Relevant bibliographies by topics / BPM

Academic literature on the topic 'BPM'

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Published: 4 June 2021
Last updated: 7 September 2024

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Journal articles on the topic "BPM"

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Liu, Lei, Zehan Cui, Yong Li, Yungang Bao, Mingyu Chen, and Chengyong Wu. "BPM/BPM+." ACM Transactions on Architecture and Code Optimization 11, no. 1 (February 2014): 1–28. http://dx.doi.org/10.1145/2579672.

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Hu, Ming. "Optimal Renovation Strategies for Education Buildings—A Novel BIM–BPM–BEM Framework." Sustainability 10, no. 9 (September 14, 2018): 3287. http://dx.doi.org/10.3390/su10093287.

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The aim of this paper is to propose a novel building information model (BIM)–building performance model (BPM)–building environmental model (BEM) framework to identify the most energy-efficient and cost-effective strategies for the renovation of existing education buildings to achieve the nearly zero-energy goal while minimizing the environmental impact. A case building, the University of Maryland’s Architecture Building, was used to demonstrate the validity of the framework and a set of building performance indicators—including energy performance, environmental impacts, and occupant satisfaction—were used to evaluate renovation strategies. Additionally, this novel framework further demonstrated the interoperability among different digital tools and platforms. Lastly, following a detailed analysis and measurements, the case study results highlighted a particular energy profile as well as the retrofit needs of education buildings. Eight different renovation packages were analyzed with the top-ranking package indicating an energy saving of 62%, carbon emissions reduction of 84%, and long-term cost savings of 53%, albeit with a relatively high initial cost. The most preferable package ranked second in all categories, with a moderate initial cost.
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Wang, Jianmin, Florian Daniel, Barbara Weber, Niels Lohmann, Minseok Song, and Petia Wohed. "BPM Newsletter." EMISA FORUM 33, no. 1 (March 2013): 37–40. http://dx.doi.org/10.1007/bf03345891.

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Miers, Derek. "Best Practice (BPM)." Queue 4, no. 2 (March 2006): 40–48. http://dx.doi.org/10.1145/1122674.1122688.

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Bernardo, Ronaldo, Simone Vasconcelos Ribeiro Galina, and Silvia Inês Dallavalle de Pádua. "The BPM lifecycle." Business Process Management Journal 23, no. 1 (February 3, 2017): 155–75. http://dx.doi.org/10.1108/bpmj-12-2015-0175.

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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.
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Mu, Xiaoguo, Hu Gao, Haijun Li, Fucheng Gao, Ying Zhang, and Lin Ye. "Effect of Different Mulch Types on Soil Environment, Water and Fertilizer Use Efficiency, and Yield of Cabbage." Applied Sciences 13, no. 7 (April 6, 2023): 4622. http://dx.doi.org/10.3390/app13074622.

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This study aimed to address the crop growth and development issues caused by environmental factors in the area of the Liupan Mountains in Ningxia. In this area, there is a large temperature difference between day and night due to drought and low rainfall from spring to summer. The effects of farmland mulching for cabbage on soil environment, water and fertilizer use efficiency, and on cabbage were studied by comparing white common mulch (WCM), black common mulch (BCM), white and black biodegradable mulch (WBM and BBM), black permeable mulch (BPM), and black-and-white composite mulch (BWCM). The types of mulch suitable for application in the region were selected after a comprehensive comparative analysis. The results suggested that soil temperature and water content decreased in the mulch of the two biodegradable mulches and the permeable mulch compared with the control (WCM). Meanwhile, soil water content significantly increased into the rainy season in the mulch of BPM. The overall index of soil enzyme activity was 11.8% and 5.2% higher in WBCM and BBM than that in WCM. The soil overall fertility index of WCM exceeded the other treatments by 16.3%, 33.0%, 25.6%, 36.6%, and 25.4%. The water use efficiency and fertilizer bias productivity of BBM and BPM mulch treatments were the highest among all treatments. The economic yield and economic efficiency of cabbage in BBM, BPM, and WBCM mulch treatments were among the best. A comprehensive analysis of the indicators by completing principal components and affiliation functions revealed that WBCM, BBM, and BPM ranked in the top three in comprehensive scores. In conclusion, black biodegradable mulch, permeable mulch, and black-and-white composite mulch can be applied to replace the white common mulch, with black biodegradable mulch treatment performing the best.
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Le Ven, Éric. "BPA et BPM, deux outils pour transformer la gestion d’entreprise." Archimag N°361, no. 1 (February 1, 2023): 22–23. http://dx.doi.org/10.3917/arma.361.0022.

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Giacosa, Elisa, Alberto Mazzoleni, and Antonio Usai. "Business Process Management (BPM)." Business Process Management Journal 24, no. 5 (September 3, 2018): 1145–62. http://dx.doi.org/10.1108/bpmj-07-2017-0211.

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Purpose Although Business Process Management (BPM) is a critical issue and small- and medium-sized family firms (SMFFs) frequently adopt process organization, very little literature focuses on the processes by which family firms remain distinctive (Chrisman et al., 2016) or on their approach to BPM. The current research aims to fill this gap by analyzing dynamic companies’ attitudes to process-driven ability that concern exploitative as well as explorative processes. The purpose of this paper is to identify which kinds of dimensions may build an ambidextrous state in BPM in SMFFs, also favored by entrepreneurial IT capabilities and influenced by a stable but changeable context. Design/methodology/approach The authors referred to vom Brocke et al.’s (2014) study as it allows a focus on BPM research in the context of SMFFs. Then, the authors adapted the framework to the context of SMFFs. In addition, an empirical analysis has been made for applying the framework’s principles on effective BPM requirements to SMFFs. In the research, the authors applied grounded theory, according to which observation and theorization are linked by circularity, as they represent moments being managed simultaneously. The theorization emerged in different moments of the empirical surveys, influencing the next data gathering and the data gathering was the object of a de-structured matching and analysis process. Findings Specific cultural and cognitive aspects, values and abilities affect the company behavior of SMFFs in terms of BPM, and this is influenced by the connection between the family and the business. Therefore, it confirms that the family is a missing variable in organizational research (Dyer, 2006) also in BPM. A good BPM permits the definition of business abilities of running the current processes, along with of acclimatizing the company to a changeable context. In regard to the exploitative and explorative strengths typical of organizational ambidexterity, the research favors, respectively, transactional excellence with a focus on net cost reduction and transformational excellence based on net revenue generation. This approach requires consideration of the difference between external and internal contingencies as well as of the different processes to manage. However, despite IT-based BPM tools and the new era of IT-based process thinking, technology appropriation is only one of our dimensions, and each dimension plays a role in good BPM behavior; only a combination of dimensions favors effective and flexible BPM. Research limitations/implications The research contributes to the literature on BPM through theoretical implications, in particular two main implications. First, the research emphasizes the impact of familiness on good BPM practice. Family appears to be a missing variable in organizational research on BPM, even though familiness affects process specificity and mechanisms. Second, the research is based on certain category dimensions that characterize management models common in the literature, allowing the application of BPM in FFs by taking advantage of their confidence and adaptability. Limitations are related to different points of view on the model’s scope and design, the recipient and the research method. Practical implications The research has two main practical implications, representing managerial potential, that improve the significance and originality of the research in internal and external contexts. In the internal context, this permits a new BPM mind-set. Originality/value The research is original for the following two reasons. First, when FF complexity grows and/or new organizational issues emerge, FFs are faced with two challenges: an increased number of complex processes to handle, along with a lack of IT-based BPM for organizational ambidexterity. In such a context, this research can suggest a solution. Second, the research is based on dimensions that have been widely characterized in general management models. For this reason, FFs may already be familiar with these dimensions. In addition, the model strongly valorizes the familiness impact on BPM development and takes into consideration the context awareness of the company.
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Wiese, Wolfram. "Schlank werden mit BPM." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 111, no. 6 (June 28, 2016): 362–63. http://dx.doi.org/10.3139/104.111538.

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Fovet, Frederic. "120 BPM [Motion Picture]." Journal of Homosexuality 66, no. 11 (October 18, 2018): 1626–28. http://dx.doi.org/10.1080/00918369.2018.1517498.

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Dissertations / Theses on the topic "BPM"

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SANTANA, André Felipe Lemos. "BPMG – Um modelo conceitual para governança em BPM." Universidade Federal de Pernambuco, 2015. https://repositorio.ufpe.br/handle/123456789/17696.

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Governança em BPM (Busines Process Management) é um aspecto frequentemente apontado como fundamental para o sucesso efetivo do gerenciamento de processos de negócio nas organizações. Isso parece ser especialmente verdade no contexto do setor público, onde a eficiência, prestação de contas e transparência (três princípios básicos da governança) precisam ser coordenadas. No entanto, as abordagens de governança em BPM têm se caracterizado por apresentarem conceitos complexos e pouco precisos, com visões bastante variadas sobre o tema, e modelos em alto nível que oferecem pouca ajuda sobre como implementá-la. Além disso, há um número reduzido de trabalhos empíricos descrevendo relatos práticos de implementação de governança em BPM. Assim, há uma escassez de modelos detalhados e consistentes nos quais praticantes e pesquisadores possam se basear. À vista dessa necessidade, essa tese teve como objetivo desenvolver e avaliar um modelo conceitual para apoiar a implantação da governança em BPM, chamado Modelo BPMG. Inicialmente, foram realizados estudos de caso exploratórios para levantamento de barreiras e facilitadores que influenciavam a governança em BPM em organizações do setor público que conduziam iniciativas de BPM. Constatou-se que as organizações não compreendiam precisamente o que é a governança em BPM nem tratavam explicitamente questões relacionadas mesmo quando conduzindo projetos de BPM. O modelo BPMG foi construído numa abordagem de design-science research contemplando também a criação de uma ferramenta de software que implementou elementos do modelo visando sua aplicação numa organização do setor público. Tanto o Modelo BPMG quanto a ferramenta tiveram sua aplicabilidade avaliada por integrantes do escritório de processos da organização pesquisada e por especialistas em governança de diferentes organizações. O resultado da avaliação apontou que o Modelo BPMG ajudou os praticantes de BPM da organização a desenvolverem um entendimento mais preciso e compartilhado da governança em BPM e foi percebido como significativamente útil para guiar a implantação dessa governança na organização.
BPM (Business Process Management) Governance is an aspect often seen as critical to the success of BPM in organizations. This seems to be especially true for the public sector, where efficiency, accountability and transparency (three basic governance principles) must be coordinated. However, governance approaches in BPM have been characterized as complex and imprecise, with quite different views on the subject, in addition to macro level models that provide little help on how to implement it. Moreover, there is a small number of empirical papers describing practical reports on BPM governance. Therefore, there is a lack of consistent and detailed conceptual frameworks and concrete applications that researchers and practitioners can rely on to properly address BPM Governance. In light of such need, this thesis presents a conceptual model to support the implementation of governance in BPM, named BPMG Model. Initially, exploratory case studies were performed to identify barriers and facilitators that impact the deployment of BPM governance in public sector organizations conducting BPM initiatives. It was observed that studied organizations do not precisely understand the concept of BPM governance. The conception of the BPMG model adopted a design-science research approach and also encompassed the development of a software tool that implemented model elements. Both the BPMG Model and the software tool were evaluated by the members of a BPM Office from a Brazilian public organization and by a group of governance experts from different organizations. Evaluation results revealed that the BPMG Model and tool supported BPM practitioners of the organization to develop a more accurate and shared understanding of governance in BPM. In particular, the model was considered as significantly helpful for the implementation of governance principles in the organization.
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Silveira, Neto João Leonardo. "Qualidade de ferramentas BPM (BPMS) e avaliação da abordagem business process management (BPM) em processos de software." Universidade de Fortaleza, 2013. http://dspace.unifor.br/handle/tede/92081.

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Increasingly companies are using Business Process Management (BPM) tools as an alternative for modeling business processes. However, many of these tools include only part of the life cycle BPM or in unsatisfactory and required characteristics. In order to capture essential features for BPM Tools, this paper identifies and analyzes the characteristics and the quality factors of greatest importance. The list of features is based on guidelines of ISO/IEC 25000 standard and was evaluated by professional results were obtained by a survey. In the second part of this work we developed a structured interview consisting of questions about the use of BPM to support the Software Process focusing on the goals, gains, difficulties encountered, used tools, skills and behavior of professional Information Technology (IT) and relationship between software processes and organizational processes. The interview was administered to professionals who already have experience with BPM in TI. From the information obtained qualitative investigations were performed using the Grounded Theory method to seek conclusions about the relationship between BPM and Software Processes. The analysis of these results is evidence for a suitable choice of BPM Tools (BPMS) as well as some findings on the use of BPM as supporting software processes. Keywords: BPM, Business Process Management, Software Quality, Software Product Quality, Software Process.
Cada vez mais as empresas estão utilizando ferramentas de Business Process Management (BPM) como alternativa para a modelagem de processos de negócio. Apesar disso, muitas destas ferramentas abrangem somente parte do ciclo de vida BPM ou não apresentam características satisfatórias e necessárias. A fim de capturar características imprescindíveis para ferramentas BPM, este trabalho identifica e analisa as características e os fatores de qualidade de maior importância. A listagem de características foi baseada em diretrizes da norma ISO/IEC 25000 e foi avaliada por profissionais cujos resultados foram obtidos por meio de uma survey. Na segunda parte do trabalho foi desenvolvida uma entrevista estruturada composta por questionamentos sobre a utilização de BPM como apoio a Processos de Software focando nos objetivos, ganhos obtidos, dificuldades encontradas, ferramentas utilizadas, habilidades e comportamento dos profissionais de Tecnologia da Informação (TI) e a relação entre processos de software e processos organizacionais. A entrevista foi aplicada a profissionais que já possuem experiência com BPM na área de TI. A partir das informações obtidas foram realizadas investigações qualitativas utilizando o método Grounded Theory para buscar conclusões a cerca da relação entre BPM e Processos de Software. A análise desses resultados representa indícios para uma escolha adequada de ferramentas de BPM (BPMS) como também algumas conclusões sobre a utilização de BPM como apoio a processos de software. Palavras chave: BPM, Business Process Management, Qualidade de Software, Qualidade de Produto de Software, Processo de Software.
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Benoni, Daniel. "Business Activity Monitoring v řešení Business Intelligence." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-15593.

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Business Activity Monitoring (BAM) is an acronym of Gartner Inc. to describe systems that are intended to provide "Real-time access to critical business performance indicators to improve the speed and efficiency of business operations. BAM systems help enterprises improve their operational efficiency and increase the ability of understanding and responding to events that have a significant impact on their business processes. Despite the fact that most businesses today are in urgent need to improve their operating performance, BAM systems as a solution seams to don't approach. The reality is that many software vendors supplied new BAM systems solutions by simply adding new features to existing products. In addition, there are no formal standards to define which specific features of the BAM system should contain. Another problem is the lack of theoretical models to support comparative analysis between the different systems of BAM. The aim of my thesis is to contribute to the improvement of the existing theoretical basis for the use of Business Activities Monitoring (BAM) as part of BI solutions, by providing an understanding of the relationship between the needs of decision support systems in real time and current applications of systems BAM. This work provides evidence that the relationship between the Real-time Business Intelligence needs of enterprises and BAM solution is determined by the need to ensure that the BAM system deliver current Real-time information to enable BAM users, who are often operating managers directly responsible for business processes, effectively respond to referred alert, supplied by the BAM system. To increase users' ability to effectively respond to events generated by the BAM system depends primarily on two basic operational issues. First, it is necessary to ensure adequate response for BAM users, to ensure necessary actions associated with the event. Second, BAM user must be able to understand the nature of the problem associated with the event, to initiate the proper steps to resolve the problem. Here it shows that, apart from insufficient knowledge of the nature of problems, BAM system needs, beside generation alerts in very low latency, also add context to these alerts, to provide enough information for BAM users to understand the nature of the problem associated with the event.
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Mareš, Jan. "Porovnání standardů a nástrojů pro modelování a řízení procesů." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-19057.

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The subject of the presented thesis is process modeling. The process modeling and process management is at present for many companies interesting issue, which is referred to as business process management (BPM). Large numbers of standards and tools have been developed to support business process management. The goal of this study is to compare different standards and tools for process modeling according to the process maturity of the organization, and to recommend a specific tool. The standards and tools are compared by demands selected according to the study of the literature and author's knowledge. At the same time, companies are divided to groups according to their requirements according to process maturity of the company and therefore the requirements for process modeling. Demands for comparison of the standards and tools are used depending on the process maturity of company using the Capability Maturity Model Integration (CMMI). For each level of process maturity recommendations of appropriate tools are presented, that could support the efforts of companies to achieve a given maturity level. Subsequently, the evaluation model with demands is used to recommend appropriate tool for a retail company.
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FERREIRA, Fabio da Silva. "R-BPM: uma metodologia para gestão de riscos em iniciativas de BPM." Universidade Federal de Pernambuco, 2016. https://repositorio.ufpe.br/handle/123456789/20057.

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Na busca por agilidade, economia e qualidade em seus processos, um número crescente de empresas tem adotado técnicas de Gerenciamento de Processos de Negócios (do original em inglês: Business Process Management - BPM), já que esta permite que a organização torne seus processos mais eficientes, com maior precisão, rapidez, flexibilidade e qualidade. No entanto, mesmo gerenciados, os processos podem enfrentar riscos que podem causar forte impacto sobre os objetivos da organização se estes riscos não forem gerenciados de forma apropriada. Como o gerenciamento de riscos demanda recursos e a execução de várias atividades (entrevistas, análises, reuniões etc.) que também são demandados pelo BPM, a integração destes dois campos tem sido tema de pesquisa frequente nos últimos anos. Um problema com os trabalhos existentes, no entanto, é que as atividades de gerenciamento de riscos propostas são aplicadas apenas a algumas fases do ciclo de vida BPM. Esta dissertação teve como objetivo construir e avaliar uma metodologia para realizar o gerenciamento de riscos em processos de negócios de forma integrada com o ciclo de vida BPM. A metodologia, chamada R-BPM, é composta por um conjunto de fases e uma ferramenta de apoio. Ela é inspirada na estrutura de gerenciamento de riscos do COSO (Committee of Sponsoring Organizations of the Treadway Commission) e foi construída através da abordagem de Design Science Research, que envolve um ciclo iterativo de construção e avaliação. Para avaliar a metodologia e a ferramenta de software construída para apoiá-la, foi realizado um estudo de caso em uma organização pública. Os artefatos foram avaliados através de grupos focais e surveys com especialistas da organização. Os resultados mostraram que a metodologia R-BPM, além de permitir que as atividades relacionadas à gestão de riscos sejam executadas em conjunto com o ciclo de vida BPM, permite também compartilhar a responsabilidade pelos riscos e fornecer melhores condições para os analistas e donos dos processos avaliá-los. Como a metodologia foi utilizada para resolver um problema do mundo real na organização estudada, esta pesquisa também contribuiu para a disseminação de conhecimento acadêmico para o mercado.
In search for agility, economy and quality in their processes, an increasing number of companies have adopted techniques of Business Process Management (BPM), as this allows the organization make its processes more efficient with greater precision, speed, flexibility and quality. However, even when managed, processes may face risks that can cause strong impact on the organization's goals if these risks are not managed appropriately. As risk management requires resources and the execution of many activities (interviews, analysis, meetings and so on) which are also demanded by BPM, the integration of these two fields has been a research theme frequent in recent years. A problem with existing works, however, is that the risk management activities proposed are applied only to some phases of the BPM lifecycle. This work aimed to construct and evaluate a methodology to manage risks of business processes integrated with the BPM lifecycle. The methodology, called R-BPM, is composed of a set of phases and a supporting tool. It is inspired by the COSO (Committee of Sponsoring Organizations of the Treadway Commission) risk management structure and was built by Design Science Research strategy, which involves an iterative cycle of construction and evaluation. To evaluate the methodology and the software tool built to support it, we conducted a case study in a public organization. The artifacts were assessed through focus groups and surveys with the organization's experts. The results showed that the R-BPM allows the activities related to risk management can now be implemented together with the BPM lifecycle, as well as shares responsibility for the risks and provides better conditions for process owners evaluate them. As the methodology was used to solve a real-world problem in the organization studied, this research also contributed to the dissemination of academic knowledge to market.
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BARRETO, Gleidson Antonio da Silva Sá. "C-BPM: uma metodologia para gestão de mudanças em iniciativas de BPM." Universidade Federal de Pernambuco, 2016. https://repositorio.ufpe.br/handle/123456789/21051.

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As iniciativas de BPM (Business Process Management) exigem mudanças no ambiente de negócios, com impactos significativos na cultura corporativa. Por isso, a Gestão de Mudanças é uma estratégia organizacional que deve ser incluída em iniciativas de BPM, para apoiar a organização para a realização dos objetivos estratégicos e maximizar o estado de prontidão para as mudanças. Entretanto, na academia e nas empresas há ausência de metodologias que abordem, de forma detalhada e consistente, a Gestão de Mudanças integrada ao ciclo de Gerenciamento de Processos de Negócio. Nesse contexto, esta pesquisa propõe uma metodologia de Gestão de Mudanças alinhada com o ciclo de vida de BPM, chamada Metodologia C-BPM (do inglês, Change – Business Process Management). A metodologia proposta baseia-se no guia do PMI (Project Management Institute) denominado “Managing Change in Organizations: A Pratice Guide”, e na abordagem proposta por John P. Kotter denominada “Kotter’s 8-Step Process for Leading Change”. Com base nessas referências, foram elaborados fluxos de ações ordenados que integram práticas de comunicação e capacitação às diretrizes gerais de Gestão de Mudanças e aos princípios de BPM. A metodologia C-BPM teve sua aplicabilidade avaliada por meio de um estudo de caso exploratório, realizado em uma organização pública que está conduzindo uma iniciativa de BPM. Para a coleta dos dados foram realizados grupos focais e uma pesquisa survey de natureza qualitativa, com a participação de especialistas em Gerenciamento de Processos de Negócio. Como resultado da avaliação, constatou-se que a metodologia C-BPM apresenta características relevantes para o aperfeiçoamento do gerenciamento das iniciativas de BPM, favorecendo o estabelecimento de uma cultura organizacional de aceitação das mudanças. Apesar dos resultados não serem generalizados para qualquer tipo de organização, esta pesquisa pode servir como referência para novos estudos empíricos nessa área de conhecimento.
Business Process Management (BPM) initiatives require changes in the organizational environment, with significant impacts on corporate culture. Therefore, Change Management is an organizational strategy that must be included in BPM initiatives to support the organization to achieve the strategic objectives and maximize the readiness state for change. However, in academia and companies, there are no methodologies that address the Change Management integrated with the Business Process Management cycle. That context, this research proposes a Change Management methodology aligned with the BPM lifecycle, called C-BPM Methodology (English, Change - Business Process Management). The proposed methodology is based on the PMI guide (Project Management Institute) called "Managing Change in Organizations: A Practice Guide," and the approach proposed by John P. Kotter called "Kotter's 8-Step Process for Leading Change." Based on these references, actions were proposed that integrate communication and training practices to the general guidelines of change management and BPM principles. The applicability of the C-BPM methodology was evaluated through an exploratory case study in a public organization that is leading a BPM initiative. To data collect, we conducted focus groups and a survey of qualitative research, with the participation of specialists in Business Process Management. As a result of the evaluation, it was found that C-BPM methodology propound relevant characteristics to improving the management of BPM initiatives, favoring the establishment of an organizational culture that accepts changes. Although the results are not generalizable to any type of organization, this research can serve as a reference for further studies in this area of expertise.
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OLIVEIRA, Liliane Almeida Medeiros de. "IMM-BPM: um guia para a instanciação de um modelo de maturidade em BPM." Universidade Federal de Pernambuco, 2016. https://repositorio.ufpe.br/handle/123456789/24524.

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A Gestão de Processos de Negócios (Business Process Management - BPM) apoia organizações na melhoria contínua de seus processos. Para uma evolução consistente das iniciativas de BPM é importante a utilização de modelos de maturidade que direcionem as ações institucionais.Um bom modelo de maturidade deve disponibilizar ferramentas que avaliem as fraquezas e forças organizacionaise viabilizem melhorias. Os estudos realizados nesta pesquisa sugerem que a instanciação de modelos de maturidade em uma organização não é tarefa simples. É uma atividade complexa e que requer um planejamento e execução de passos eficazes. Uma das maiores dificuldades encontra-se no fato de que a maioria dos modelos disponibilizados não apresenta exemplos práticos de como foram instanciados. Assim, propomos o desenvolvimento de um guia para a instanciação de um modelo de maturidade em BPM, denominado IMM-BPM, estruturadoemtrêsfasessistemáticas que especificam atividades a serem executadas para que um modelo de maturidade possa ser efetivamente instanciado e implementado.O guia é baseado no modelo proposto por Rosemann e de Bruin (2005) efoi construído utilizando a abordagem de Design-Science Researchcombinada com o método de pesquisa de Estudo de Caso. O estudo teve como objetivo instanciaro modelo de maturidade BPM em uma organização do setor público e refinar o guia a partir das lições apreendidas com a instanciação.Foram realizados vários ciclos de melhorias incrementais no artefato, para que se pudesse obter o resultado esperado, ou seja, o desenvolvimento final do guia IMM-BPM. Além disso, sua aplicabilidade foi avaliada por meio de um survey com especialistas em BPM. Como resultado da avaliação, constatou-se que o Guia IMM-BPM é útil e facilita a instanciação de um modelo de maturidade BPM, contribuindo para a construção de uma cultura evolutiva das iniciativas de gestão de processos de negócios.
The BPM (Business Process Management) discipline aims to support organizations in the continuous improvement of business processes. In order to help the consistent evolution of BPM initiatives, it is important that organizations adopt maturity models to direct their future actions. A good maturity model must provide tools to evaluate the organizational strengths and weaknesses, support improvements and allow comparison with other organizations. The studies in this research suggest that the development of maturity models is not a simple task. The choice of an appropriate model is a complex activity that requires effictive planning. A major difficulty lies in the fact that most models available in the literature are not sufficiently tested or do not present practical and easily reproducible examples. In this research, it's proposed a guide for instantiation of BPM maturity models. The guide is called IMM-BPM and is structured in three systematic steps that specify activities that would be performed so that a maturity model can be effectively implemented and instantiated. The guide is based on the model proposed by Rosemann, de Bruin (2005) and was built using an approach of Design-Science Research combined with a Case Study Research. This research aimed, with the IMM-BPM, to instantiate a BPM maturity model in a public sector organization and to refine this guide with the lessons learned. We carried out several cycles of incremental improvements in the guide until get the desired results. In addition, its applicability was assessed through asurvey with BPM experts. As a result of the evaluation, it was found that the IMM-BPM guide is useful and facilitates the development of BPM maturity models, contributing to the construction of a culture that supports the evolution of BPM initiatives.
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Přívratský, Miroslav. "Procesní řízení ve společnostech zabývajících se distribucí a prodejem energií." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-19042.

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This diploma thesis deals with the issues of Business Process Management (BPM) in companies engaged in the energy distribution and trading in the Czech Republic (with a focus on the electricity and natural gas market). The first part introduces the basic terms and specifies the theoretical principles of Business Process Management in comparison with the classical functional management approach including the benefits, risks and issues associated with the implementation of Business Process Management in the organization. Thesis also outlines the issues and current status in the market with tools for BPM support. Next part of the thesis is devoted to analysis of the energy market in Czech Republic including its specifics and providing a sample of companies into the research which is the subject of the last part of the thesis. The goal of the realized research is to describe the current status of Business Process Management in the selected companies including formulation of conclusions and evaluation of the current level of usage of BPM.
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Bettiol, Rafael Tiburi. "Efetiva transformação com gestão de processos de negócios – BPM." Universidade do Vale do Rio dos Sinos, 2016. http://www.repositorio.jesuita.org.br/handle/UNISINOS/6328.

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A Gestão de Processos de Negócio (BPM) vem sendo adotada pelas organizações a fim de solucionar problemas latentes nas interações das atividades organizacionais, proporcionando assim, maior eficiência operacional e melhores níveis de serviço, os quais satisfarão e melhorarão a experiência dos clientes para com os produtos e serviços. Para essa adoção, os processos de negócio passam por projetos de BPM, os quais tem o objetivo de entender como uma determinada etapa da organização atua, eliminando desperdícios, e redesenhar o processo aderindo à melhores práticas e à novos conceitos. Após essas fases de projeto, são estabelecidas ações que irão transformar o processo de negócio do estado atual ao futuro. É neste contexto de pós projeto que este estudo de casos busca analisar o “por que” e o “como” os processos de negócio efetivamente transformaram. O “por que” está na análise das variáveis que influenciam a efetiva transformação, sendo que as variáveis estão baseadas em conceitos de Rotinização, Infusão e Mudança Cultural. E o “como” está baseado nos projetos de BPM, suas técnicas, métodos, ferramentas e entregáveis, estabelecendo padrões de condução. Na execução desta pesquisa, foram efetuadas pesquisas bibliográficas para estabelecer os principais conceitos, possibilitando definições claras das variáveis envolvidas. A pesquisa foi baseada em um estudo de múltiplos casos através das técnicas de coleta de dados entrevista e dados secundários. Foram efetuadas validações dos conceitos, das variáveis, das perguntas e do roteiro de entrevista junto a especialistas empregando Focus Group. Após a validação do instrumento de pesquisa, as entrevistas foram realizadas com organizações que haviam executado projetos de BPM e os respectivos processos estivessem em operação no instante da pesquisa. A coleta de dados, junto com os dados secundários, obteve informações suficientes para a segmentação, codificação e análise. Na análise, para medir a efetiva transformação, foram estabelecidos níveis de influência, negativo, neutro e positivo, para cada variável. Sendo assim, a efetiva transformação dos processos de negócio pôde ser analisada através da composição das influências das variáveis, uso prolongado, uso na integração, orçamento, equipe, capacitação, governança corporativa, fornecimento e manutenção, atitudes individuais para com a mudança e compartilhamento de conhecimento. O resultado do estudo demonstra que a variável uso prolongado foi a que mais influenciou negativamente a efetiva transformação dos casos analisados e, por outro lado, a variável governança corporativa foi a que mais influenciou positivamente. Na análise dos padrões de condução através das técnicas, métodos, ferramentas e entregáveis utilizados nos respectivos projetos de BPM, foi utilizada uma análise chamada de Densidade de Código. A partir dessa 5 densidade pôde-se verificar que Brainstorming, BPMN e Entrevistas são as mais utilizadas dentre as técnicas, métodos, ferramentas e entregáveis dos casos analisados. Portanto, essas análises geraram conteúdo para discussões que se estenderam desde os facilitadores e barreiras para a efetiva transformação, passando por um paralelo entre a efetiva transformação conceitual e a observada, até as técnicas, métodos, ferramentas e entregáveis que mais foram utilizadas.
The Business Process Management (BPM) has been adopted by organizations to solve potential problems in the interactions of organizational activities, thus providing greater operational efficiency and improved service levels, which meet and improve the customer experience toward products and services. For this adoption, business processes undergo BPM projects, which aims to understand how a certain stage of organization operates, eliminating waste, and redesigning the process adhering to best practices and new concepts. After these project phases, actions are established that will transform the business process from the current state to the future. It is in this context of post project that this study of cases aims to analyze the "why" and "how" business processes effectively transformed. The "why" is the analysis of the variables that influence the effective transformation, and the variables are based on concepts of Routinization, Infusion and Cultural Change. And the "how" is based on BPM projects, their techniques, methods, tools and deliverables, setting leading standards. In the execution of this research, literature searches were performed to establish the main concepts, enabling clear definitions of the variables involved. The research was based on a multiple case study through interview data collection techniques and secondary data. The concepts, variables, questions and interview guide were validated with experts using Focus Group. After validation of the research instrument, interviews were conducted with organizations that had implemented BPM projects and their processes were in operation at the instant of the research. The data collection, along with the secondary data, obtained enough information for segmentation, coding and analysis. In the analysis, to measure the effective transformation, were established levels of influence, negative, neutral and positive, for each variable. Thus, the effective transformation of business processes could be analyzed through the composition of the influences of variables, extended use, use in integration, budget, staff, training, corporate governance, supply and maintenance, individual attitudes towards change and sharing knowledge. The result of the study shows that extended use variable was the most negatively influenced the effective transformation of the cases and, on the other hand, the variable corporate governance was the most influenced positively. In the analysis of leading patterns through the techniques, methods, tools and deliverables used in their BPM projects, a analysis called code density was used. From this density could be seen that Brainstorming, BPMN and Interviews are the most used among the techniques, methods, tools and deliverables of the cases. Therefore, these analyzes generated content for discussions that extended from the facilitators and barriers to effective transformation, through a parallel 7 between the conceptual and observed effective transformation until the techniques, methods, tools and deliverables that more were used.
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Zikmund, Martin. "Interconnection between BPM and BI products." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-12367.

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Interconnection between various types of IT systems used in an enterprise is crucial in these days. Most of companies are using many different kinds of applications in their daily running of the enterprise which leads to necessity of sharing data across those applications to enable all employees to make a right decision upon correct information. In my diploma thesis I deal with interconnection of two systems -- Business Process Management (BPM) and Business Intelligence (BI). Both systems belong to group of top IT systems with big influence on ongoing business and right decision making on all levels from operational to strategic. My paper contains theoretical as well as practical part of the solution for interconnection of BI and BPM systems. First part is about presenting and describing basic concepts and technologies which are used in process of integration of BI and BPM. At the beginning there is a short introduction to BPM, BI and SOA. Following part is including analysis of three major ways of interconnection between BI and BPM systems. Last part of the first theoretical section presents two products. IBM FileNet P8 representative of BPM system and IBM Cognos 8 BI as a representative of BI system. Second part deals with the practical example of real integration between BI and BPM systems. In first part of this section is simple description of the scenario -- business case. After that there is a detail depiction of two different kinds of integration of BI and BPM. Analysis of benefits, advantages and further possibilities are at the end of work.
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Books on the topic "BPM"

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Prado, María. Impulsos (bpm). Madrid: Centro Dramático Nacional, 2019.

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Komus, Ayelt, ed. BPM Best Practice. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-16725-6.

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Fleischmann, Albert, Stefan Raß, and Robert Singer. S-BPM Illustrated. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-36904-9.

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Stary, Christian, ed. S-BPM ONE – Scientific Research. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-29133-3.

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Fischer, Herbert, and Josef Schneeberger, eds. S-BPM ONE - Running Processes. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-36754-0.

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Fleischmann, Albert, Werner Schmidt, and Christian Stary, eds. S-BPM in the Wild. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17542-3.

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Nanopoulos, Alexandros, and Werner Schmidt, eds. S-BPM ONE - Scientific Research. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-06065-1.

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Neubauer, Matthias, and Christian Stary, eds. S-BPM in the Production Industry. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-48466-2.

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Oppl, Stefan, and Albert Fleischmann, eds. S-BPM ONE - Education and Industrial Developments. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-29294-1.

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vom Brocke, Jan, and Theresa Schmiedel, eds. BPM - Driving Innovation in a Digital World. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-14430-6.

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Book chapters on the topic "BPM"

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Hallsteinsen, Svein, and Maddali Paci. "BPM." In Experiences in Software Evolution and Reuse, 108–14. Berlin, Heidelberg: Springer Berlin Heidelberg, 1997. http://dx.doi.org/10.1007/978-3-642-59160-0_11.

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Scheer, August-Wilhelm, and Joerg Klueckmann. "BPM 3.0." In Lecture Notes in Computer Science, 15–27. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-03848-8_2.

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Kumar, Akhil. "Social BPM." In Business Process Management, 206–30. First Edition. | New York: Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315646749-10.

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Jeston, John. "BPM Maturity." In Business Process Management, 555–71. 5th ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003170075-32.

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Kurz, Matthias, Manfred Scherer, Angelika Pößl, Jörg Purucker, and Albert Fleischmann. "Applying BPM 2.0 in BPM Implementation Projects." In Lecture Notes in Computer Science, 42–46. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-41033-8_8.

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Burattin, Andrea. "Introduction to Business Processes, BPM, and BPM Systems." In Process Mining Techniques in Business Environments, 11–21. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17482-2_2.

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Wiesler, Beatrix. "Merck: Agile BPM Governance – BPM-unterstützte ERP-Rollouts." In Praxisbuch Prozessmanagement, 175–98. München: Carl Hanser Verlag GmbH & Co. KG, 2018. http://dx.doi.org/10.3139/9783446452435.010.

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Cummins, Fred A. "BPM Meets SOA." In Handbook on Business Process Management 1, 461–79. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-00416-2_21.

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Reichert, Manfred, and Barbara Weber. "AristaFlow BPM Suite." In Enabling Flexibility in Process-Aware Information Systems, 441–64. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-30409-5_15.

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Kurz, Matthias. "Kooperationssysteme: BPM 2.0." In Multikonferenz Wirtschaftsinformatik 2010, 149–50. Göttingen: Göttingen University Press, 2010. http://dx.doi.org/10.17875/gup2010-1536.

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Conference papers on the topic "BPM"

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Tsai, Ching-Hong, How-Jen Luo, and Feng-Jian Wang. "Constructing a BPM Environment with BPMN." In 11th IEEE International Workshop on Future Trends of Distributed Computing Systems (FTDCS'07). IEEE, 2007. http://dx.doi.org/10.1109/ftdcs.2007.17.

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Fleischmann, Albert, Werner Schmidt, and Christian Stary. "Subject-Oriented BPM = Socially Executable BPM." In 2013 IEEE 15th Conference on Business Informatics (CBI). IEEE, 2013. http://dx.doi.org/10.1109/cbi.2013.64.

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Loja, Luiz Fernando Batista, Sofia L. Costa Paiva, and Juliano Lopes Oliveira. "Towards BPM@Runtime." In Workshop em Modelagem e Simulação de Sistemas Intensivos em Software. Sociedade Brasileira de Computação - SBC, 2020. http://dx.doi.org/10.5753/mssis.2020.12491.

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Producing software to manage Business Processes (BP) in Information Systems (IS) requires considerable effort and time. This paper describes a software component that uses a Model-Driven Engineering (MDE) approach to support BP management in IS into the context of an IS application framework. The BP Manager component allows the definition of BP models using a high-level language, that is integrated with others framework components to generate the IS applications. This component has important improvements compared to other BP management tools, such as support for collaborative modeling and support for the execution of empirical and ad hoc processes. Furthermore, the integration of the BP management component into the framework brings significant increases in productivity of IS software development and maintenance.
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Ayoub, Ahmad B., and Mohamed A. Swillam. "Leap-frog-based BPM (LF-BPM) method for solving nanophotonic structures." In Physics and Simulation of Optoelectronic Devices XXVI, edited by Marek Osiński, Yasuhiko Arakawa, and Bernd Witzigmann. SPIE, 2018. http://dx.doi.org/10.1117/12.2289201.

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"AS-BPM 2013 Committees." In 2013 IEEE/WIC/ACM International Joint Conferences on Web Intelligence (WI) and Intelligent Agent Technologies (IAT). IEEE, 2013. http://dx.doi.org/10.1109/wi-iat.2013.225.

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Daum, Michael, Manuel Götz, and Jörg Domaschka. "Integrating CEP and BPM." In the 6th ACM International Conference. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2335484.2335503.

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Chotijah, Umi. "Literature review of BPM (BPM) level of maturity in MSMEs in Indonesia." In INTERNATIONAL CONFERENCE ON RESEARCH INNOVATIONS: TRENDS IN SCIENCE AND TECHNOLOGY. AIP Publishing, 2023. http://dx.doi.org/10.1063/5.0154330.

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Fleischmann, Albert, Werner Schmidt, and Christian Stary. "(Re-)Justifying BPM: A Quest for the Interaction Turn Reviewing Subject-Oriented BPM." In 2013 IEEE 15th Conference on Business Informatics (CBI). IEEE, 2013. http://dx.doi.org/10.1109/cbi.2013.40.

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Tresserras, Francesc Xavier Berjano. "BUILDING A BUSINESS PROCESS MAP USING BPM TOOLS AND BPMN NOTATION." In First International Symposium on Business Modeling and Software Design. SCITEPRESS - Science and Technology Publications, 2011. http://dx.doi.org/10.5220/0004460101850188.

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Fuhua Ge and Shaowen Yao. "Architecture combining SOA and BPM." In 2011 International Conference on Computer Science and Service System (CSSS). IEEE, 2011. http://dx.doi.org/10.1109/csss.2011.5974589.

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Reports on the topic "BPM"

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Pinayev, Igor. BPM Button Testing. Office of Scientific and Technical Information (OSTI), July 2018. http://dx.doi.org/10.2172/1480939.

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Church, M. BPM System Improvements. Office of Scientific and Technical Information (OSTI), April 1991. http://dx.doi.org/10.2172/983980.

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Zhang S. Y. SNS Ring BPM. Office of Scientific and Technical Information (OSTI), December 1999. http://dx.doi.org/10.2172/1157247.

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Menga P., L. Ahrens, and R. Schroeder. AGS BPM Tests. Office of Scientific and Technical Information (OSTI), August 2007. http://dx.doi.org/10.2172/1061879.

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McGinnis, Dave, and /Fermilab. BPM Signal Level Calculation. Office of Scientific and Technical Information (OSTI), February 2001. http://dx.doi.org/10.2172/984580.

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Talman, R., and N. Malitsky. Beam-Based BPM Alignment. Office of Scientific and Technical Information (OSTI), September 2002. http://dx.doi.org/10.2172/1157294.

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Heifets, S., Novokhatski, and A. Aleksandrov. A simple low-frequency BPM. Office of Scientific and Technical Information (OSTI), March 2008. http://dx.doi.org/10.2172/926189.

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Emma, P., and T. Lohse. Difference orbits and BPM-resolutions. Office of Scientific and Technical Information (OSTI), June 1988. http://dx.doi.org/10.2172/6907825.

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9

Bartnik, Adam, and Stephen Peggs. Nonlinear BPM Positions Using Poisson. Office of Scientific and Technical Information (OSTI), September 2018. http://dx.doi.org/10.2172/1515416.

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10

Arthur, J. Linac BPM cable phase matching. Office of Scientific and Technical Information (OSTI), August 1993. http://dx.doi.org/10.2172/10186392.

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