Aligning Business Processes and Work Practices (original) (raw)
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Modeling Business Processes from Work Practices
Lecture Notes in Business Information Processing, 2012
Business process modeling methodologies need to pay attention to (1) the changing and distributed nature of business process, and (2) the contextual and tacit nature of the knowledge that operational actors have regarding business process. However, available methodologies offer little guidance to these concerns. This paper describes how to model business process models from work practices, using the BAM methodology. BAM is a methodology for business process modeling, supervision and improvement that works at two dimensions; the dimension of processes and the dimension of work practices. The paper illustrates BAM's business process discovery approach, which encompasses learning and modeling subphases, with a case study in an organizational setting.
A METHODOLOGY TO IDENTIFY, MODEL, AND IMPROVE BUSINESS PROCESSES
European, Mediterranean & Middle Eastern Conference on Information Systems 2014 (EMCIS2014) October 27th – 28th 2014, Doha, Qatar, 2014
Identifying, modelling, and improving business processes have become a vital activity for enterprises to become successful and competitive. To achieve this goal, enterprises need to select or come up with an efficient methodology to improve their business processes. The aim of this paper is to build a novel methodology to improve business processes. We called this methodology IMI. It consists of three main phases that each includes several steps. The first phase deals with the identification of business processes. The second step deals with modelling. In the third step business process improvement is explained. This methodology has been developed during the enterprise architecture project of AbFa-Kerman Company and the examples in this paper are adopted from this project. Finally, IMI methodology is evaluated. The evaluation results show strengths in determining the input and output of each step and partially covering the information model by graphically presenting the results of each phase. Employing hierarchical diagrams, such as BPML, SIPOC, WCA, and APQC, IMI benefits from simplicity and comprehensibility.
Business Systems Research Journal
Background: Business Process Modelling (BPM) is one of the most important phases of information system design. Business Process (BP) meta-models allow capturing informational and behavioural aspects of business processes. Unfortunately, standard BP meta-modelling approaches focus just on process description, providing different BP models. It is not possible to compare and identify related daily practices in order to improve BP models. This lack of information implies that further research in BP meta-models is needed to reflect the evolution/change in BP. Considering this limitation, this paper introduces a new BP meta-model designed by Business Process and Practice Alignment Meta-model (BPPAMeta-model). Our intention is to present a meta-model that addresses features related to the alignment between daily work practices and BP descriptions. Objectives: This paper intends to present a metamodel which is going to integrate daily work information into coherent and sound process definit...
Business process modeling: A maturing discipline
2006
A plethora of business process modeling techniques has been proposed over the last decades, creating a demand for theory to assist in the comparison and evaluation of these techniques. A widely established way of determining the effectiveness and efficiency of modeling techniques is by way of representational analysis. The purpose of this paper is to comparatively assess the outcomes of representational analyses of twelve popular process modeling techniques in order to provide insights into the extent to which the representational capabilities of process modeling techniques differ between each other and evolve over time, measured by the extent to which the techniques are able to facilitate complete and clear descriptions of real-world domains. Our research shows that, over time, process modeling technique have indeed increased their scope of coverage; however, this increased effectiveness of the techniques comes at the extent of increased complexity and ambiguity in the use of these techniques.
Modeling and Managing Business Processes
The purpose of this chapter is to present tools and techniques for modeling and managing business processes. For this, business process modeling is defined and classified according to two levels of detail. These categories are chained together with the help of a transformation technique, which is explained with the help of an example. As soon as the number of processes increases, they cannot be managed manually. This motivates the need for a software system called a business process management system (BPMS). The properties of a BPMS are explained, and the components of a BPMS, which support the necessary requirements of managing processes, are also presented with their advantages. Also, the major principles of business process management (BPM) are presented in this chapter.
A combined approach for supporting the business process model lifecycle
Proc. of the 10th Pacific …, 2006
Business processes evolve throughout their lifecycle of change. Business Process Modeling (BPM 2) notations such as BPMN are used to effectively conceptualize and communicate important process characteristics to relevant stakeholders. Agent-oriented conceptual modeling notations, such as i*, effectively capture and communicate organizational context. In this paper we argue that the management of change throughout the business process model lifecycle can be more effectively supported by combining notations. In particular, we identify two potential sources of process change, one occurring within the organizational context and the other within the operational context. As such the focus in this paper is on the co-evolution of operational (BPMN) and organizational (i*) models. Our intent is to provide a way of expressing changes, which arise in one model, effectively in the other model. We present constrained development methodologies capable of guiding an analyst when reflecting changes from an i* model to a BPMN model and vice-versa.
Business process modeling: Current issues and future challenges
Advanced Information …, 2009
Abstract. Business process modeling has undoubtedly emerged as a popular and relevant practice in Information Systems. Despite being an actively researched field, anecdotal evidence and experiences suggest that the focus of the research community is not always well aligned with the needs of industry. The main aim of this paper is, accordingly, to explore the current issues and the future challenges in business process modeling, as perceived by three key stakeholder groups (academics, practitioners, and tool vendors). We present the results of a global Delphi study with these three groups of stakeholders, and discuss the findings and their implications for research and practice. Our findings suggest that the critical areas of concern are standardization of modeling approaches, identification of the value proposition of business process modeling, and model-driven process execution. These areas are also expected to persist as business process modeling roadblocks in the future.
A conceptual framework for understanding business processes and business process modelling
Information Systems Journal, 2000
It is increasingly common to describe organizations as sets of business processes that can be analysed and improved by approaches such as business process modelling. Successful business process modelling relies on an adequate view of the nature of business processes, but there is a surprising divergence of opinion about the nature of these processes. This paper proposes a conceptual framework to organize different views of business processes under four headings. It also aims at providing an integrated discussion of the different streams of thought, their strengths and limitations, within business process modelling. It argues that the multifaceted nature of business processes calls for pluralistic and multidisciplinary modelling approaches.
Modelling business processes with workflow systems: an evaluation of alternative approaches
International Journal of Information Management, 2001
E!ective business process management necessitates a consistent information #ow between the participants in the process, the smooth integration of the #ow of work, the timely sharing of data and information during the planning and implementation phases and harmonious support for the collaborative aspects of work. The recent trends in the development of advanced work#ow management systems and technologies seem to be of crucial importance for facilitating these tasks within the process management context. However, work#ow management systems (WfMS) follow various approaches in modelling the #ow of work and hence present varying functionalities when supporting enterprise processes. The present paper examines the ways in which work#ow technology may facilitate the implementation of process management, reviews the pros and cons of adopting alternative work#ow representation techniques in modelling business processes and provides guidance to managers as to the characteristics, the similarities and di!erences of the various work#ow modelling schemes.