ORGANIZATION OF THE BASIC MODEL OF BUSINESS PROCESSES

2021 ◽  
Vol 75 (3) ◽  
pp. 158-166
Author(s):  
R.K. Uskenbayeva ◽  
◽  
А.К. Bolshibayeva ◽  
S.B. Rakhmetulayeva ◽  
◽  
...  
Keyword(s):  
Business Process ◽  
General Model ◽  
Business Processes ◽  
Local Models ◽  
Basic Model ◽  
The Relationship

This article discusses the issues of organizing a general model from local ones. When organizing models into a team, not only the structure of the organization is important, but also the nature of the relationship between the models and the type of protocol (universal or unique), for example, the type of technologies for integrating data, information, knowledge, and rules based on: BUS, AHI, AII, and interfaces, such as a service or agent. But the organization of local models depends on the peculiarities of the local models. Therefore, before considering the organization of local models, we reveal the essence of local models. It is clear, that the properties of a business process of a single monolithic module cannot be fully displayed. Therefore, the concept of a basic model is proposed, which is integrated from the so-called local models. The work reveals the purpose and essence of the functions of local models (LM) and options for organizing the base model (GM) from local models.

Information Architectural Design in Business Process Reengineering

1996 ◽  
Vol 11 (1) ◽  
pp. 27-37 ◽  
Author(s):  
William J. Kettinger ◽  
James T.C. Teng ◽  
Subashish Guha
Keyword(s):  
Business Process ◽  
Architectural Design ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Information Architecture ◽  
Future Research ◽  
Process Reengineering ◽  
Process Redesign ◽  
High Profile ◽  
The Relationship

Business process reengineering and information architecture share a common strategic and business process focus. Both can be mutually supportive of each other's objectives. Information architecture design can produce a stable IA capable of supporting existing as well as improved business processes. Reciprocally, business process redesign (BPR) provides a high profile business justification for the IA endeavour. Given proper collaboration between corporate and IT strategic planners, both BPR and IA efforts should produce a number of valuable common outputs. These include the identification of business processes within an organization, the prioritization of these processes based on their strategic relevance, the establishment of process performance measures, and the modelling of these processes and their supporting information resources. A synergistic model of IA and BPR is presented and selected IA techniques and modelling methods are recommended. Future research is suggested concerning the need to test the relationship between BPR and IA.

Enterprise Specific BPM Languages and Tools

2011 ◽  
pp. 835-865
Author(s):  
Steen Brahe
Keyword(s):  
Business Process ◽  
Process Modeling ◽  
Process Management ◽  
Business Processes ◽  
Empirical Evaluation ◽  
Model Driven ◽  
Basic Model ◽  
Use Of Technology ◽  
Code Quality ◽  
Specific Modeling

Many enterprises use their own domain concepts when they model business processes. They may also use technology in specialized ways when they implement the business processes in a Business Process Management (BPM) system. In contrast, BPM tools often provide a standard business process modeling language, a standard implementation technology and a fixed transformation that may generate the implementation from the model. This makes the tools inflexible and difficult to use. This chapter presents another approach. It applies the basic model driven development principles of direct representation and automation to BPM tools through a tool experiment in Danske Bank. We develop BPM tools that capture Danske Banks specific modeling concepts and use of technology and which automate the generation of code. An empirical evaluation reveals remarkable improvements in development productivity and code quality. We conclude that BPM tools should provide flexibility to allow customization to the specific needs of an enterprise.

The BPM lifecycle

2017 ◽  
Vol 23 (1) ◽  
pp. 155-175 ◽  
Author(s):  
Ronaldo Bernardo ◽  
Simone Vasconcelos Ribeiro Galina ◽  
Silvia Inês Dallavalle de Pádua
Keyword(s):  
Literature Review ◽  
Business Process ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Business Processes ◽  
Theoretical Models ◽  
Content Type ◽  
Fourth Step ◽  
The Relationship

Purpose The purpose of this paper is to develop a conceptual framework that incorporates factors external to the organization into the business process management (BPM) lifecycle through dynamic capabilities (DCs), beginning with strategy and persisting through the business process transformation. Design/methodology/approach The study comprised four distinct phases. First, a literature review was conducted to identify validated theoretical models related to the topic. Then, a systematic review of the literature was conducted by accessing the EBSCOhost, ISI/Web of Science and Scopus databases, for the purpose of understanding how the relationship between BPM and DCs has been addressed. The third step was the identification of the meta-capabilities involved in the relationship between DC and BPM, the fourth step was the construction of a framework that integrated an external view into BPM through DC, and the final step evaluated these framework through a case study. Findings Ten texts were selected after a systematic literature review. The following main points of convergence were identified: DC contributes to the conceptualization and understanding of BPM, DC assists in the process of organizational change by promoting the adaptation of the company to the environment, and DC enhances BPM performance. A framework was developed and presented. Practical implications The proposed framework, which incorporates an external perspective into the BPM lifecycle through DCs, can be used by managers and researchers interested in the promotion of BPM. Originality/value The study shows how the sensing, seizing and transforming meta-capabilities can act to evaluate the outside-in perspective, serve as a benchmark for the alignment of business processes and enable the operationalization of emerging demands through the dynamic adaptation of processes.

scholarly journals Business process management and risk-adjusted performance in SMEs

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dušan Gošnik ◽  
Igor Stubelj
Keyword(s):  
Performance Measures ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Financial Data ◽  
Company Performance ◽  
Content Type ◽  
Core Business ◽  
The Relationship

Purpose This paper aims to examine the relationship between business process management (BPM) and company performance. The research focuses on the instrumental aspect of core business processes and its controlling activities in small and medium-sized companies (SMEs) to identify the relationship to company performance. Design/methodology/approach The results presented in this paper are based on a survey of Slovene SMEs. A questionnaire was distributed to 3007 SMEs via e-mail and a response rate of 5.42% was achieved. The financial data of companies over a six year period as derived from the publicly available financial reports of SMEs along with an industry-specific financial risk measure and other financial data were used for the company risk-adjusted performance measures of relative residual income (ROE-r) and risk-adjusted ROE (ROE-a) calculation. Findings The results show that instrumental aspects of core business process controlling activities are related to risk-adjusted company performance measures ROE-r and ROE-a. Companies with lower ROE-r and ROE-a have been perceived to be more focused on the instrumental aspect of BPM. Presumably due to the small sample, the results of a non-parametric Mann–Whitney U test did not statistically confirm the developed hypothesis: “the instrumental aspect of controlling as a core process management activity has a statistically significant impact on company risk-adjusted performance measures such as ROE-r and ROE-a.” Despite this, the results show a possible negative correlation between risk-adjusted performance measures and BPM, which opens possibilities for further research. Research limitations/implications The main limitation of the purposed study model is that the paper have studied only control activities of core business processes and relate it to company risk-adjusted performance measures. The study has been limited by the SME sample and the use of a survey as a research instrument. An additional limitation of the research is the degree of reliability implied by the assumptions of the models used to estimate the required return on equity and risk. Results concern investors, managers and practitioners to start BPM improvement initiatives, to set BPM priority measures and to set priority management decisions and further actions. Originality/value This paper presents the unique findings from an investigation of the instrumental aspects of BPM practices and their relationship to company risk-adjusted performance measures in SMEs. This paper developed a measurement instrument for measuring the instrumental aspects of BPM use. An additional original contribution is the use of company risk-adjusted performance measures such as ROE-r and ROE-a, which take into account the required profitability of companies in different industries according to the risk and allows comparable results of companies from different industries. The approach is innovative and interesting as regards researching the factors that affect the profitability of companies that operate in different industries.

Enterprise Specific BPM Languages and Tools

2010 ◽  
pp. 675-705
Author(s):  
Steen Brahe
Keyword(s):  
Business Process ◽  
Process Modeling ◽  
Process Management ◽  
Business Processes ◽  
Empirical Evaluation ◽  
Model Driven ◽  
Basic Model ◽  
Use Of Technology ◽  
Code Quality ◽  
Specific Modeling

Many enterprises use their own domain concepts when they model business processes. They may also use technology in specialized ways when they implement the business processes in a Business Process Management (BPM) system. In contrast, BPM tools often provide a standard business process modeling language, a standard implementation technology and a fixed transformation that may generate the implementation from the model. This makes the tools inflexible and difficult to use. This chapter presents another approach. It applies the basic model driven development principles of direct representation and automation to BPM tools through a tool experiment in Danske Bank. We develop BPM tools that capture Danske Banks specific modeling concepts and use of technology and which automate the generation of code. An empirical evaluation reveals remarkable improvements in development productivity and code quality. We conclude that BPM tools should provide flexibility to allow customization to the specific needs of an enterprise.

Enterprise Specific BPM Languages and Tools

2010 ◽  
pp. 23-56 ◽  
Author(s):  
Steen Brahe
Keyword(s):  
Business Process ◽  
Process Modeling ◽  
Process Management ◽  
Business Processes ◽  
Empirical Evaluation ◽  
Model Driven ◽  
Basic Model ◽  
Use Of Technology ◽  
Code Quality ◽  
Specific Modeling

Many enterprises use their own domain concepts when they model business processes. They may also use technology in specialized ways when they implement the business processes in a Business Process Management (BPM) system. In contrast, BPM tools often provide a standard business process modeling language, a standard implementation technology and a fixed transformation that may generate the implementation from the model. This makes the tools inflexible and difficult to use. This chapter presents another approach. It applies the basic model driven development principles of direct representation and automation to BPM tools through a tool experiment in Danske Bank. We develop BPM tools that capture Danske Banks specific modeling concepts and use of technology and which automate the generation of code. An empirical evaluation reveals remarkable improvements in development productivity and code quality. We conclude that BPM tools should provide flexibility to allow customization to the specific needs of an enterprise.

An examination of associations between business process management capabilities and the benefits of digitalization: all capabilities are not equal

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yvonne Lederer Antonucci ◽  
Annetta Fortune ◽  
Mathias Kirchmer
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Business Processes ◽  
Content Type ◽  
Fine Grained ◽  
Management Capabilities ◽  
The Relationship ◽  
Practical Implications

PurposeWhile organizations have learned to understand the importance of developing business process management (BPM) capabilities, digitalization now transforms business processes, and introduces new challenges. Extending prior research examining the value of BPM capabilities in organizations, this study examines the associations of BPM capabilities across direct and indirect digitalization benefits.Design/methodology/approachDrawing from the capabilities perspective of strategic management, the dynamic versus ordinary classification was used to classify eight BPM capabilities. An empirical investigation of associations between the eight BPM capabilities and 20 digitalization benefits is presented based on data collected from 165 BPM professionals across four continents. Factor analyses were performed to verify the framework measures for BPM capabilities and digitalization benefits. The Kendall's tau-b (τb) correlation coefficient was used to measure the strength and direction of associations.FindingsOverall results confirm positive associations between BPM capabilities and digitalization benefits, but the relationship was less dominant for ordinary BPM capabilities and indirect benefits. Furthermore, relationships between individual BPM capabilities and specific digitalization benefits vary both across and within the categories.Practical implicationsThese findings support the moderate capability-based view that puts ordinary and dynamic capabilities on equal footing in dynamic environments, while also providing insight for managers focused on specific outcomes with digitalization efforts.Originality/valueThis study reveals that the strength of associations between BPM capabilities and digitalization benefits varies. This highlights the relevance of ordinary-dynamic and direct-indirect distinctions, and the value of a more fine-grained understanding to better inform practice.

Bettering the business process

2017 ◽  
Vol 33 (8) ◽  
pp. 33-35
Keyword(s):  
Organizational Performance ◽  
Business Process ◽  
Portfolio Management ◽  
Process Management ◽  
Business Processes ◽  
Content Type ◽  
Trade Offs ◽  
Pertinent Information ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings There is a need to better understand the intersection of business process improvement and business process management (BPM) and how research in this area could help organizational efficiency. Organizations looking to improve business processes typically look at singular issues, often without considering the interconnectedness of various projects. Lehnert et al. (2017) have identified this intersection, termed by them as process project portfolio management, as a rich vein of research potential. There is the potential to understand how to improve business processes without ignoring the relationship individual projects have with each other. By mitigating the potential trade-offs inherent in any process of improvement, this new approach could benefit organizational performance in a significant way. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Pemodelan Enterprise Arsitektur Sistem Informasi Pemesanan Jasa Percetakan Menggunakan Kerangka TOGAF

2020 ◽  
Vol 4 (2) ◽  
pp. 18
Author(s):  
Bibit - Sudarsono ◽  
Umi - Faddillah
Keyword(s):  
Information Systems ◽  
Business Process ◽  
Business Processes ◽  
Enterprise Modeling ◽  
Improve Performance ◽  
Business Opportunity ◽  
Service Information ◽  
Process Architecture ◽  
System Architecture Design ◽  
A Company

Printing service order information systems sometimes experience problems in completing running business processes including, frequent loss and inaccuracy in registering orders from customers, often also losing order data from customers, recording orders often experience errors, resulting inaccurate reporting of order data. A computerized ordering service information system will greatly help improve performance and accuracy in making reports on business processes running at a company. The existence of enterprise modeling of information systems ordering printing services with the TOGAF framework will be a method that greatly helps management make a decision that will synergize with the business process activities at the company. So that the objectives of the system can be achieved properly. The TOGAF framework can be a solution and will help to produce a system architecture design, a business process architecture, a technology architecture, a number of proposed business opportunity strategy proposals and an ongoing system change proposal.

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