Representation Type Preferences in Operational Business Process Redesign

2011 ◽  
Vol 2 (2) ◽  
pp. 44-66
Author(s):  
Ned Kock
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Business Processes ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Process Representation ◽  
New Business ◽  
Quasi Experimental ◽  
Communication Flow ◽  
Representation Types

This paper reports on a quasi-experimental field study in which business process redesign groups in four different US organizations used two different business process representation types. One of the representation types emphasized an activity flow (or workflow) view of business processes, which appears to currently be the most prevalent in actual operational-level business process redesign projects; the other emphasized a communication flow view. The study suggests that, contrary to assumptions likely underlying most of the current business process redesign practice, communication flow-oriented representations of business processes are perceived by those involved in their redesign as significantly more useful in the following aspects than activity flow-oriented representations: identification of opportunities for process improvement, application of process redesign guidelines, visualization of process changes, and development of generic information technology solutions to implement new business processes. Important implications for managers and researchers stemming from these results are discussed.

Representation Type Preferences in Operational Business Process Redesign

2013 ◽  
pp. 126-149
Author(s):  
Ned Kock
Keyword(s):  
Business Process ◽  
Business Processes ◽  
The Other ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Process Representation ◽  
New Business ◽  
Quasi Experimental ◽  
Communication Flow ◽  
Representation Types

This paper reports on a quasi-experimental field study in which business process redesign groups in four different US organizations used two different business process representation types. One of the representation types emphasized an activity flow (or workflow) view of business processes, which appears to currently be the most prevalent in actual operational-level business process redesign projects; the other emphasized a communication flow view. The study suggests that, contrary to assumptions likely underlying most of the current business process redesign practice, communication flow-oriented representations of business processes are perceived by those involved in their redesign as significantly more useful in the following aspects than activity flow-oriented representations: identification of opportunities for process improvement, application of process redesign guidelines, visualization of process changes, and development of generic information technology solutions to implement new business processes. Important implications for managers and researchers stemming from these results are discussed.

Redesigning Processes

2011 ◽  
pp. 136-167
Author(s):  
Minwir Al-Shammari
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Strategic Change ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Work Activities ◽  
Business Environments ◽  
Effective Use ◽  
Customer Outcomes

In today’s turbulent and complex business environments, the focus has shifted from products to services. As a result, services have become a new battleground for competition; and processes, a weapon of war. Organizations wishing to boost their competitiveness need to focus on desired customer outcomes by redesigning business processes through effective use of advanced ICTs and the creativity of their human assets. Organizational reinvention of structure, people, and ICTs are driven by the CKM strategic change with a purpose of adding value to both customers and business firms. Reinventing organizations has the potential to create more flexible, team-based and integrated work activities, both internally and externally, to allow customers to be linked intimately to the business, to improve their experiences, and ultimately to develop enduring and profitable relationships with them. This chapter explores the last part in reinvention, viz. the role of business process redesign in CKM.

BUSINESS PROCESS MODEL AND NOTATION (BPMN) DONAT MADU CIHANJUANG

2018 ◽  
Vol 1 (1) ◽  
pp. 1-8
Author(s):  
Deni Heryanto ◽  
Vemy Suci Asih
Keyword(s):  
Modeling And Simulation ◽  
Process Improvement ◽  
Business Process ◽  
Process Modeling ◽  
Process Model ◽  
Business Processes ◽  
Problem Analysis ◽  
Business Process Model ◽  
Literature Study ◽  
New Business

This paper discusses the business process modeling at Donat Madu Cihanjuang, the purpose of this research is to model the business process using BPMN to improve in terms of service for consumers, starting from literature study and data collection through interview. Further modeling and simulation of current business processes using BPMN, problem analysis, modeling and simulation of proposed business processes and comparison of results. The method used is Business Process Improvement (BPI) approach. The results obtained are proposed modeling new business processes in improving services to customers (consumers).

A Web-based Tool for Business Process Improvement

2017 ◽  
Vol 9 (2) ◽  
pp. 68-84 ◽  
Author(s):  
Paula Ventura Martins ◽  
Marielba Zacarias
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Process Modeling ◽  
Business Processes ◽  
Process Models ◽  
Authoring Tool ◽  
Business Process Improvement ◽  
Web Based ◽  
Business Process Models ◽  
New Business

Current business process modeling methodologies offer little guidance regarding how to discover and maintain business process models aligned with their actual execution. The authors argue that business processes should emerge and evolve collaboratively within an organization. Considering this limitation, this paper presents an overview of some Web-based tools and explores their main functionalities. This study highlights the need of a bi-directional form of communication, between operational and process actors. The paper contributes with a new business process and practice authoring tool based on authors' vision for business process improvement.

scholarly journals Business process redesign: an action research

2020 ◽  
Vol 27 (2) ◽  
Author(s):  
Janaina Silveira Vizzon ◽  
Luiz Felipe Roris Rodriguez Scavarda do Carmo ◽  
Paula Santos Ceryno ◽  
Luiza Fiorencio
Keyword(s):  
Action Research ◽  
Empirical Study ◽  
Business Process ◽  
Cultural Production ◽  
Business Processes ◽  
Value Added ◽  
Academic Community ◽  
Extensive Literature ◽  
Business Process Redesign ◽  
Process Redesign

Abstract: The improvement of business processes is considered important to support companies’ competitiveness and sustainability, therefore, being highlighted in the academic community. In this way, the improvement of the organizational processes can be achieved through the business process redesign (BPR), which is considered the most value-added phase in a business process management (BPM) project. However, despite the existence of an extensive literature on the subject of BPR, methodologies or structured procedures that aim to understand the transformation from the “as-is” to the desired “to-be” processes are still scarce. Within this context, to fill this gap in the literature, this study presents the empirical findings and the lessons learnt from an action research with the objective of redesigning the logistic processes of a cultural production enterprise. The empirical study lasted nine months. A synthesis conceptual model for redesigning organizational business processes was proposed based on the literature. This model incorporated three levels (i.e., organizational, business processes and implementation) and provided guidance for conducting the empirical study. Different critical success factors and barriers have been identified and analysed with a focus on organizational, social, and technical dimensions, resulting in contributions to scholars and to practitioners in redesigning business process approaches.

A Web-Based Tool for Business Process Improvement

2020 ◽  
pp. 599-616
Author(s):  
Paula Ventura Martins ◽  
Marielba Zacarias
Keyword(s):  
Process Improvement ◽  
Business Process ◽  
Process Modeling ◽  
Business Processes ◽  
Process Models ◽  
Authoring Tool ◽  
Business Process Improvement ◽  
Web Based ◽  
Business Process Models ◽  
New Business

Current business process modeling methodologies offer little guidance regarding how to discover and maintain business process models aligned with their actual execution. The authors argue that business processes should emerge and evolve collaboratively within an organization. Considering this limitation, this paper presents an overview of some Web-based tools and explores their main functionalities. This study highlights the need of a bi-directional form of communication, between operational and process actors. The paper contributes with a new business process and practice authoring tool based on authors' vision for business process improvement.

Organizational Change, IT and Business Process Redesign

2010 ◽  
pp. 57-78 ◽  
Author(s):  
Claudio Petti ◽  
Klein Mark
Keyword(s):  
Information Technology ◽  
Organizational Change ◽  
Business Process ◽  
Business Processes ◽  
Business Environment ◽  
Process Models ◽  
Organizational Forms ◽  
Process Redesign ◽  
New Organizational Forms ◽  
New Business

Change in the business environment is pervasive and accelerating. New, agile, and often IT-based organizational forms are emerging. Recent management literature has paid a great deal of attention to observing and advocating this kind of organizational change. Relatively little attention has been given, however, to how to deal practically with these changes. How, for example, can companies foster the business process changes necessary to become agile? How can IT be leveraged for this purpose? In the attempt to provide some insights into these issues, this chapter will present a methodology for redesigning and inventing new business processes that relies on a handbook of process models, and is particularly suited to taking advantage of information technology to enable new organizational forms.

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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