Relevant bibliographies by topics / BPM (Business Process Management)

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'BPM (Business Process Management)'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

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Journal articles on the topic "BPM (Business Process Management)"

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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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Badakhshan, Peyman, Kieran Conboy, Thomas Grisold, and Jan vom Brocke. "Agile business process management." Business Process Management Journal 26, no. 6 (November 18, 2019): 1505–23. http://dx.doi.org/10.1108/bpmj-12-2018-0347.

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Purpose Business Process Management (BPM) is key for successful organisational management. However, BPM techniques are often criticized for their inability to deal with continuous and significant change and uncertainty. Following recent calls to make BPM more agile and flexible towards change, this study presents the results of a systematic literature review (SLR) of agile concepts in BPM. Analysing and synthesising previous works and drawing on agility research in the field of IS, this paper introduces a framework for agile BPM. Integrating different components that define agility in the context of BPM, this framework offers a number of important implications. On the theoretical side, the authors argue that the concept of agile BPM departs in some important ways from traditional BPM research. This, in turn, points to various opportunities for future research. On the practical side, the authors suggest that emerging technologies, such as process mining, embody important features that help organisations to be more responsive to change. The paper aims to discuss these issues. Design/methodology/approach To assess the state of the art of agility in the BPM research, the authors conducted an SLR. More specifically, the authors drew on the approach of vom Brocke et al. (2009, 2015), which consists of five steps: defining the scope of the review; conceptualising the topic; searching for literature; analysing and synthesising literature; and developing a research agenda. Findings This study presents the results of a systematic review of agile concepts in BPM. This study then proposes a resulting research framework that can be used to strengthen the concept of agile BPM and provides an agenda for research in this rapidly growing and increasingly necessary area of BPM. Originality/value In this paper, the authors establish a shared understanding of agile BPM and develop an agile BPM framework that represents the current state as well as implications for research and practice in agile BPM.
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Vidgen, Richard, and Xiaofeng Wang. "From Business Process Management to Business Process Ecosystem." Journal of Information Technology 21, no. 4 (December 2006): 262–71. http://dx.doi.org/10.1057/palgrave.jit.2000076.

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New technologies, notably service-oriented architectures and Web services, are enabling a third wave of business process management (BPM). Supporters claim that BPM is informed by complexity theory and that business processes can evolve and adapt to changing business circumstances. It is suggested by BPM adherents that the business/IT divide will be obliterated through a process-centric approach to systems development. The evolution of BPM and its associated technologies are explored and then coevolutionary theory is used to understand the business/IT relationship. Specifically, Kauffman's NKC model is applied to a business process ecosystem to bring out the implications of coevolution for the theory and practice of BPM and for the relationship between business and IT. The paper argues that a wider view of the business process ecosystem is needed to take account of the social perspective as well as the human/non-human dimension.
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Baporikar, Neeta. "Business Process Management." International Journal of Productivity Management and Assessment Technologies 4, no. 2 (July 2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and documentation, communicating, measurement and analysis, to continuous process management and improvement. BPM is the orchestration of various business systems into identifiable and controllable systems. This paper through in depth literature review and keen observation attempts to look at what BPM means, what it includes and how it would be strategically advantageous if the organizations adopt it.
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Kuznetsov, S. Y., and I. V. Rudenko. "BUSINESS PROCESS MANAGEMENT (BPM) IN STRATEGIC MANAGEMENT." Strategic decisions and risk management, no. 2 (June 25, 2015): 92–98. http://dx.doi.org/10.17747/2078-8886-2015-2-92-98.

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Operational management of business processes is a key success factor. We reduce tactical level to the two generic concepts: current measures (higher layers) and business processes (the lower layers). For successful execution of business strategy leading companies transform to process-oriented (tactical level) and customer-oriented organizations (strategic level). We propose classification of business processes on criteria. Widening of automated business processes enables companies to become process leaders in the competitive proposition of value to consumers. The BPM concept turns into a long-term business-culture from the tactical level to the level of strategic management. We show the stages of the development of BPM system in the enterprise. In order to achieve operational efficiency benchmarking and operational intelligence are implemented. Within operational intelligence we offer metrics of the four main functional goals.
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Bazan, Patricia, and Elsa Estevez. "Social business process management." Business Process Management Journal 26, no. 1 (October 17, 2019): 191–211. http://dx.doi.org/10.1108/bpmj-09-2017-0257.

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Purpose The purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area. Design/methodology/approach The methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 51 papers that were selected and analyzed in depth. Findings Main results show that there are several studies investigating modeling approaches for socializing process activities and for capturing implicit knowledge possessed and used by process actors, enabling to add some kind of flexibility to business processes. However, despite the proven interest in the area, there are not yet adequate tools providing effective solutions for Social BPM. Based on our findings, the authors propose a research agenda comprising three main lines: contributions of social software (SS) to Social BPM, Social BPM as a mechanism for adding flexibility to and for discovering new business processes and Social BPM for enhancing business processes with the use of new technologies. The authors also identify relevant problems for each line. Practical implications Some SS tools, like wikis, enable managing social aspects in executing business processes and can be used to coordinate simple business processes. Despite they are commonly used, they are not yet mature tools supporting Social BPM and more efficient tools are yet to appear. The lack of tools preclude organizations from benefitting from implicit knowledge owned by and shared among business process actors, which could contribute to better-informed decisions related to organizational processes. In addition, more research is needed for considering Social BPM as an approach for organizations to benefit from the adoption of new technologies in their business processes. Originality/value The paper assesses the state of the art in Social BPM, an incipient area in research and practice. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, the use of social software, including social media tools, for leveraging on implicit knowledge shared by business process actors to improving efficiency of business processes.
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Nadarajah, Devika, and Sharifah Latifah Syed A. Kadir. "Measuring Business Process Management using business process orientation and process improvement initiatives." Business Process Management Journal 22, no. 6 (November 7, 2016): 1069–78. http://dx.doi.org/10.1108/bpmj-01-2014-0001.

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Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey instrument was administered to a large number of organisations. Findings The findings revealed that the elements of BPM cover both process management as well as process improvements. Originality/value The findings from this study is important for practitioners to regard continuous improvement as a component of BPM practice.
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Vugec, Dalia Suša. "Defining Social Business Process Management." International Journal of E-Services and Mobile Applications 11, no. 1 (January 2019): 68–82. http://dx.doi.org/10.4018/ijesma.2019010105.

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Business process management (BPM) is a holistic discipline which is focused on improving organizational performance by managing the business processes of the organization. In recent decades, it has been widely accepted and implemented across many different organizations with some success. However, there were some issues regarding the traditional approach to BPM, like the reality-model divide, etc. As a response, a new discipline, called social BPM has emerged which is based on the principles of social software. For the purpose of this article, a Delphi study has been conducted with the aim of defining the social BPM as well as to identify its main characteristics. The results are presented in this article, proposing a single definition of social BPM and the list of its characteristics.
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Glykas, Michael, George Valiris, Angelika Kokkinaki, and Zoi Koutsoukou. "Banking Business Process Management Implementation." International Journal of Productivity Management and Assessment Technologies 6, no. 1 (January 2018): 50–69. http://dx.doi.org/10.4018/ijpmat.2018010104.

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Scholars and practitioners in the fields of Business Process Management (BPM), performance measurement and business information systems tend to use different approaches for implementing BPM Programs without arguing about the quality strategy set to ensure successful implementation and adoption. This lack of quality standards makes it difficult for researchers and practitioners to build on each other's work. The purpose of this article is to present a model for a BPM Program implementation in the banking sector. The authors' four steps implementation model is based on a quality strategy monitoring the different phases of the entire procedure. Through this work, they aim to identify the key characteristics of a BPM system as well as open a debate on what are the necessary and sufficient conditions for the full implementation of a BPM Program. The authors review the relevant literature and present their BPM implementation approach. Based on their research, they presented a case study on the implementation of a BPM program in a Greek bank. Some of the subjects discussed included the integration plans for the projects, Human Resources management issues, and other concepts for the improvement of the bank's processes. The main part of the case study was the integration themes that the bank in question had identified and separated in order to produce a viable and continuous plan for the full implementation of the projects. The analysis in this paper provides an approach that researchers could use as a reference framework in their efforts for implementing BPM Programs in general and more specifically in banking sector.
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Trkman, Peter, Willem Mertens, Stijn Viaene, and Paul Gemmel. "From business process management to customer process management." Business Process Management Journal 21, no. 2 (April 7, 2015): 250–66. http://dx.doi.org/10.1108/bpmj-02-2014-0010.

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Purpose – The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers’ processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner. Design/methodology/approach – A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses to open-ended questions. Data were gathered at three points in time: before, during and after the implementation of the presented approach. Findings – The method that was successfully employed by the case organisation consisted of combining BPM with service blueprinting, and of extending these efforts by integrating the customers’ internal processes into the scope of improvement. Research limitations/implications – The paper does not thoroughly evaluate the long-term effects of the proposed approach. Some results of the case study analysis had to be excluded from this paper due to reasons of confidentiality. Practical implications – The paper presents an approach for organisations to not only understand the needs of their customers but also the way in which their product is used in customers’ processes. In this way BPM can be implemented in a truly customer-oriented way. Originality/value – This paper extends previous work by presenting one way in which BPM can follow up on its promise of increasing an organisations customer orientation. While servitisation has received a lot of attention in various disciplines, its application within BPM research and practice has been scarce.
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Dissertations / Theses on the topic "BPM (Business Process Management)"

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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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Made available in DSpace on 2019-03-29T23:42:14Z (GMT). No. of bitstreams: 0 Previous issue date: 2013-12-20
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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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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Submitted by Fabio Sobreira Campos da Costa (fabio.sobreira@ufpe.br) on 2016-08-18T12:06:50Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) [BPMG] Santana_Tese - vFinal.pdf: 4399647 bytes, checksum: bf6190517d388436edf4bd95b245d442 (MD5)
Made available in DSpace on 2016-08-18T12:06:51Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) [BPMG] Santana_Tese - vFinal.pdf: 4399647 bytes, checksum: bf6190517d388436edf4bd95b245d442 (MD5) Previous issue date: 2015-08-18
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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Koch, Giovani Valar. "Business process management (BPM) em instituições federais de ensino superior." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2016. http://hdl.handle.net/10183/165283.

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No esforço de melhorar a gestão das instituições públicas, o governo federal lançou o programa GesPública que incentiva a desburocratização e melhores práticas de gestão, entre elas a gestão por processos, tema deste trabalho. O objetivo principal desta pesquisa é verificar o grau de uso de business process management (BPM) nas instituições federais de ensino superior (IFES), tanto universidades como institutos federais. Para isso, utilizou-se uma survey, usando dois questionários enviados às IFES: o primeiro para IFES que trabalham com BPM, e o segundo para IFES que não trabalham com BPM, buscando verificar o porquê de não trabalhar e as dificuldades para eventualmente colocá-lo em prática. Os resultados mostram que as universidades estão mais avançadas do que os institutos em relação ao trabalho com BPM, assim como a maioria das IFES que não trabalham com BPM são institutos federais. A análise dos dados levantados conduz à seguinte conclusão: o trabalho com BPM e a estruturação de escritórios de processos são inovadores nas instituições federais. A maioria das universidades federais usam ambos no máximo há dois anos. Além disso, ficou notório que os trabalhos iniciados ainda carecem de orientação e mais disseminação da cultura de BPM.
In an effort to improve the management of public institutions, the federal government launched the GesPública program that encourages less bureaucracy and better management practices, including business process management, subject of this work. The main objective of this research is to verify the degree of use of business process management (BPM) in higher education federal institutions (IFES), both universities and federal institutes. For this, it was used a survey with two questionnaires sent to IFES: the first for the IFES working with BPM, and the second to IFES who do not work with BPM, seeking to verify why not work and difficulties to eventually put it into practice. The results show that universities are more advanced than the institutes regarding to work with BPM, and most IFES who do not work are federal institutes. The data analysis leads to the following conclusion: working with BPM and structuring processes offices are innovative in federal education organizations. Most federal universities use both for just two years. Furthermore, it was clear that the initiatives still need some guidance and further dissemination of BPM culture.
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Procházka, Jan. "Nástroj pro tvorbu spustitelných procesů Flowly." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-358791.

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Flowly is a tool for iBPMS packages, as are these intelligent suites for process management nicknamed by Gartner. These are technologies that make it possible to create and execute processes. Development of processes for these platforms goes through standard IT delivery cycle even for trivial and routine processes. Goal of this thesis is to create a tool for creating runnable business processes based on IBM Business Process Manager platform. The tool will allow creation of executable processes without programming or deep technical knowledge. Processes are created using a wizard like configurator in which processes can be drawn, users have ability to add data to the process, notifications, define SLAs and use other features. Tool created within this thesis is a workflow tool, which is a subset of iBPMS suites. The goal of this thesis is achieved by defining general functionalities of workflow tools which lay down basis of functionalities Flowly should contain. Following chapters describe in detail the creation of the tool, from initial analysis and design to technical details of implementation and user documentation. Benefits of the tool lie in simplicity of creating processes in iBPMS suites, increased agility of the company, when the creation and deployment of new process is shifted into the order of days and in massive reduction of cost of routine processes and agendas due to reduced IT involvement.
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Janke, Ulrike. "Business process management in an intrapreneurial software organisation / Ulrike Janke." Thesis, North-West University, 2006. http://hdl.handle.net/10394/1355.

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Business process management (BPM) is a philosophical approach to organisation-wide management in which the focus is on the processes through which it operates, and in particular the streamlining and optimising of these processes, for which software solutions may be used. CTexT is an intrapreneurial software organisation that has been experiencing problems with software development due to a lack of formal processes relating to customer support, versioning, configuration, quality, risk and project management. The objective of the study is to determine whether the implementation of an electronic BPM system can effectively solve CTexT's development problems and thereby improve its overall software development capacity. More specifically, the focus is on i) the effect of the resulting standardisation on creativity and innovation, and ii) implementation matters, such as the type of processes that can be subjected to an electronic system, and how CTexT can overcome the time and cost constraints of such a system. The study investigates these questions by means of a literature investigation in combination with interviews with knowledgeable respondents from other innovative and software organisations. Interviews with six employees from CTexT determine the relevance of these findings and highlight critical areas for process improvement. Since BPM systems improve organisational efficiencies and are generally employed in larger corporate contexts marked by transactional and repetitive activities where they enforce administrative rules, the conclusion is drawn that a BPM system will not be suitable for an intrapreneurial organisation, and that it is likely to cause more disruption to the creative environment than improve its operations. It is further shown that although a BPM system is theoretically applicable to software development, it generally does not seem to be applied practically in the industry, and the suitability of this process as manageable through a BPM system is seriously questioned. Instead, the research points to improvement through the application of software development methodologies and a holistic approach towards BPM. The investigation at CTexT confirms that its development problems relate to flawed methodologies and that remedies should therefore focus on improving its methodologies and controlling certain aspects of the software development life cycle by means of suitable software tools.
Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2007
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Soso, Francis André. "Fatores que caracterizam a adoção do Business Process Management (BPM) pelas organizações." Universidade do Vale do Rio dos Sinos, 2016. http://www.repositorio.jesuita.org.br/handle/UNISINOS/5592.

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A adoção do Business Process Management (BPM) é um tema de interesse das organizações e também das pesquisas nas áreas de Gestão e Tecnologia da Informação (TI) pelo seu potencial de melhorar o desempenho organizacional. Entretanto, os fatores que caracterizam sua adoção não estão esclarecidos na literatura, pois as pesquisas existentes apresentam limitações relacionadas a contexto, público participante, abrangência de conceitos e setor de mercado onde foram realizadas. Portanto o objetivo desta pesquisa foi analisar quais fatores caracterizam a adoção do BPM pelas organizações. Para isso identificou-se na literatura os fatores que caracterizam essa adoção e os fatores críticos de sucesso (FCS) relacionando-os com dez princípios propostos por Brocke et al. (2014a). A partir daí desenvolveu e validou-se um instrumento para medir a implantação e uso dos conceitos de BPM nas organizações. Por fim analisou-se as práticas organizacionais associadas a essa adoção. O método utilizado para atingir esses objetivos foi o de uma pesquisa do tipo survey aplicada em um público de profissionais ligados ao tema da pesquisa no período de 28/08/2015 a 16/11/2015. A amostra alcançou 352 respondentes e a coleta de dados deu-se por questionário distribuído via internet. Para análise dos dados utilizou-se como técnica a análise exploratória e a modelagem de equações estruturais (MEE) e como método a análise fatorial confirmatória (AFC). Após ajustes realizados no modelo o resultado da análise indicou a validade e confiabilidade do instrumento de pesquisa. Por fim, demonstra-se a contribuição dessa pesquisa ao indicar os dez fatores que caracterizam a adoção do BPM pelas organizações. São eles: características internas, modelagem de processos, sinergia entre áreas, clareza no nível estratégico, comprometimento, papéis e responsabilidades, cadeia de valor, priorização de processos, cultura de processos e implementação.
The adoption of Business Process Management (BPM) is an issue of interest organizations and also of research in Management and Information Technology (IT) for its potential to improve organizational performance. However, the factors which characterize its adoption are not clear in the literature because the existing research present limitations related to the context, participating public, scope of concepts and market sector where they were performed. Therefore the aim of this study was to analyze which factors characterize the adoption of BPM in organizations. For this purpose was identified in the literature the factors that characterize this adoption and the critical success factors (CSF) relating them with ten principles proposed by Brocke et al. (2014a). From then it developed and validated an instrument to measure the implementation and use of BPM concepts in organizations. Finally we analyzed the organizational practices associated with this adoption. The method used to achieve these goals was the survey type applied in a professional public related to the subject of research in the period from 08/28/2015 to 11/16/2015. The sample reached 352 respondents and data collection occurred by questionnaire distributed over the Internet. For data analysis was used as a technical exploratory analysis and structural equation modeling (SEM) and as a method confirmatory factor analysis (CFA). After adjustments to the model analysis results indicated the validity and reliability of research instrument. Finally, bring forward the contribution of this research to indicate the ten factors that characterize the adoption of BPM by organizations. These are: internal characteristics, process modeling, synergy between departments, clearly at the strategic level, commitment, roles and responsibilities, value chain, prioritization process, process culture and implementation.
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Mokahhal, Mohamed Anis. "A Business Process Management Methodology for Care Process Monitoring." Thesis, Université d'Ottawa / University of Ottawa, 2016. http://hdl.handle.net/10393/35024.

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Reporting patient states is considered an important part of care process monitoring in the hospital to efficiently monitor how well the health care system is performing. Monitoring care processes with enough fine-grained detail to precisely track wait states and service states in order to reduce wait times and improve their quality of care are challenging. Business Process Management (BPM) technology is used to bring care processes online, but there is no clear methodology on how to integrate performance management into BPM tools in a systematic matter that is effective, and minimizes complications and development costs. This thesis proposes a BPM methodology for care process monitoring that structures how to integrate performance monitoring into BPM. The major contribution of this thesis includes a generic methodology for care processes monitoring that describes how to structure and instrument a business process model for systematic care process monitoring which includes support for handoff points between organizations where many wait-time bottlenecks occur. It also includes a prototype implementation based on an existing case study based on a real cardiology care process from an Ontario hospital. Our results are evaluated using three different prototypes based on this same care process. The research methodology for the thesis is based on Design-Science research.
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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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Catal, Nihan. "Supporting Interdisciplinary Healthcare Team Dynamics with Business Process Management." Thesis, Université d'Ottawa / University of Ottawa, 2016. http://hdl.handle.net/10393/34652.

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[Context] Interdisciplinary healthcare teams (IHTs) include practitioners from different disciplines who collaborate for providing care to patients. IHTs often follow clinical workflows composed of tasks that must be executed by practitioners with specific capabilities. The membership in an IHT can however evolve over time for a given patient. [Problem] Existing Business Process Management (BPM) suites and their workflow execution engines are designed for supporting and monitoring general workflows, but they are insufficient in supporting the allocation of tasks to the most suitable practitioners during the execution of healthcare workflows in a dynamic context. [Methodology] Using Design Science Research, this thesis builds on top of an existing semantic layer, which includes an ontology defining IHT team concepts and relationships that are used to reason automatically about team dynamics, in order to add dynamic team management to BPM suites. It does so by proposing and designing middleware (including a generic interface) that enables the semantic layer to command the BPM suite to allocate suitable practitioners to tasks during the execution of clinical workflows. The design and implementation of this middleware are discussed, and the latter is tested on a commercial BPM suite for two realistic clinical processes. [Results] The proof-of-concept implementation demonstrates the feasibility of using middleware with a generic interface to add support for IHT executing BPM suite when managing a patient. In addition, the thesis also demonstrates that the ontology used in the semantic layer is minimal, that is, all of its concepts and relationships are necessary for the required team functionalities (usually absent from BPM tools) to work properly.
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Baiao, Manuel Mazanga. "Open Source Verktyg Stöd för Centrala Egenskaper hos Business Process Management (BPM) System." Thesis, Högskolan i Skövde, Institutionen för informationsteknologi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-15662.

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Sammanfattning I en komplex informationsteknologisk värld behöver företag och organisationer flexibla affärssystem som följer den tekniska utvecklingen. Av denna anledning har kommersiella BPMS-verktyg (Business Process Management System) blivit populära på grund av sin höga förmåga att snabbt integreras med affärssystemen i nya arbetsmiljöer. Ett alternativ till kommersiella BPMS-verktyg är de OSS-baserade (Open Source Software) BPMS-verktygen med öppen källkod som är tillgänglig för allmänheten att vidareutveckla.  På grund av att de OSS-baserade BPMS-verktygen ofta är unga på marknaden och behöver vidareutvecklas blev syftet med denna uppsats att genomföra en granskning av de open source-baserade BPMS-verktygen vad gäller deras skilda egenskaper. En sådan granskning ökar förståelsen för hur verktygen fungerar och underlättar därför vidareutvecklingen av dem. Genom att utgå från en etablerad analysmodell av Delgado et al. (2015) genomfördes en tematisk innehållsanalys för att jämföra egenskaperna i dessa verktyg. Närmare bestämt analyserades insamlade dokument som beskriver BPMS-verktygens egenskaper. Den vägen jämfördes 6 olika BPMS-verktyg utifrån 13 egenskaper. Analysresultatet visade att Bonitasoft, jBPM och JMPM5 var de mest välutvecklade BPMS-verktygen som gav stöd för flest egenskaper. Resultatet visade även att verktyg med färre egenskaper ändå kunde vara ett bra alternativ för vissa företag, beroende på vilka egenskaper och funktionaliteter som prioriteras inom företaget.
Abstract In a world of developing complex information technologies, companies and organizations need flexible and updated business systems that and match these technological developments. For this reason, commercial BPMS (Business Process Management System) tools have become popular because of their high ability to quickly integrate with business systems in new work environments. An alternative to commercial BPMS tools are the OSS-based (Open Source Software) open source BPMS tools that are available for the public to develop. Since the OSS-based BPMS tools are often new on the market and need further development, the purpose of this paper was to conduct an analysis of open source-based BPMS tools with respect to their various features. Such an analysis increases the understanding of the tools’ functionality and therefore facilitates further development of them. Based on an established analysis model by Delgado et al. (2015), a thematic option for some companies, depending on the characteristics and functionalities that are prioritized within the company. Content analysis was conducted to compare the characteristics of these tools. More specifically, collected documents were analyzed describing the properties of BPMS tools. That way, 6 different BPMS tools were compared based on 13 properties. The analysis showed that Bonitasoft, jBPM and JBPM5 were the most well-developed BPMS tools that supported most of the features. In addition, the analysis demonstrated that tools with fewer features could still be a good option for some companies, depending on the characteristics and functionalities that are prioritized within the company.
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Books on the topic "BPM (Business Process Management)"

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Menken, Ivanka. The business process management guide: Practical methodology and guidelines to successful BPM. Brisbane, Queensland: Emereo, 2010.

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Buchwald, Hagen, Albert Fleischmann, Detlef Seese, and Christian Stary, eds. S-BPM ONE – Setting the Stage for Subject-Oriented Business Process Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-15915-2.

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der, Aalst Wil van, Ter Hofstede Arthur 1966-, and Weske Mathias 1963-, eds. Business process management: International conference, BPM 2003, Eindhoven, the Netherlands, June 2003, proceedings. Berlin: Springer, 2003.

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Dynamic SOA and BPM: Best practices for business process management and SOA agility. Upper Saddle River, NJ: IBM Press, Pearson, 2009.

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1965-, Alonso Gustavo, Dadam Peter, and Rosemann Michael 1967-, eds. Business process management: 5th international conference, BPM 2007, Brisbane, Australia, September 24-28, 2007 : proceedings. Berlin: Springer, 2007.

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Jörg, Desel, Pernici Barbara, and Weske Mathias 1963-, eds. Business process management: Second international conference, BPM 2004, Potsdam, Germany, June 17-18, 2004 ; proceedings. Berlin: Springer, 2004.

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der, Aalst Wil van, ed. Business process management: 3rd international conference, BPM 2005, Nancy, France, September 5-8, 2005 : proceedings. Berlin: Springer, 2005.

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Shazia, Sadiq, Leymann Frank, and SpringerLink (Online service), eds. Business Process Management Workshops: BPM 2009 International Workshops, Ulm, Germany, September 7, 2009. Revised Papers. Berlin, Heidelberg: Springer-Verlag Berlin Heidelberg, 2010.

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Rosa, Marcello. Business Process Management Workshops: BPM 2012 International Workshops, Tallinn, Estonia, September 3, 2012. Revised Papers. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013.

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Avigdor, Gal, Kindler Ekkart, and SpringerLink (Online service), eds. Business Process Management: 10th International Conference, BPM 2012, Tallinn, Estonia, September 3-6, 2012. Proceedings. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012.

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Book chapters on the topic "BPM (Business Process Management)"

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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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Schmidt, Rainer, and Selmin Nurcan. "BPM and Social Software." In Business Process Management Workshops, 649–58. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-00328-8_65.

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Cherrier, Sylvain, and Varun Deshpande. "From BPM to IoT." In Business Process Management Workshops, 310–18. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-74030-0_23.

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Schmidt, Rainer, and Selmin Nurcan. "Augmenting BPM with Social Software." In Business Process Management Workshops, 201–6. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-12186-9_19.

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Fleischmann, Albert, Werner Schmidt, Christian Stary, Stefan Obermeier, and Egon Börger. "Tools for S-BPM." In Subject-Oriented Business Process Management, 241–67. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-32392-8_13.

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Muehlen, Michael zur, and Danny Ting-Yi Ho. "Risk Management in the BPM Lifecycle." In Business Process Management Workshops, 454–66. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11678564_42.

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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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Motahari Nezhad, Hamid R., and Rama Akkiraju. "Towards Cognitive BPM as the Next Generation BPM Platform for Analytics-Driven Business Processes." In Business Process Management Workshops, 158–64. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15895-2_14.

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Imgrund, Florian, Christian Janiesch, and Christoph Rosenkranz. "“Simply Modeling”: BPM for Everybody-Recommendations from the Viral Adoption of BPM at 1&1." In Business Process Management Cases, 521–40. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-58307-5_28.

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Fleischmann, Albert, Werner Schmidt, Christian Stary, Stefan Obermeier, and Egon Börger. "S-BPM Method by Comparison." In Subject-Oriented Business Process Management, 269–91. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-32392-8_14.

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Conference papers on the topic "BPM (Business Process Management)"

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Bist, Gary. "Business process management (BPM) in a day." In the 2010 Conference of the Center for Advanced Studies. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1923947.1923994.

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Unterberger, Florian, and Robert Singer. "Actor Based Business Process Automation via Intelligent Business Objects." In S-BPM ONE '17: Conference on Subject-orientied Business Process Management. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3040565.3040569.

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Schaller, Thomas, and Stefan Obermeier. "Shared Business Objects for Paperless Public Management Processes." In S-BPM '16: Conference on Subject-oriented Business Process Management. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2882879.2882889.

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Singer, Robert. "Agent-Based Business Process Modeling and Execution." In S-BPM '16: Conference on Subject-oriented Business Process Management. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2882879.2882880.

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Oppl, Stefan. "Business Process Elaboration through Virtual Enactment." In S-BPM ONE '17: Conference on Subject-orientied Business Process Management. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3040565.3040568.

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Pakuning Desak, G. G. Faniru, Willy Johan Widjaja Saputra, Titan, and Vini Mariani. "Business Process Management (BPM) in Operational BINUS Online Learning." In 2018 International Conference on Information Management and Technology (ICIMTech). IEEE, 2018. http://dx.doi.org/10.1109/icimtech.2018.8528092.

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Ivaschenko, Anton, Alexandr Kolsanov, and Aikush Nazaryan. "S-BPM in Surgery Simulation Training." In S-BPM '16: Conference on Subject-oriented Business Process Management. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2882879.2882891.

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Weitlaner, Doris. "Process Culture." In S-BPM '16: Conference on Subject-oriented Business Process Management. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2882879.2882883.

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Heuser, Tobias, and Matthes Elstermann. "Working with Natural Language Texts for Process Management." In S-BPM '16: Conference on Subject-oriented Business Process Management. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2882879.2882885.

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Kirchmer, Mathias, Peter Franz, and Rakesh Gusain. "Digitalization of the Process of Process Management - The BPM-D® Application." In Seventh International Symposium on Business Modeling and Software Design. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0006527800890098.

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Reports on the topic "BPM (Business Process Management)"

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Seybold, Patricia. Beware of Business Process Management. Boston, MA: Patricia Seybold Group, May 2003. http://dx.doi.org/10.1571/psgp5-8-03cc.

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CORPS OF ENGINEERS WASHINGTON DC. Management: U.S. Army Corps of Engineers Business Process. Fort Belvoir, VA: Defense Technical Information Center, August 2001. http://dx.doi.org/10.21236/ada403044.

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Seybold, Patricia. The Next Big Thing: Adaptive Business Process Management. Boston, MA: Patricia Seybold Group, October 2002. http://dx.doi.org/10.1571/psgp10-11-02cc.

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Marshak, Ronni. Using Business Process Management to Streamline Litigation Discovery. Boston, MA: Patricia Seybold Group, May 2007. http://dx.doi.org/10.1571/i05-24-07cc.

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Wilson, D. Insurance payment process for HANDI 2000 business management system. Office of Scientific and Technical Information (OSTI), August 1998. http://dx.doi.org/10.2172/362444.

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Wilson, D. Cash receipts process for HANDI 2000 business management system. Office of Scientific and Technical Information (OSTI), August 1998. http://dx.doi.org/10.2172/10154430.

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Wilson, D. OTS cash disbursement process for HANDI 2000 business management system. Office of Scientific and Technical Information (OSTI), August 1998. http://dx.doi.org/10.2172/10154422.

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Wilson, D. Savings plan payment process for HANDI 2000 business management system. Office of Scientific and Technical Information (OSTI), August 1998. http://dx.doi.org/10.2172/10154439.

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Marshak, Ronni. The Four Cs of Business Process Management: Communication, Coordination, and Collaboration, and Customers! Boston, MA: Patricia Seybold Group, September 2010. http://dx.doi.org/10.1571/psgp7-4-02cc.

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Wilson, D. Work performed by OHC for PHMC -- Work order process for HANDI 2000 business management system. Office of Scientific and Technical Information (OSTI), August 1998. http://dx.doi.org/10.2172/362446.

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