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Business Process Management - Science topic

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Dear fellow researchers,
As part of my research on business processes, I am developing a questionnaire to investigate the reasons and circumstances of choosing a particular process notation.
I am currently conducting the pretest. I have talked to some process experts from my environment and incorporated the results of these interviews into the questionnaire. In order to test it, but also to expand the feedback on the questionnaire, a pretest is conducted. I would like you to participate in this pretest. Estimated duration is 20-30 minutes.
The main study is scheduled for the end of 2022. First publications from this study are for planned the end of 2023/ beginning of 2024.
Thank you for your support
Sebastian Ortlieb
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Noted.
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Estimados colegas, estoy estudiando las causas y las perdidas económicas de los proyectos BPM fallidos. ¿Me pudieran sugerir articulos y experiencias relacionadas con este tema?
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Hola, te propongo dos publicaciones que te pueden ayudar a responder la pregunta.
El primero los puedes encontrar en este enlace: https://www.researchgate.net/publication/322967861_Propositions_on_the_interaction_of_organizational_culture_with_other_factors_in_the_context_of_BPM_adoption. Esta relacionado con la cultura organizacional para el exito en la adopcion de BPM.
El segundo es: https://www.researchgate.net/publication/308649722_When_Cognitive_Biases_Lead_to_Business_Process_Management_Issues. En este se describen con las brechas de conocimiento puede afectar los proyectos BPM.
Espero que te sean utiles.
Saludos
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I'm looking for a tool to measure the similarity between two process models to identify how much the models differ from one another.
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Dear Mr. Krajsic!
I searched for YOU resources that you may find valuable:
1) van Zelst, S.J., Buijs, J.C.A.M., Vázquez-Barreiros, B. et al. Repairing Alignments of Process Models. Bus Inf Syst Eng 62, 289–304 (2020). https://doi.org/10.1007/s12599-019-00601-7 Free access:
2) A case-study: M Adela Grando et al. (2021).Study of EHR-mediated workflows using ethnography and process mining methods Health Informatics Journal 1–14, Free access:
Yours sincerely, Bulcsu Szekely
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What are the most urgent research questions in the field of process mining and business process management?
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Too many actually, but depending which sector you wish to examine. I like the area of AI driven Process Management, blockchain etc
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How to start drawing all levels of the organization (from process architecture, value chain and executable model (BPMN)) with the help of APQC?
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The American Productivity and Quality Center (APQC) Process Classification Framework (PCF) is an inventory of idealised business processes for organisations of different types. There is a generalsed cross-industry set of business processes and then some industry specific sets available at https://www.apqc.org/process-performance-management/process-frameworks/industry-specific-process-frameworks.
APQC PCF is not a standard but a framework.
One of its uses is to identify the business processes an organisation should consider implementing.
The PCF is a process architecture that contains a breakdown of all all processes in an organisation by industry.
When documenting processes, the PCF is a potential useful starting point that can reduce effort and improve quality amnd consistency. It can help in a number of ways:
Assist with the definition of the scope of the processes to be defiend
Provide an initial list of processes to be considered
Structure the process inventory and hierarchy
Provides a framework structure for all of the processes within an organisation
For example, operating process 6 relates to managing customer service. Sub-process 6.3 relates to the provision of after sales service. Sub-sub-process 6.3.2 relates to processing warranty claims. Sub-sub-sub-process 6.3.2.3 is concerned with investigating warranty issues. This consists of five activies 6.3.2.3.1 to 6.3.2.3.5.
6.0 Manage Customer Service
...
6.3 Service products after sales
...
6.3.2 Process warranty claims
6.3.2.1 Receive warranty claim
6.3.2.2 Validate warranty claim
6.3.2.3 Investigate warranty issues
6.3.2.3.1 Define issue
6.3.2.3.2 Schedule field service
6.3.2.3.3 Request and receive defective part
6.3.2.3.4 Investigate issue/perform root cause analysis
6.3.2.3.5 Receive investigation result/recommendation for corrective action
These five levels (that is the maximum decomposition provided for in the PCF) can be viewed as:
1 Strategic View - Business Activity
2 Management View - Business Process
3 Tactical View - Work Processes
4 Operational View - Operational Processes
5 Activity View - Process Activities
None of this is an actual process with all the details associated with sets of tasks, triggers, inputs, rules, flows, escalations, outputs, metrics, security, constraints, resource and capability requirements, reporting and roles/business functions.
BPMN is simply a process description graphical language. It is a useful way of representing business processes. There are plenty of free and commercial BPMN tool available. BPMN can also be used as an input to some process automation tools.
Creating specific operational business processes from the PCF requires additional effort. The work needs to consider the additional dimensions not present in the PCF and that will be specific to any organisation such as the organisation capabilities, staffing, roles, operating model and structure and actual structure of the organisation functions that will perform the process.
BPMN also has a number of deficiencies such as the describing handling of cases, definition of business rules and how decisions are arrived at, definition of resource and capability requirements and others.
There are other process classification frameworks available:
Supply Chain Operations Reference (SCOR) - https://www.apics.org/apics-for-business/frameworks/scor
The TM Forum's Enhanced Telecommunications Operations Map (eTOM) Business Process Framework
While eTOM is aimed telecommunications processes it can be readily applied to other utilities. It is very detailed. However, it is proprietary.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
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Dear colleagues, I am studying the causes and financial losses of failed BPM projects. Could you suggest articles and experiences related to this topic?
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There are several reasons, from my point of view, the wrong decision in these things causes this: The first is to determine whether the previous process needs improvement or simply restructuring. Take your time to think. The second is whether this process will be negative or positive in a simple way. If it is positive, it will return its value to the customer and the institution. This is required. Always make sure that the process is positive as much as possible. Third, and this is the most important thing: “Focus on what you need and not what you want.” Do not apply BPM to all the organization’s operations simultaneously, just do this for operations that consume time, effort and money. The time that you will lose in unnecessary operations will benefit from it if you decide to invest in it. Important processes only if you feel that the process does not make an effective difference in the organization, then this means that there is a process that is more important than it, in short, only focus on the processes that will make the organization spend less and save time and money. There is a word in which he does bill gates say “The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency.
The second is that automation applied to an inefficient operation will magnify the inefficiency.”
and this is a deep meaning, delve into it and you will review many things and always remember. Think before you decide to ask a lot of questions to test the process and try to accomplish it with the least effort possible. This will return its values ​​to the organization and improve your productivity.
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I am looking for a database of similar business processes (or even better - a configurable processes) in BPMN format.
I need this to evaluate a recommendation algorithm for designing BP that uses machine learning approach and hence needs a lot of learning data.
That's why I am especially interested in a large database of similar processes, or configurable processes.
I would appreciate your help.
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BPM Academic Initiative (BPMAI) dataset : https://zenodo.org/record/3758705#.XrZDamgzbDc
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I would like to identify the relationship between Enterprise Architecture and business process standardization.
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If we believe that organizations are not homogenous monoliths but rather quite diverse, then standardization would be more of an art than a science...
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Both sub-fields propose useful algorithms to address somehow different problems. What is the difference between the problems? How this difference influence the structure of methods to solve them?
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By the way, you can look in here:
Conference Paper Process Mining Manifesto
This paper is well cited and offers a conceptual clarity to which you can refer.
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There is little doubt that blockchain technologies will have a great impact on business processes and business models. In the sense of brainstorming and collecting ideas: What are the links between sustainability management and blockchain technologies?
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I recently came across an interesting paper that connects Blockchain and sustainable development goals:
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Dear researchers,
I am working on the method for quick operationalisation of manufacturer procurement goals (that usually could be found in "call-for-tenders" document) using knowledge about available processes of suppliers. The final aim is to reduce the time needed to start tender execution from months to days, that is good aligned with the Industry 4.0 vision in the aerospace.
On the one side I have a tree-structure of the main goal (e.g. in the form of Bill of Materials), on the other side - the available process steps (activities) that could reach some of smaller sub-goals. There are {fit, flow, shared resource} dependencies between activities belonging to different suppliers and I am striving to resolve them comparing several approaches, e.g. using constraints satisfaction solver (Norman et al., 2006).
I will much appreciate any thougths and suggestions regarding this issue.
Thank you in advance
Nikolai
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John, thank you for your idea! In my case sales demand = procurement goal, what is later decomposed to sub -goals. In order to reach those sub-goals we need to align several supplier processes, that have dependencies between themselves: fit, flow and shared resource (Malone, 1999) . When these dependencies are resolved we get the workflow to execute. So the key issue is how to resolve such process constaints.
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I am looking for some research papers having interesting case studies on application of IoT in Supply Chain Management (SCM) for Retail\logistics in context of Industry 4.0. I found some literature, however apart from [1], most work provided quite simple use cases.
[1] Fiedler, M., & Meissner, S. (2013). IoT in Practice: Examples: IoT in Logistics and Health. In Enabling Things to Talk (pp. 27-36). Springer, Berlin, Heidelberg.
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Simply check Amazon research papers and the KPMG report related to that
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Does BPM support Digitalization? Does anybody have examples for that?
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if TISM is better than ISM methodology then we all should adopt it. why are all practitioners not accepting it prior?
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since the method emphasize in quality assurance and cultural change, I think the last one is more difficult to change in developing countries. 
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I have an idea in incorporating a new approach for optimising flexible manufacturing systems for this do I need to follow any instructions ?
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there are several factors to be optimized
1. Machine Flexibility
2. Routing Flexibility
3. System Flexibility
In case you are designing supply chain you need to look at supply chain flexibility.
I suggest that you look into the following literature 
1. The fundamental principles of flexibility in manufacturing systems
JA Buzacott - … of the 1st international conference on …, 1982 - North Holland Publishing Co.
2. A generic approach to measuring the machine flexibility of manufacturing systems, EJOR 
3. On measures of flexibility in manufacturing systems
P. H. BRILL & M. MANDELBAUM
Pages 747-756 | Received 01 Nov 1987, Published online: 28 Mar 2007
IJPR
M.I.M. Wahaba, , , Desheng Wub, Chi-Guhn Leeb
There are several other authors, but suggest Buzzacott and Brill et al.
I hope it helps.
Regards,
Goutam Dutta
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Actually, data mining has a lot of applications. But, I do not know its applications in business intelligence, organisational management, Business Process Management and etc.
Do you have any idea about that?
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Dear Vahid, a bit late to the game, but I recommend you to have a look into the area of process mining, which has many data mining applications in BPM. See for example my recent article, in which we predict all kinds of aspects of running instances of a business process using data mining techniques. We describe many similar works in our related work section.
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Hello to anybody and everybody! My question for today is; has anybody discovered a more structured way to collect and organize the chapter 2 literature review. It is a document that seems to grow as fast as I search for data and write it. In addition, after collecting the material, there again, is a big task. I realize I must do this, on my own; I am wondering if anyone has beat this challenge. Anybody?
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Dear Beverlyn,
first of all you may be aware about the correlation of your work and the literature review.
When starting with a scientific project, you should be able to describe your project with the following three topisc (p.e. as an OnePager). It is important to keep the sentences short bringing everything on-the-point.
Specific Challenge:
  • What new findings you will get with your work?
  • What is known, what is still necessary to find. 
Scope:
  • What you will do to get the new findings?
  • Which are the resources you will use?
Impact:
  • Who as a benefit from your results?
  • How you can quantify the benefits?
This description allows to check all the time if the title of your project fits the content.
Furthermore you have a clear guidance what you have to describe in your literature review (or better "Description of the State-of-the-Art"). Following your OnePager, everything what is common knowledge you have to describe. No more and no less.
Everything you create as "new knowledge" than has to be pointed out within your conclusion.
With best regards
Michael
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What would be the implications of also claiming ITM constituents as interdisciplinary?
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The answer could be much simpler. If IT Management is a combination of 'IT' and 'management', then the question answers itself.
If 'management' is considered multidisciplianry, then yes, if not, then not. Most people would define 'management' as very multidisciplinary ;-)
Looking at your initial question, and defining the components, it seems that you treat 'IT' as information provisioning services instead of information technology. I suggest you first define your scope and then rephrase the question.
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Is there a difference between a Process Culture and a Corporate Culture? And if so, can both coexist?
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is it me or are almost all responses off topic and boiler plate philosophy?
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You are invited to take part in a research project that is looking at how organisations select and implement project management methods such as PRINCE2, APMBoK and PMBoK that is being conducted as part of my doctoral research.
As part of this study I would like to ask those people involved in projects to complete a questionnaire on their experiences and opinions of project methods and how they have been deployed in the organisation.
The questionnaire is anonymous and confidential and will take about 20 minutes to complete. 
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PRINCE2 - strong in Governance. So when multiple and complex organizations / stakeholders , a lot of bureaucracy involved / Government Organizations involved , PRINCE2 is a good framework.
PMBoK - Strong at the activity execution level. 
Please note that the above insights are vis a vis IT Industry. 
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Dear colleagues,
We are conducting research on objectives, conduct and outcomes of sabbatical leave taken by Information Systems academics and its impact on research productivity. The aim of the research is to offer recommendations for academic institutions, hosts and visiting researchers to maximize benefits from sabbatical leave.
All active academic researchers that are members in the Association for Information Systems (aisnet.org) are invited to participate. We define active academic researchers as those association members that have completed a Ph.D. and who occupy an academic position with a research component (such as faculty members or post-doctoral fellows). Non-research members (e.g., teaching faculty, adjuncts, or administrators) or academics without Ph.D. completion are not part of our study.
If you are an active researcher in Information Systems, you are invited to participate in the project by participating in an online survey.
Please visit the following link to commence the online survey.
You are free to withdraw from the survey at any time prior or during completion; however, by submitting the completed survey we will assume that you are giving consent to participate in this study.
Please note that this study has been approved by the QUT Human Research Ethics Committee (approval number 1200000446).
Many thanks for your consideration of this request.
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yes taken
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I am doing a research investigating the interrelation between organizational culture and national and the influence of two culture on business process management.
There a variety of models being used for assessing culture. I wonder if any one recently used a reliable and validity model for assessing culture - organizational & national.
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Please, Try my publication named "Organizational Culture Impact on Information Systems Success"
Thank you
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Complexity management researchers have stated that complexity can either be controlled or managed but not prevented.
Following Clark (2012), Compexity management has origins and definitions in different fields such as Systems theory, Biology,Physics, Economics and Business management.
Looking for more definitions and methods for evaluating (quantifying) complexity in production systems.
Clark (2012) Practical measurement of complexity in dynamic systems
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Dear  Amardeep Banerjee
Greetings,
Please find the attached file about the definition of complexity management ,may be interesting for you 
Best Regards
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Can anyone explain this statement with some examples?
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SBVR is a landmark for the OMG, the first OMG specification to incorporate the formal use of natural language in modeling and the first to provide explicitly a model of formal logic. Based on a fusion of linguistics, logic, and computer science, and two years in preparation, SBVR provides a way to capture specifications in natural language and represent them in formal logic so they can be machine-processed.
Methodologies used in software development are typically applied only when a problem is already formulated and well described. The actual difficulty lies in the previous step, that is describing problems and expected functionalities. Stakeholders involved in software development can express their ideas using a language very close to them, but they usually are not able to formalize these concepts in a clear and unambiguous way. This implies a large effort in order to interpret and understand real meanings and concepts hidden among stakeholders' words. Special constraints on syntax or predefined linguistic structures can be used in order to overcome this problem, enabling natural language to well represent and formally define problems and requirements.
The main purpose of natural language modelling is hence to make natural language suitable for conceptual modelling. The focus is on semantic aspects and shared meanings, while syntax is thought in a perspective based on formal logic mapping.
Conceptualization and representation play fundamental roles in thinking, communicating, and modeling. For each concept there is a triad of 1) the concept in our minds, 2) the real-world things conceptualized by the concept, and 3) a representation of the concept that we can use to think and communicate about the concept and its corresponding real-world things. (Note that real-world things include both concrete things and representations of those concrete things as records and processes in operational information systems.)
A conceptual model is a formal structure representing a possible world, comprising a conceptual schema and a set of facts that instantiate the conceptual schema. The conceptual schema is a combination of concepts and facts of what is possible, necessary, permissible, and obligatory in each possible world. The set of facts instantiates the conceptual schema by assertion to describe one possible world. A rule is a fact that asserts either a logical necessity or an obligation. Obligations are not necessarily satisfied by the facts; necessities are always satisfied.
SBVR contains a vocabulary for conceptual modeling and captures expressions based on this vocabulary as formal logic structures. The SBVR vocabulary allows one to formally specify representations of concepts, definitions, instances, and rules of any knowledge domain in natural language, including tabular forms. These features make SBVR well suited for describing business domains and requirements for business processes and information systems to implement business models.
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I am currently investigating on Cloud ERP where there are some areas that require to be developing and research, especially on the concept of business process virtualization and on demand services. We are trying to propose a novel for Cloud ERP system to have a capability of on demand business process for the organization to be able to change the core business process of the system without requiring waves of redevelopment, testing and deployment. This approach will help the ERP system to have agile architecture or the architecture that is built to change. I highly appreciate that if you share your opinion by answering this multiple questionnaire. It’s only takes few minutes. http://cass.eu.qualtrics.com/SE/?SID=SV_5teL58BiU9W5ge9
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Have a look :
What do you think about the ERP Business Process On-Demand?
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According to a study by the Gartner Group only 13% of business meet their yearly strategic goals. What are the reasons for that? How can we improve this situation?
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This is a very good question. Thanks for posing it Mathias Kirchmer.
As Pedro Sobreiro pointed out above, having a plan on internal conditions is a prerequisite, but curiously having such a plan is no guarantee for accomplishing the goal, i.e. meeting strategic objectives. As a German field marshal, von Moltke, once observed; no plan survives its first encounter with the enemy. Likewise here. The plan must be amenable to changing circumstances. I think it was Churchill who shared a view on that; to improve is to change, to be perfect is change often.Of course the following question is whether one knows in which direction to change next?
I think that the existence of such uncertainty drives the low performance on reaching objectives. Can it be managed? To some extent I think that is the case. Can it be completely controlled? That I sincerely doubt.
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Double blind is assumed to provide more fairness in the review process. A study made by ACM transactions on database systems in 2007, in addition to previous studies, show that double-blind review provide more fairness for authors from less-known institutions and to female authors. Also, BPM 2015 has  made a good practice to first-time BPM submitters where they were provided with some pre-submission guidance about their papers. I see this is as a great step and an encourage to gain new members to the community. So why not to embrace a double-blind review process in the future editions of that event?
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Even in the double-blind reviewing process, an experienced reviewer can discover the identity of the author. In all cases, the most important is to do the review honestly and impartially.
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What do you think about applying creative techniques and intuitive thinking (eg Design Thinking) to capture and analyze process data, such as expectations, experience and customer satisfaction? Ie, applying techniques that look out of the organizational boundary. Combining these creative techniques with the BPM traditional techniques (analytical techniques) would be a better way to create value for the customer and consequently for the organization?
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There is a white paper I uploaded which takes a first look at what a customer-centric organisation looks like. I will shortly be uploading another on NPS and other Voice of Customer metrics which can act as feeds into an organisation's process.
 I have also taken analysis down to L4 of the eTom model for the service provider vertical to show how Customer Experience analytics and NPS data can be acted upon.
In conversations with business process consultants it seemed that telecomms are more advanced than othersectors, but all grapple with the same question. How to put CE into your org's processes. 
I'm not sure what design techniques you had in mind, but we are certainly having to be creative.
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I am planning to write a paper which links Business and IT with the help of a feedback systems approach.
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By system dynamics, you're really referencing the variables that either influence the behavioral aspects of the processes used to support the business and/or (presumably both) the outcomes that the business is attempting to achieve with the capabilities they provide. There is actually a fair amount of work being done within the Business Architecture Guild, where a MetaModel is being developed for Business Architecture as a baseline for vendors to include in their modeling tools. The Metamodel is being designed to accommodate linear and non-linear behavior (via aspects of CAS - complex adaptive systems) via alignment with related metamodels covering BPMN, CMMN, SBVR, and others. Let me know if you would like to join the discussion / team or obtain additional information.
Regards,
Jeffrey
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Generally, top-down approach starts with adopted standards and assess the state of the practice in small company regarding adopted standard, while bottom-up starts with the state of the practice in the company without considering standard.
What is your opinion? Do you have any practical experience? Can you suggest any study addressing and discussing this issue?
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In that case I would suggest a "Straussian" approach to grounded theory method, not a "Glaserian" one - that accepts that you do have some theoretical base (bias!) before you start, and encourages you to document your assumptions. A PhD student of mine did this successfully, working with SMEs, but there isn't a journal paper about her research yet.
John E
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Do you have practical experience with ABPM?
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Thanks Amina. The changes made in the case I described above proceeded both iteratively (we worked through all the logic three times, and some areas even more than that) but some of the most significant changes were made even as the initial model was recorded. That seemed pretty much inevitable, as the need for change was recognised immediately, so changes were made between discovery sessions.  But once we completed the first pass right through, we realised that we had to review what we had done to take account of further improvements that then became obvious. As far as I am concerned, that is the essence of Agile.
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Business process Re-engineering is considered as an obsolete subject as it was considered as another name for re-sizing the organization and was also based on clean slate approach.
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Business Process Re-engineering is considered as an obsolete subject as it was based on processes optimization without considering humans. Business Process Management is now a days a broader concept, integrating processes, humans and IT.
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I'm doing research about the connection between firm innovation and managerial competencies and I am looking for some references, research, case studies, and suggestions of methods.
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You may be interested to the enclosed arrticle; kind regards, MV
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Big Data and Analytics are focused on transforming big quantities of data into usable information. I believe this information will only have value in the context of an appropriate adjustment of related business processes since that is the only way of moving the information into action. Thoughts? How do you organize the connection? What dos that mean for BPM?
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Dear Mathias,
As you have indicated, Data has been anointed as the Oil of the new millennium. Modern strategists have elevated Data to the status of 4th factor of production after land, labor and capital. Given the volume, velocity and variety of data, knowledge extraction from new-age data has a complexity, which one would not have associated with data processing a decade back.
Before mapping data to business and planning BPM, one needs to organize data along a few vectors. The vectors are:
1. Location-aware data
2. Person-aware data   &
3. Context-aware data
Then for each of these streams, one has to look at what are the key factors and sub-factors that drive data collection, processing and storage. Some of the factors are:
1. Cost [Storage Cost, OPEX Cost, TCO, resource cost etc]
2. Technology [Are you going to use cloud for data storage]
3. Speed of processing [Data throughput Management]
4. Value adds from additionally processed data [like Visuality of data]
Mapping these vectors together would be useful in understanding the complete nuances of modern data and its involved processing.
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For my research I am looking for a set of business processes to conduct my experiments. I've spent a long time looking and I can't seem to find any source. Of course there is the Signavio academic initiative, but the processes are not quite usable if you need to be able to analyze them semantically (ex.: task named A, B, C,...). I was wondering how you conduct your BPM related experiments?
Thanks!
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I was searching about Business process management system. I found many companies use SAP as ERP. Is it a part of BPM?
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SAP solutions contain a BPM system that covers the entire enterprise system, automated, semi-automated and non-automated tasks.
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I think the implementation of business process approach in organization will lead to the reinforcement of social capital.
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The main aim of business process orientation is to reduce business costs and increase consumer satisfaction. Therefore, applying business process in organizations will lead to more loyalty and this will reinforce the social capital.
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While doing my research in Workflow I could hardly find any Indian academician working on same. Workflow has tremendous scope of research and invention both. Where there is a Business Process there can be a workflow. In every research area the scope of research in workflow is tremendous yet unexplored in Indian academics. Though a very technical topic Workflow have a vast scope in academics and scientific research.
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hi Shweta...i agree, but to an extent.... Workflow Management is well advanced in Developed Countries (USA etc), whilst still maturing in Developing Countries such as India, and perhaps even Africa etc....but yes, it does then allow for it to become fertile grounds for some good research ideas from a developing country perspective...
Sachin
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The use of workflow is not limited to only software applications. It should be included in every business process automation not limited to any domain. Even processes such as patent filing, PhD research thesis evaluation & submission, production, manufacturing, e-commerce, recruitment, cloud computing, embedded systems etc should facilitate the use of workflows.
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The workflow paradigm, early adopted in the business context is also useful for modeling scientific applications on multiple science domains and allowing flexible mappings between the application abstractions and the underlying computing infrastructures namely large distributed infrastructures such as big clusters, Grids and Clouds.
However, currently, most of the existing scientific workflows tools do not offer adequate support to facilitate the development of several challenging scenarios that are becoming more important for emerging large-scale, distributed, and dynamic applications. As examples of currently open issues, existing workflow approaches still exhibit critical dependencies on a centralized enactment engine, and they lack flexibility in supporting the execution of long-running workflows with multiple iterations or even infinite iterations and allowing their structural and behavioral dynamic reconfiguration.
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Assessment is part of BPM maturity models. You need to know your position on the BPM maturity roadmap in order to take the appropriate actions to advance. How is BPM maturity assessment different from BPM success assessment?
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A BPM maturity assessment baselines the current BPM capabilities and defines the desired future state in the same structure. The BPM success assessment evaluates the progress towards the future state, suing the same assessment framework. You may want to check my book on Value-driven BPM, especially chapters 3 and 9.
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I am looking for SOP's, Workflows, best practises and so on. This is to support several SME's and develop softwares for them accordingly.
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You can have a look at the (Open) process handbook developed by the MIT. The handbook database can be accessed through a dedicated tool, which is freely available from the project website http://ccs.mit.edu/ophi/index.htm.
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To get information system flexibility, we have to decompose Business Processes (BP) to small units that can be replaced with other ones. These units are Business Services (BS). So how we can obtain these BS?
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LEGO (R) is a good comparison or metaphor:
Your process models are the LEGO sets (or individual LEGO constructions), each composed of different LEGO bricks (your business services). How did LEGO decompose to maximize reuse, replaceability and flexibility? The LEGO nops are the secret. We call it the business object model for the application domain. Without the nops you need many adapters and/or glue, which reduces flexibility and reuse.
The shapes of most bricks (their interfaces) need to be regular, but additionally you need special purpose bricks for special applications. For services of course their semantics is an additional dimension, not covered by the LEGO metaphor.
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I am assuming that the research in this area is supported by two paradigms behavioral science and design science. My research objectives are the development of solutions to organizations, using action research, starting with a business analysis and making the decompositions of strategic formulation , like the scorecards, using business processes management approach. The improvement areas identified in the organization are solved using Information Systems initiatives.
The case studies are applied to several organizations and support the definition of an approach to a business sector. To have scientific value how many case studies should I do to define the approach generalization. And at the same time getting results not in a very long term?
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Hi Pedro. Concerning how many times do you perform action research cycle, maybe you can take a look to the article of Ned Kock titled: "The three threats of action research: a discussion of methodological antidotes in the context of an information systems study" in Decission Support Systems (2004). Best regards.
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Unfortunately I have already collected all the data for my study and analyzed it.
I am in trouble guys.
Please if you have any experience with this, please share it
Thank you
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Dear Mohammed,
thank you for the clarification. If the research context or field of application is highly different, I understand the argumentation of your examiner. But still, from my experience, a pilot study is not always necessary. If you can argue that the scales you used are well established in many research contexts over the years, and you can show for your data that the scales are highly reliable and valid (by using exploratory and comfirmatory factor analysis, including all the established psychometric criteria) everything is fine for your main analyses. In the end, ensuring the quality of the data is the reason for doing pretests; otherwise this would be a formal necessity of the examiner only.
Nonetheless, thinking about a possible solution.... Doing a pilot study post hoc, clearly, is not an option. It may be a solution to split your sample and to use a little part (e.g. n = 30) to conduct pretests using exploratory factor analysis, analysis of internal consistency, etc.. This could work if dimensionality, reliability and validity can be confirmed in the small sample; and even if you have to exclude one or two items. With the main part of your data you could go further and conduct also confirmatory analyses. If there are more problems with the variables, of course, this approach is not helpful as you cannot modify the variables used in the data collection. Of course, this is not an exemplary approach (e.g. as the point of time in pretest and main study would be the same) but it may be better than nothing. I guess it is not possible to use the data you have collected until now as a pretest and do another main survey due to time and cost effort, is it?
All the best, Nicole
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The terms and concepts related to BPM are increasing almost everyday. Like processes management concepts, processes frameworks, processes architectures, processes management standards, processes management technologies, processes improvements, processes approaches.
Considering this, I think that Paul Harmon concepts and background organization in his book "Business Process Change" a good landmark. Assuming the organization of the concepts could be made considering a Top Down approach like BPM concepts applied to strategy, processes and implementation (human or technological) or using a historical perspective to organize the concepts, like quality control tradition, management tradition and information technology tradition, as described in the article of Paul Harmon "Scope and evolution of Business Process Management".
I would like to know the opinion if these organizations make sense to the background literature? Alternatively, if there is a better way to doing this?
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Let me know when I can help.
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Many organization struggle with inefficiencies and missing agility due to high variation of processes, e.g. the same maintenance service is carried out differently in different country subsidiaries. In order to overcome this it is necessary to measure the existing degree of standardization and define the target value.
But what's the best way to measuring standardization?
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Here some related questions: On which level of detail to you measure standardization and how? How do you distinguish between mandatory process variants, e.g. due to legal requirements, and optional variants? How can a process standardization index look like?
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Assuming that we are decomposing business capabilities, then identifying business processes. The first level of processes should be end-to-end. After this initial approach, we start drilling and making the decomposition to additional layers.
However, if we are making the decomposing considering business objects concepts, we know when to stop in the decomposition. We drilled until we found processes or sub processes using business objects (data entities) related to the process context, in a way that could be easily managed. Business objects in this way are a sort of referential to start from the bottom and organizing the processes or to start from the top until their identification. That facilitates the identification of processes and the associated activities needed to support the business objects, moving them from one state to another.
Where can I find information or a theoretical framework that could support first what is business objects? The information that I found is more related to SAP.
Some guidelines are appreciated!
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Hi Pedro, hope you are fine.
We have seen other approaches trying to define at which Level to stop decomposition and always found that it clearly relates to the objective why you are modeling. If you are modeling for e.g. clarifying communication between two departments in order to fulfil a customer order you will have a much different Level of Detail than when you try to model a process that should be executed by some workflow engine or a process that you would like to simulate. We use Business objects in process modeling in order to be able to manage models and in order to raise model Quality, as using different Terms for the same Thing makes People not understand the model and therefore they will not use it.
By the way: Do you know how to Keep the spell checker from capitalizing all my text?
Best regards, Frauke.
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In many publications and whitepapers of many vendors BPMN 2.0 is postulated as state of the art for Business Process Execution and Workflow Management. But there are several embedded and standalone WfMS available. Some of them are commercial and other ones, such as Activiti, Camunda BPM or Bonita BPM, are available for free. Which WfMS do you use for research and/or teaching activities?
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Initially, I have been using Bizagi to produce only BPMN diagrams (bpmn 2.0), later I have experimented the use of Bonita, but the version that I had been working don't implement some constructs of the BPMN 2.0, like event based gateway.
I used also because of it simplicity and lightness the Yaoqiang-BPMN-Editor, simple and quick to produce diagrams.
Now I have been trying to integrate BPMN with EA and I am approaching to the use of the tools of the BOC Group (ADONIS and ADOit), although I had worked only until now with ADOit.
I would consider the use of ARIS, but only tested an academic version...
Nowdays for the execution of BPM I am more attuned with the use of bonita, but I have also considered the use of processmaker, that is very clean and supports the interface for modelling in a web browser, but don't support until now BPMN...
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Quality award; process managemet.
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The objective of the widely used EFQM business excellence model is to help all types of organizations to improve and simplify corporate structures, collaboration and cooperation among the corporate community (NGO or Non-NGO). Self assessment, innovation and working together are key benefits from the application of the model.
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Talking to Management Professionals in organizations we need concepts that are easier to use in BPM approaches. The concept is related to Macro Processes or Processes Area, but from a managerial perspective are easier to discuss and to adopt. This could facilitate the operationalization of the strategy, and at the same time allow for encapsulation of people, processes and technology, simplifying this way the initial analysis approach.
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My idea its to model a Business perspective and move to business processes and after that, to technological processes... In this approach I am trying to start with the vision, mission, capabilities, before going to processes areas, related to that capabilities - to have alignment and context. This initial assessment will be made with board members, using the concept of Capabilities instead of Macro Process or Process Area. Because I feel its easier to explain a Business Capability to a Board Member, than Macro Processes. Because of this, I am trying to support this decision in a more scientific way, than empirical....
Thanks for the tools suggested, I will try it! For the business layer assessment, I am using Excel and Powerpoint and I don't like it :-)
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Looking on how to calculate the worth of a Porter Value Stream in an Enterprise
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Such a formula actually is the holy grail in supply chain managemenet, business process management, and the like. The problem to find such a formula is to account for the dynamics that evolve in a value chain (may it be a porter chain or any network of business processes).
Moreover, to find an answer to your question you might want to more precisely define what value you want to account for. How do you define worth?
If you define worth in terms of money or cash, the most straightforward thing to do is to identify all major resource flows in the activity chain and assign these resoruce flows a monetary value. These resource flows comprise resources used or consumed for production and service delivery, as well as resources ontained from customers or other parties.
So, instead of having a formular you may want to resort to flowcharts in which you model a network of resource flows and associated activities (i.e. the process model is the actual formula). Evaluating a "worth" of a process or a whole value stream is then relatively easy. In my research I developed and refined a method to evaluate processes with regard to cahs flow measures based on process models. If you are interested in this work I would be happy to send you some of my work.
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It is not clear to me how to distinguish them. e.g. When should I talk about a workflow model vs. a process model?
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Business Processes are basically collection of activities cutting across various departments, producing a valuable output for the customers (e.g Sales Process, Procurement Process). Workflow is used to automate these repetitive activities and hence business processes. So workflow will bring automation and efficiency to the business process.
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I need some research publication (or any information) about creating an ICT adoption model by SME.
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Maybe you can find a research publication that answer your question in www.gaudeamusacademia.com They also have good discussions. Or you can open your own discussion there...