that impact DMP. Design/methodology/approach A case study is undertaken in the context of the construction industry in Jordan. A theoretical framework is developed and assessment of the proposed framework was undertaken through a questionnaire survey of decision-makers in the construction sector and expert interviews. Findings The outcomes of this research provide several contributions to aid decision-makers in construction organizations. Growth in the usage of KM and BPM, in addition to the integration between them, can provide employees with task-related knowledge in the organization’s operative business processes, improve process performance, promote core competence and maximise and optimise business performance. Originality/value Through the production of a framework, this study provides a tool to enable improved decision-making. The framework generates a strong operational as well as theoretical approach to the organizational utilization of knowledge and business processes.

scholarly journals Utilization of Discrete Event Simulation in Business Processes Management Projects

2017 ◽  
Vol 41 (2) ◽  
pp. 137-159 ◽  
Author(s):  
Vesna Bosilj Vukšić ◽  
Katarina Tomičić-Pupek
Keyword(s):  
Discrete Event Simulation ◽  
Operations Research ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Discrete Event ◽  
Systematic Analysis ◽  
Event Simulation ◽  
Business Practitioners ◽  
Business And Management

Discrete event simulation (DES) software is often used in business process management (BPM) projects, in order to support modeling, change and automatization of process modeling. However, the current research lacks systematic overview of the benefits and pitfalls of using DES software for BPM. The goal of this paper is to provide a systematic analysis of research paper related to the operations research, computer science, business and management that report the usage of DES in BPM projects, in order to shed some light in this area. Results of this analysis could be useful to academics and business practitioners in their projects.

Instruments and Methods for the Integration of Sustainability in the Project Management

2013 ◽  
pp. 394-407
Author(s):  
Aleksander Janeš ◽  
Armand Faganel
Keyword(s):  
Project Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Business Performance ◽  
Business Processes ◽  
Long Term Effects ◽  
Strategic Goals ◽  
Short And Long Term

The purpose of this chapter is to propose a framework that is supporting achievement of the sustainable strategy of the organization. The research frames the methodology that integrates project management and Balanced Scorecard (BSC) in the management system of the organization. In this applicative project research, the authors identified and analyzed the Key Performance Indicators (KPIs) that significantly contribute to the benefits of the business processes exploitation. The involved company executes monitoring of its business performance in the four perspectives of the BSC. With this case study, the authors attempted to get deeper understanding, and to clarify and evaluate the causalities between strategic goals and their respective KPIs. For this purpose, they developed an Error Correction Model with which they performed application on the KPIs and estimated short and long term effects between them. The developed model also supports improvements of the performance management system and monitoring of projects.

Knowledge Management and Business Analytics

2019 ◽  
pp. 1-42
Author(s):  
Nirali Nikhilkumar Honest ◽  
Atul Patel
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Business Intelligence ◽  
Business Performance ◽  
Virtual Organization ◽  
Data Driven ◽  
Business Analytics ◽  
Broad Category ◽  
Business Operations

Knowledge management (KM) is a systematic way of managing the organization's assets for creating valuable knowledge that can be used across the organization to achieve the organization's success. A broad category of technologies that allows for gathering, storing, accessing, and analyzing data to help business users make better decisions, business intelligence (BI) allows analyzing business performance through data-driven insight. Business analytics applies different methods to gain insight about the business operations and make better fact-based decisions. Big data is data with a huge size. In the chapter, the authors have tried to emphasize the significance of knowledge management, business intelligence, business analytics, and big data to justify the role of them in the existence and development of an organization and handling big data for a virtual organization.

Enterprise Integrated Business Process Management and Business Intelligence Framework for Business Process Sustainability

2018 ◽  
pp. 228-238
Author(s):  
Gaurav Kabra ◽  
Vinit Ghosh ◽  
A. Ramesh
Keyword(s):  
Business Process ◽  
Business Intelligence ◽  
Operations Management ◽  
Business Process Management ◽  
Process Management ◽  
Management Practices ◽  
Business Processes ◽  
Architecture Framework ◽  
Modern Business ◽  
Information And Communication

In the modern business scenario, organizations are vesting high efforts in managing process sustainability as part of their operations management practices. The global environmental concerns for the welfare of the society have facilitated this change. Research studies have reported Information and Communication Technology (ICT) as one of the prerequisites in developing and maintaining efficient business processes. The process sustainability related initiatives and various processes related regulatory compliances have created the need for sophisticated IT tools like BPM (Business Process Management) and BI (Business Intelligence) in organizations. Thus with the advancement of ICT, a strong desire to enhance the business process performance through BPM and BI applications is felt across organizations. However, there is scant research available on leveraging the advantages of these applications in sustainability development. Therefore, this paper aims to present a conceptual architecture framework using an integrated BPM and BI solution to develop an orientation among practitioners and academicians towards the inclusion of ICT in attaining a sustainable, energy efficient business operations or processes. The framework is based on the literature pertaining to the role of BPM and BI in process sustainability as well as from the inputs of practitioners involved in the field of BPM and BI.

Restructuring the Production Process

2020 ◽  
pp. 124-140
Author(s):  
Valéria Rocha Da Costa ◽  
José Márcio Diniz Filho
Keyword(s):  
Knowledge Management ◽  
Production Process ◽  
Customer Service ◽  
Process Management ◽  
Business Processes ◽  
Management Innovation ◽  
Law Firm ◽  
Organizational Processes ◽  
Rational Use ◽  
Management Techniques

Process management, innovation, technology, and knowledge management are tools to achieve better results and create value for an organization, specifically for the law firm. This is why organizational processes, or business processes, have become fundamental structures for the management of modern organizations and to maintain the competitiveness of organizations. As a result, it was possible to identify that the use of process management techniques and tools is decisive for rational use of processes, increased productivity, and better customer service, presenting an ideal conceptual model.

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