Fig 2 - uploaded by Keith Harrison-Broninski
Content may be subject to copyright.
Source publication
There is little evidence that current BPM deployments deliver significant return on investment (ROI), as most deployments
are small-scale and tactical rather than enterprise-scale and strategic. Further, BPM/Service-oriented Architecture (SOA)
deployments pose a business risk, as the necessary new management techniques are not yet well understood....
Context in source publication
Context 1
... the remainder of this paper, we show how to introduce HIM into the enter- 272 prise, and integrate it with both organizational strategy and mainstream BPM via an 273 associated methodology, Goal-Oriented Organization Design (GOOD Figure 2 shows an example Plan template illustrating how the HIM approach can be 284 used to run a transformation programme for a local authority via the Agile meth- 285 odology Scrum: ...
Similar publications
Business process management (BPM) platforms using low-code development offer organizations quick deployment of developed business procedures. These platforms deliver benefits but they create distinctive security matters that system implementers need to address. The study examines major security issues occurring in low-code BPM systems by providing...
Citations
... As an alternative way of supporting the execution of processes independent of IT-based process management systems, we propose a paper-based scheme. This new and unconventional way of process execution support is especially suitable for human-driven processes, i.e. for such processes that cover, according to Harrison-Broninski (2010), rather high-level, especially management work, knowledge work with a certain degree of autonomy of the involved agents or critical human actions such as the health care sector. Further, the paper-based scheme is particularly appropriate for well-structured processes with a relatively small degree of creativity but with a high degree of flexibility in the sense of dynamic human decisions as well as fast and uncomplicated reacting to external circumstances as, for example, is usually required in clinical processes. ...
When enterprises are determined to introduce process management, they usually aim at IT system
supported execution of processes by Workflow Management Systems (WfMSs) or Process-aware Information Systems. In constrast to this common tendency of process technology, we introduce a paper-based scheme to enact and execute human-driven processes in the work at hand. Our approach is motivated by insights into problems of firms that tried to establish process technology and failed with conventional methods.
One of the design objectives for our scheme was to provide a straightforward, quickly viable alternative
to WfMS-based process execution at a reasonable effort. The paper-based scheme we introduce follows
classical checklist concepts and builds upon the checklist idea in order to reach the same objectives as
WfMSs: task coordination, execution guidance, traceability. In this article, we describe how to transform
Business Process Model and Notation (BPMN) process models into Process Checklists. We also present
extensive evaluations of this approach both in the academic and in the business domain.
... An approach which is driven by interaction situation in the context of knowledge work is the Human Interaction Management (HIM) [29]. HIM extends the Role Activity Diagramming (RAD) with understanding and integration of interactions of all participants. ...
Nowadays, the number of flexible and fast human to application system interactions is dramatically increasing. For instance, citizens interact with the help of the internet to organize surveys or meetings (in real-time) spontaneously. These interactions are supported by technologies and application systems such as free wireless networks, web -or mobile apps. Smart Cities aim at enabling their citizens to use these digital services, e.g., by providing enhanced networks and application infrastructures maintained by the public administration. However, looking beyond technology, there is still a significant lack of interaction and support between "normal" citizens and the public administration. For instance, democratic decision processes (e.g. how to allocate public disposable budgets) are often discussed by the public administration without citizen involvement. This paper introduces an approach, which describes the design of enhanced interactional web applications for Smart Cities based on dialogical logic process patterns. We demonstrate the approach with the help of a budgeting scenario as well as a summary and outlook on further research.
... The previous two decades have seen BPM predominantly practiced at the Business Process level and within the Technology component of the Implementation level, as indicated by Figure 4. The main focus was on the highly repetitive, transactional BPs and manufacturing organizations As the BPM systems entered the mainstream enterprise applications across industry sectors, the BPM focus has gradually expanded to include all four areas of the pyramid, with many tools and methodologies already available, as indicated by Figure In recent times, BPM has started to evolve beyond operational BPs to include knowledgeintensive processes, see for example (Davenport 2010;Harrison-Broninski, 2010). A BP is considered to be knowledge-intensive if its value can be directly attributed to people's knowledge and experience, required for BP-related, non-routine, situational decision making. ...
... Com o objetivo de apoiar a fase de aderência de sistemas ERP hospitalar, estamos propondo um modelo de aderência baseado na modelagem de processos de negócio (BPM do inglês business process modeling). Vários autores têm se apoiado na visão de processos de negócios para melhorar a comunicação entre stakeholders e explicitar necessidades e regras de negócio [Hong e Kim 2002] [Harrison-Broninski 2010 [Harmon 2010] [Baldam 2007]. ...
The value of an ERP (Enterprise Resourse Planning) is in its effective and efficient use. The alignment between the organizational processes and functionalities of the ERP is one of the main challenges during the implantation. This paper investigates the challenges involved in the adherence phase of ERP for hospitals. An adherence model is proposed based on concepts of Business Process Modeling (BPM). The model identifies the customization points and business particularities of the ERP. In addition, we indicate good practices to support the definition of processes in organizations of the hospital domain. The model is suitable to hospitals that face difficulties during the identification of requirements for the adherence phase. Resumo. O valor de um ERP (Enterprise Resourse Planning) está em seu uso eficiente e eficaz. O alinhamento entre os processos organizacionais e as funcionalidades do ERP é um dos principais desafios durante a implantação. Este artigo investiga os desafios envolvidos na aderência de ERP Hospitalar. É proposto um modelo de aderência baseado em conceitos da modelagem de processos de negócios (BPM). O modelo identifica pontos de customização e particularidades de negócio contidas no ERP. Além disso, indicamos boas práticas no levantamento de processos em organizações do domínio hospitalar. O modelo é adequado a hospitais que enfrentem dificuldades na identificação de requisitos durante a fase de aderência.
Ao considerar-se o valor do conhecimento e do mapeamento de processos, surge a necessidade da existência de um ambiente colaborativo e integrado que concentre as modelagens de processos para consulta e utilização de seus usuários. Esta pesquisa busca analisar os principais fatores críticos de sucesso na implementação de um repositório de processos on-line em uma instituição pública. Utilizou-se como coleta de dados a realização de entrevistas com dois stakeholders diretamente envolvidos no projeto, bem como, a análise do sistema implantado. Os principais resultados apontam que o planejamento é um dos principais pontos a considerar para realizar um bom gerenciamento de processos. A implementação do repositório on-line contou com esse planejamento ao dialogar com o Plano de Desenvolvimento Institucional, comprometendo-se assim a colaborar no crescimento e disseminação de conhecimento na universidade.
While internal service quality (ISQ) preconditions organizational service quality management, the tourism and hospitality management literature largely overlooks it. This study developed and tested a comprehensive model to understand the determinants and how they influence ISQ using an exploratory sequential mixed method. In study 1, we conducted 12 focus groups involving 86 hotel employees. ISQ is determined by three primary categories of organizational and personal practice: management systems (i.e., manage process, training and compensation), social systems (i.e., collaborative culture, interdepartmental communication and servant leadership), and personal characteristics (i.e., role stress, empathetic personality and collegial relationships). In study 2, we conducted 332 pairs of employee-supervisor questionnaires and confirmed the effects of these determinants on ISQ through employee's internal service orientation and efficacy. Distinct determinants interrelate to predict employees' internal service orientation and efficacy. This study thus provides hotels with targeted measures to improve their ISQ and competitive advantages.
Nowadays, the number of human to application system interactions is dramatically increasing. For instance, citizens interact with the help of the internet to organize meetings spontaneously. Furthermore, standards such as Business Process Model and Notation (BPMN) and the Decision Modeling Notation (DMN) allow the creation of graphical models to document the (interaction) processes. Moreover, simulations and automations can be set up to encounter new technical challenges. Smart Cities aim at enabling their citizens to use these digital services. However, looking beyond technology, there is still a significant lack of interaction and support between “normal” citizens and the public administration. This article introduces an approach, which describes the design of enhanced interactional applications for decision support in Smart Cities based on Dialogical Logic process patterns. The authors demonstrate the approach with the help of a use case concerning a budgeting scenario as well as a summary and outlook on further research.
O artigo propõe a incorporação de elementos econômico-comportamentais do arcabouço MINDSPACE à etapa de descoberta de processos de negócios em organizações complexas, sobretudo em ambientes marcados pelo desengajamento e a participação relutante das equipes. O planejamento – via fluxograma BPMN – e a execução das entrevistas com gestores e atores envolvidos ganham novos contornos com a incorporação de atividades capazes de mitigar riscos e aproveitar oportunidades de transformação organizacional; busca-se favorecer a livre expressão e a postura plenamente colaborativa. Desde o devido destaque à importância das diferentes perspectivas, passando pela firmeza nos compromissos acordados e pela previsão de canais para a submissão de informações possivelmente sensíveis, até a expressa manifestação de respeito em relação aspectos afetivos e de autoimagem na conduta profissional: todos são considerados aspectos fundamentais de uma rica interação humana que, se devidamente compreendida como aprendizagem organizacional, não deveria ocorrer apenas ocasionalmente, quando na fortuita presença de perfis mais qualificados de liderança.
DOI: http://dx.doi.org/10.21714/1679-18272018v16Ed.p293-306
Introduction
Business process management has gained importance in organizations for providing improved productivity and cost reduction, with process modeling being the central role. Usually, with reduced resources, the health area can benefit from good management of its processes.
Objective
To identify proposals for improvements in the process of outpatient care of children and adolescents in a tertiary‐level—the most specialized and complex—pediatric hospital.
Methods
A bibliographic survey on the subject and a case study with in loco observation of the processes with semistructured interviews with the professionals involved were carried out. Alpha Hospital was chosen for this study, and the modeling of the process was performed using Business Process Model and Notation.
Results
Twelve relevant articles were identified. The “AS‐IS” model of the process was obtained as a result and presents the existing 4 subprocesses (patient reception, preconsultation, consultation, and postconsultation). Specifically, the following improvement opportunities were identified: (a) process monitoring through indicators; (b) adequacy of the information system; (c) creation of service evaluation mechanisms; and (d) definition and application of training sessions for whenever a new professional begins working in a specific sector. The problem with the waiting time for patient care was also identified, but with no obvious solution; further studies should be carried to solve the problem.
Conclusion
The use of the business process modeling approach and process analysis allowed the hospital team awareness of the process and the identification of an improved set that can be helpful to Alpha Hospital or be used by other hospitals.
Knowledge Management (KM) as the term implies, is broadly about improving knowledge use within an organisation. At a lower level, Business Process Management (BPM) is the set of management activities related to business processes that can ideally be arranged in a life cycle. Social Network Analysis (SNA) is a technique enabling the researcher to better understand interactions between people. Relatively little research has been conducted with regard to the crossover of social networks and workflows, with the aim of examining workflows as management views them, as opposed to the actual social interactions of staff. Improvements in the overlay of management interpretations of work and real social networks could potentially lead to improvements in business process efficacy. In this study SNA diagrams are examined in order to implement executable models and potentially enable automated analysis of workflows. A means of converting SNA data to Business Process workflows is presented and an example provided.
