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Journal articles on the topic 'BPM'

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Author: Grafiati

Published: 4 June 2021

Last updated: 7 September 2024

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1

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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2

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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4

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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5

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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7

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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8

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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9

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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10

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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11

Vassallo, C. "Difficulty with vectorial BPM." Electronics Letters 33, no. 1 (1997): 61. http://dx.doi.org/10.1049/el:19970014.

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12

Binci, Daniele, Sara Belisari, and Andrea Appolloni. "BPM and change management." Business Process Management Journal 26, no. 1 (November 19, 2019): 1–23. http://dx.doi.org/10.1108/bpmj-06-2018-0158.

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Purpose The purpose of this paper is to focus on the implementation of an ambidexterity strategy in a large Italian Company that works in the energy field. The aim of the study is to understand how contextual ambidexterity has been achieved during a business process management (BPM) approach by describing the main variables that interacted during the project implementation. Design/methodology/approach The authors based their study both on primary (direct observation and interviews) and secondary (company manuals, books and procedures) qualitative investigations of BPM approach based on three business process re-engineering (BPR) projects and nine total quality management (TQM) projects, focused on change team behaviors, dynamics and dialogues. Findings The authors observed that the implementation of simultaneously radical and incremental change projects has been influenced by the exploration and exploitation activities related to every single TQM and BPR project considered. The findings suggest that the overall project has been influenced by four main underlying variables, which are task specialization and systems interoperability (knowledge transfer), identity and leadership (knowledge conversion) and two output variables (ambiguity and feedback to change), that, by interacting, enable ambidexterity. Research limitations/implications BPM is an important option to consider within the ambidexterity theory, being conceptually conceived as an approach in which TQM and BPR actually complement each other. Moreover, the results contextualize the importance of the change management team (CMT) to manage the connections between knowledge creation and refinement, and vice versa, depending particularly on the knowledge conversion process enabled by a flexible team culture. The focus of the study is mainly at the BPR and TQM project level. The authors consider structural ambidexterity and its enabling mechanisms as the framework in which BPM is implemented. Moreover, research limitations are related both to the specificity of the context, a large, highly specialized and mechanistic company and to the qualitative approach that may reduce the generalization of the empirical results. Practical implications Managers need to be cognizant and aware both of the BPM techniques, in order to sustain ambidexterity, and of ambiguity and change feedback as variables that enable the effective connection of the different steps of innovation or refinement strategy and, therefore, of ambidexterity. Moreover, the contextual factors such as leadership and people identity should be considered and managed as important variables related to change. Originality/value The originality of this paper is related to improving the understanding of how to implement the theoretical concept of ambidexterity in a real world organization, by providing new evidence that highlights the importance of contextual ambidexterity within a structural ambidexterity strategy during a BPM project.

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13

Weske, Mathias, Shazia Sadiq, Pnina Soffer, and Hagen Völzer. "Preface to BPM 2014." Information Systems 56 (March 2016): 233–34. http://dx.doi.org/10.1016/j.is.2015.09.006.

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Motahari-Nezhad, Hamid Reza, Jan Recker, and Matthias Weidlich. "Preface to BPM 2015." Information Systems 64 (March 2017): 379–80. http://dx.doi.org/10.1016/j.is.2016.10.007.

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15

Hernández González, Anaisa, Coral Calero, Dianelys Pérez Parra, and Javier Mancebo. "Approaching Green BPM characterisation." Journal of Software: Evolution and Process 31, no. 2 (November 5, 2018): e2145. http://dx.doi.org/10.1002/smr.2145.

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16

Bilanishvili, S., and M. Zobov. "Capacitive BPM electromagnetic design optimisation." Journal of Physics: Conference Series 2687, no. 7 (January 1, 2024): 072004. http://dx.doi.org/10.1088/1742-6596/2687/7/072004.

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Abstract Capacitive beam position monitors (BPM) are widely used as diagnostics tools in particle accelerators. Typically due to a large number of BPM in an accelerator, their contribution to the beam coupling impedance cannot be neglected. In addition to the broadband part at low frequencies, the impedance exhibits resonant peaks at higher frequencies due to electromagnetic fields trapped around the BPM button and in the feedthrough assembly. Coupling of these peaks with beam spectrum lines can result in the BPM overheating. In this paper, we discuss the BPM design optimization aimed at the beam coupling impedance minimization while keeping the BPM signal transfer impedance.

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17

Szelągowski, Marek. "The consequences of dynamic BPM." e-mentor 2014, no. 56 (4) (October 24, 2014): 61–68. http://dx.doi.org/10.15219/em56.1126.

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18

Dharmawan, Yogantara Setya, Gerald Genovez Divinagracia, Elliott Woods, and Bryan Kwong. "Inter-dependencies on BPM Maturity Model Capability Factors in Deriving BPM Roadmap." Procedia Computer Science 161 (2019): 1089–97. http://dx.doi.org/10.1016/j.procs.2019.11.220.

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19

Grecco, Marcus Vinicius. "Comportamento da frequência cardíaca em corredores de esteira ergométrica na presença e na ausência de música." Revista Brasileira de Fisiologia do Exercício 10, no. 3 (September 10, 2011): 156. http://dx.doi.org/10.33233/rbfe.v10i3.3439.

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Objetivo: Analisar as mudanças na frequência cardíaca (FC), durante a corrida em esteira por 20 minutos com velocidade de 8,0 km/h sem música, com música a 120 bpm (música de andamento lento) e a 140 bpm (música de andamento rápido). Material e métodos: Participaram desta pesquisa doze homens de 21 a 36 anos, alunos da academia Top Swin, praticantes de musculação e corrida 3 a 4 vezes por semana. A FC era mensurada no décimo minuto, no décimo quinto minuto e por final no 20’, além de analisarmos, em todos os participantes, a FCmáx e FCmédia em todas as etapas do trabalho. Todos responderam questionários sobre estado de humor e preferência musical antes dos testes. Os dados foram analisados por média e desvio padrão, comparados pela Anova Two Way e o nível de significância foi de p < 0,05. Resultados: Nos testes realizados a comparação da corrida sem música e com música a 120 bpm tiveram diferença significativa na frequência cardíaca do décimo minuto. Na comparação da corrida sem música e com música a 140 bpm também houve diferença significativa do décimo minuto. Na comparação da música a 120 bpm com música a 140 bpm não ocorreu diferença significativa. Conclusão: Não há diferenças significativas no comportamento da FC quando se corre com música a 120 bpm e a 140 bpm. Teve uma diferença no décimo minuto, quando comparamos a corrida na presença e na ausência de música. O bom humor reparado após a corrida independe da música. A beta-endorfina liberada durante o exercício é a maior responsável em causar bom humor nos corredores.Palavras-chave: corrida, frequência cardíaca, música.

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Tocto Cano, Esteban. "Optimización y cuantificación de procesos utilizando BPM - Process Optimization and Quantification using BPM." Apuntes Universitarios, no. 1 (November 1, 2011): 23–44. http://dx.doi.org/10.17162/au.v1i1.310.

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Se muestra una propuesta para la Optimización y la Cuantificación de Procesos usando herramientas Business Process Management (BPM) en el ámbito universitario. Se optimizó y automatizó el Proceso de Gestión de Prácticas Pre Profesionales (PGPP) de la Universidad Peruana Unión, filial Tarapoto (UPeU FT). El desarrollo del modelo se realizó en función a entrevistas en el nivel operativo como a nivel de dirección, la optimización del proceso se efectuó utilizando una herramienta para la construcción de modelos BPM. La herramienta cuenta con diferentes utilitarios los cuales permitieron redefinir los procesos, subprocesos, tareas, entregables, roles, responsabilidades. En términos de la medición de efectividad del proceso propuesto se implementó en la solución una serie de Key Performance Indicators (KPI’s) que permitieron la medición de la efectividad de la solución puesta. El enfoque cuantitativo, así la definición y trabajo con los indicadores fueron definidos en función a los diversos principios expuestos en la metodología de BPM.

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Pereira, Veridiana Rotondaro, Antonio Cesar Amaru Maximiano, and Diógenes de Souza Bido. "Resistance to change in BPM implementation." Business Process Management Journal 25, no. 7 (October 14, 2019): 1564–86. http://dx.doi.org/10.1108/bpmj-07-2018-0184.

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Purpose The purpose of this paper is to investigate individuals’ attitudes toward organizational change, considering each phase of a business process management (BPM) implementation and some antecedents of resistance as hierarchical position, sector and trust in management. Design/methodology/approach The study examines employees’ attitudes toward BPM change in the Brazilian market. To measure resistance to organizational change, the research adopted the change attitude scale developed by Oreg (2006). As potential antecedents for resistance, hierarchical position, sector and trust in management were considered. Five control variables were included: gender, company size, educational background, educational level and age range. The application of the survey considered three main parties: BPM implementers, BPM end-users and developers of BPM systems. The survey data, drawn from 113 useable questionnaires, were analyzed by structural equation modeling with partial least squares estimation. Findings The results of this research showed some interesting insights. First, hierarchical position has no significant effect on the reduction of resistance to process improvement changes. Contrary to what was expected, results showed that being in the manufacturing sector has no significant effect on the reduction of resistance. Finally, only trust in management has a significant effect on employees’ attitudes toward BPM implementation, and as phases go by this effect increases. Practical implications The paper could support BPM decision makers by providing a better understanding of employees’ attitudes toward BPM change. In this sense, the study could also provide real-life application, by facilitating the task of allocating priorities and supporting process-related decisions. Originality/value The research could incentivize a closer relationship between BPM implementers and BPM end-users, promoting opportunities, respect and mutual trust.

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22

Ilahi, Latifa, and Sonia Ayachi Ghannouchi. "Improving Telemedicine Processes Via BPM." Procedia Technology 9 (2013): 1209–16. http://dx.doi.org/10.1016/j.protcy.2013.12.135.

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Hayano, H., J. L. Pellegrin, S. Smith, and S. Williams. "High resolution BPM for FFTB." Nuclear Instruments and Methods in Physics Research Section A: Accelerators, Spectrometers, Detectors and Associated Equipment 320, no. 1-2 (August 1992): 47–52. http://dx.doi.org/10.1016/0168-9002(92)90768-y.

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Shankararaman, Venky, Swapna Gottipati, and Randall E. Duran. "A Retail Bank's BPM Experience." Journal of Information Technology Case and Application Research 14, no. 3 (July 2012): 33–45. http://dx.doi.org/10.1080/15228053.2012.10845705.

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Shankararaman, Venky, Swapna Gottipati, and Randall E. Duran. "A Retail Bank's BPM Experience." Journal of Information Technology Case and Application Research 14, no. 3 (July 2012): 46–51. http://dx.doi.org/10.1080/15228053.2012.10845706.

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Dwi Yani Ratna Dewi, Muliani, and Henrietta Imelda Tondong. "Pengaruh Pemberian Topikal ASI terhadap Pelepasan Tali Pusat di BPM Anatapura dan BPM Setia." Jurnal Bidan Cerdas 1, no. 1 (November 30, 2018): 44–50. http://dx.doi.org/10.33860/jbc.v1i1.47.

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The background of cord care is to keep the umbilical cord clean, dry and help protect newborns from possible infections. The umbilical cord fades faster and reduces the risk of infection. The content of breast milk, namely leukocyte cells, proteolytic enzymes, and immunological substances that can help accelerate the release of the umbilical cord. The study aimed to determine the effect of topical breastfeeding on the length of umbilical cord release in newborns at BPM Anatapura and Setia Palu BPM. The method used was pre-experiment with Static Group Comparison. The study population was all newborns aged 0 days until the cord was released, born at BPM Anatapura and BPM Setia Palu. The sample was divided into 2 groups (intervention and control), the number of samples was 15 for each group, so that a total of 30 samples were taken by consecutive sampling technique. Data analysis used was univariate and bivariate with Independent t-test. The results showed that the mean cord release in the topical breastfeeding group (102.7+ 22.08 hours) was smaller than the open dry treatment group (145, 36+ 37.63 hours) in the 95% CI with ρ-value of 0.001. The topical ASI group had a chance of 1.42 times (42.66 hours) experiencing umbilical cord release more quickly than the open dry treatment group. The conclusion of the study was the effect of topical breastfeeding on the length of umbilical cord release. The results of the study can be used as reference references in providing health services, especially simple umbilical cord care using topical breast milk.

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Pejić Bach, Mirjana, Vesna Bosilj Vukšić, Dalia Suša Vugec, and Ana-Marija Stjepić. "BPM and BI in SMEs: The role of BPM/BI alignment in organizational performance." International Journal of Engineering Business Management 11 (January 1, 2019): 184797901987418. http://dx.doi.org/10.1177/1847979019874182.

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Business intelligence (BI) and business process management (BPM) are widely implemented in various organizations. However, their impact on organizational performance strongly depends on their alignment. Previous research has focused mainly on large companies. Small and medium-sized enterprises (SMEs) also started to use BI and BPM in order to improve their performance. However, the research regarding this issue is scarce. The goal of the article is to examine the interrelationship of BI and BPM and their impact on organizational performance of SMEs. In order to attain this goal, a systematic literature review and a survey research on the sample of SMEs in Croatia and Slovenia have been conducted.

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Indihar Štemberger, Mojca, Vesna Bosilj Vuksic, Frank Morelli, and Jurij Jaklič. "Exploring the role of new and enhanced BPM capabilities in customer experience management: does BPM matter?" Business Process Management Journal 30, no. 8 (May 29, 2024): 120–43. http://dx.doi.org/10.1108/bpmj-10-2023-0838.

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PurposeAlthough improving customer experience (CX) has always been one of the top priorities of business process management (BPM), the evidence on the actual contribution made by traditional BPM to improving CX and customer experience management (CXM) is mixed. Recently, new and enhanced capability areas have been added to the traditional BPM frameworks, yet it is unclear which of them contribute to CXM. Moreover, it is not known which of them are necessary and which are sufficient conditions. The aim of this research is to shed light on the research gap concerning which BPM capabilities, especially new and enhanced ones, are relevant to CXM.Design/methodology/approachQuantitative data from 268 medium and large companies in 3 EU countries were analysed using hierarchical linear regression analysis and necessary condition analysis.FindingsThe results show that traditional BPM capabilities are a necessary condition for CXM, but with minor significance. Most highly significant necessary conditions and also most highly or medium significant sufficient conditions belong to the People or Culture area. Agile Process Improvement is the only new or enhanced BPM capability area in the Methods/IT area that is a necessary and also a sufficient condition for CXM maturity. Advanced Process Digitalisation was identified as neither a significant necessary nor a sufficient condition for CXM.Originality/valueThis research contributes to better understanding of the role played by BPM for CXM, where previous research provides mixed results.

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Niehaves, Bjoern, Jens Poeppelbuss, Ralf Plattfaut, and Joerg Becker. "BPM capability development – a matter of contingencies." Business Process Management Journal 20, no. 1 (January 28, 2014): 90–106. http://dx.doi.org/10.1108/bpmj-07-2012-0068.

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Purpose – Business process management (BPM) is a key concept in information systems (IS) research that helps to connect business strategy with the use of technology in an organization. Contemporary BPM research is no longer only about methods, procedures, or tools for managing or modeling processes but about assessing and developing BPM capability in organizations. For this purpose, a vast collection of maturity models has been designed by practitioners and scholars alike. Such models are used to assess the status quo and benchmark it against other organizations, and, most important, to guide the development of BPM capability. With this study, the paper challenges the maturity model perspective of such development models. Design/methodology/approach – In this study, methods of qualitative IS research are employed to address the research objectives. Findings – The paper shows that maturity model-based guidance would be inadequate. Instead, other concept-external factors resulting from organizational and environmental characteristics appear to be important indicators. The theory discussion introduces alternative takes on BPM capability development, lays out implications for BPM practice, and presents potentially fruitful paths for future research in the area of BPM capability development. Originality/value – This paper challenges the current perspectives and contributes a new direction for conceptualizing BPM capability development.

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Wahyuningrum, Tria, Lida Khalimatus, and Etik Khusniyati. "EFEK CURCUMA AERUGINOSA TERHADAP PENYEMBUHAN PERINEUM IBU POSTPARTUM DI BPM AMIRUL DAN BPM PANCA MOJOKERTO." MEDIA ILMU KESEHATAN 7, no. 1 (November 16, 2019): 22–27. http://dx.doi.org/10.30989/mik.v7i1.219.

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Background: Labor often causes injury to the birth canal. Injury in the birth canal that occurs at the base of the pelvis / perineum, vulva and vagina, cervix, uterus. The overall change genitalia tool is called involution. At this time occurred also other important changes, changes in the reproductive system including uterus, lochia,and vagina. Perineal wound care after childbirth can use traditional medicine which has long been known and in use by the people of Indonesia. One herb plants that are useful for postpartum mothers is Curcuma aeruginosa (black meeting) that have benefits to cleanse the blood after childbirth. Objective: The purpose of this study was to analyze the effectiveness of consumption of Curcuma aeruginosa extract on wound healing of the perineum on maternal postpartum Methods: The research design used a Quasi-experimental approach with Non-equivalent control group or a non-randomized control group pretest-posttest design. Observation consumption Curcuma aeruginosa extract on wound healing of the perineum on maternal postpartum. Result: Based on the statistic test it shows there is influence of curcuma aeruginosa exstract on wound healing of the perineum on maternal postpartum Conclussion: The results of this study are expected to provide a positive contribution in the field of obstetrics including: to be used as a basis for the use of herbs in the surrounding environment. Preventive efforts in the treatment of postpartum mothers. Keywords: Curcuma aeruginosa, wound healing of the perineum.

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Wahyuningrum, Tria, Lida Khalimatus Sa'diyah, and Etik Khusniyati. "EFEK CURCUMA AERUGINOSA TERHADAP PENYEMBUHAN PERINEUM IBU POSTPARTUM DI BPM AMIRUL DAN BPM PANCA MOJOKERTO." Media Ilmu Kesehatan 7, no. 1 (April 30, 2018): 22–27. http://dx.doi.org/10.30989/mik.v7i1.260.

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Background: Labor often causes injury to the birth canal. Injury in the birth canal that occurs at the base of the pelvis / perineum, vulva and vagina, cervix, uterus. The overall change genitalia tool is called involution. At this time occurred also other important changes, changes in the reproductive system including uterus, lochia,and vagina. Perineal wound care after childbirth can use traditional medicine which has long been known and in use by the people of Indonesia. One herb plants that are useful for postpartum mothers is Curcuma aeruginosa (black meeting) that have benefits to cleanse the blood after childbirth. Objective: The purpose of this study was to analyze the effectiveness of consumption of Curcuma aeruginosa extract on wound healing of the perineum on maternal postpartum Methods: The research design used a Quasi-experimental approach with Non-equivalent control group or a non-randomized control group pretest-posttest design. Observation consumption Curcuma aeruginosa extract on wound healing of the perineum on maternal postpartum. Result: Based on the statistic test it shows there is influence of curcuma aeruginosa exstract on wound healing of the perineum on maternal postpartum Conclussion: The results of this study are expected to provide a positive contribution in the field of obstetrics including: to be used as a basis for the use of herbs in the surrounding environment. Preventive efforts in the treatment of postpartum mothers. . Keywords: Curcuma aeruginosa, wound healing of the perineum.

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Salles, Guilherme B. M., Marcelo Fantinato, Vitor Almeida Barros, N. A. Jo&, N. A. atilde, and o. Porto De Albuquerque. "Evaluation of the StrAli-BPM approach: strategic alignment with BPM using agreements in different levels." International Journal of Business Information Systems 27, no. 4 (2018): 433. http://dx.doi.org/10.1504/ijbis.2018.090287.

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Barros, Vitor Almeida, João Porto De Albuquerque, Marcelo Fantinato, and Guilherme B. M. Salles. "Evaluation of the StrAli-BPM approach: strategic alignment with BPM using agreements in different levels." International Journal of Business Information Systems 27, no. 4 (2018): 433. http://dx.doi.org/10.1504/ijbis.2018.10011206.

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Schmiedel, Theresa, Jan Recker, and Jan vom Brocke. "The relation between BPM culture, BPM methods, and process performance: Evidence from quantitative field studies." Information & Management 57, no. 2 (March 2020): 103175. http://dx.doi.org/10.1016/j.im.2019.103175.

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Kokhan, E. V., G. K. Kiyakbaev, E. M. Ozova, V. A. Romanova, and Zh D. Kobalava. "Left Atrial Function in Different Modes of Heart-Rate Lowering Therapy with Beta-Blockers in Patients with Recurrent Atrial Fibrillation and Hypertension." Rational Pharmacotherapy in Cardiology 17, no. 3 (July 13, 2021): 429–37. http://dx.doi.org/10.20996/1819-6446-2021-06-08.

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Aim. To study the impact of heart rate (HR) reduction with beta-blockers (BB) on left atrial (LA) function in hypertensive patients with paroxysmal or persistent mild symptomatic atrial fibrillation.Material and methods. In this open prospective trial we randomly assigned patients with hypertension, sinus rhythm, elevated heart rate (≥70 bpm), and recurrent atrial fibrillation (EHRA 2A or less) to receive BB with a target HR of less or greater than 70 bpm for at least 4 months. All the patients underwent an echocardiogram [left atrial (LA) function was assessed as emptying fraction]and applanation tonometry at baseline and after 4 months. Primary endpoint was median LA emptying fraction (LAEF) measurement at the end of the study.Results. 47 patients were randomized to group with a target HR of ≤70 bpm and 44 patients to >70 bmp. Among them 44 and 41 patients completed the study. Median follow up was 4.4 months. At the end of the study (4.5 months) median HR was 62 [60; 67] bmp in ≤70 group and 73 [72; 76] bpm in >70 group. Both groups received similar antihypertensive therapy and there were no intergroup differences in systolic and diastolic blood pressure. At the end of the study, patients in ≤70 group had significantly lower LAEF compared with >70 group (37% vs 42%; p=0.01). E’avg was lower and augmentation index was higher in ≤70 group as compared to >70. In regression analysis, after E’avg and augmentation index were included in the model, the association between LAEF and randomization group lost its significance.Conclusion. Beta blockers treatment with strict HR reduction (≤70 bpm) significantly reduced LA function as compared to lenient target HR (>70 bpm).

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Koblianska, Inna, Dmytro Varakin, Oleh Pihul, Volodymyr Somushkin, and Vadym Glukh. "Review of scientific literature on BPM concept in social sciences." Problems and Perspectives in Management 21, no. 3 (July 14, 2023): 84–99. http://dx.doi.org/10.21511/ppm.21(3).2023.07.

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The business process management (BPM) approach enhances organizational competitiveness and facilitates digital business transformations. Successful implementation of BPM necessitates a comprehensive understanding of its conceptual foundations and developmental trajectory. This study aims to investigate BPM studies in social sciences, unraveling the evolution and main pillars of the BPM concept. The research methodology comprises a bibliometric analysis of 95 articles indexed in the Web of Science Core Collection from 1997 to 2023 using the Biblioshiny App, followed by a narrative literature review of the most highly cited publications.The results unveil a notable shift in BPM research to information technologies, reflecting an interdisciplinary nature of the BPM concept (going beyond management itself). However, the analysis indicates that BPM research in social sciences tends to be specialized and localized, characterized by limited collaboration among scholars, research teams, institutions, and countries. The study identifies a diverse range of relevant research topics encompassing the maturity concept, business process, process orientation, process performance, success factors, and data and knowledge management. Process modeling and improvement emerge as central but underexplored areas, while strategic management, complexity theory, and organizational processes display declining thematic trends. The most frequently cited research papers primarily focus on enriching BPM practices through integrating digital tools and innovations, emphasizing the role of organizational culture in facilitating BPM implementation and investigating the relationship between BPM and supply chain integration and performance. AcknowledgmentThis study is funded by a grant, “Restructuring of the national economy in the direction of digital transformations for sustainable development” (№0122U001232) (Inna Koblianska’s contribution).

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Backer-Grøndahl, Agathe, and Monica Martinussen. "Måleegenskaper ved den norske versjonen av Brief Problem Monitor (BPM)." PsykTestBarn 8, no. 1 (June 25, 2018): 1–18. http://dx.doi.org/10.21337/0057.

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Beskrivelse: Brief Problem Monitor (BPM) er en kortversjon av kartleggingssystemet Achenbach System of Empirical Based Assessment (ASEBA). Instrumentet er utviklet for at man enkelt skal kunne følge med på barnets/ungdommens utvikling på eksternaliserende problemer, internaliserende problemer og oppmerksomhetsproblemer, inkludert eventuell endring etter en intervensjon. Det finnes tre versjoner; én for foreldre (BPM-P), én for lærere (BPM-T), og én for ungdom (BPM-Y). Det er 19 spørreskjemaledd (18 i BPM-T), og disse er hentet fra de tilsvarende lengre ASEBA-skjemaene (CBCL, TRF og YSR). BPM består av tre delskalaer (én skala for hvert problemområde), samt en samleskår. BPM er utviklet av Achenbach, McConaughy, Ivanova, og Rescorla (2011). I den norske versjonen har man hentet ut ledd fra CBCL 6-18, TRF og YSR, oversatt av Torunn S. Nøvik og Sonja Heyerdahl og publisert i 1986/88, 1993 og 2002 (Kornør & Jozefiak, 2012). Litteratursøk: Litteratursøket resulterte i kun én artikkel der det rapporteres resultater på BPM i et norsk utvalg. Artikkelen inkluderer mål på indre konsistens (reliabilitet) og resultater som belyser begrepsvaliditeten basert på to store norske normalutvalg i barne- og ungdomsskolealder. Psykometri: Resultatene tyder på god reliabilitet for samleskåren i de tre versjonene av BPM, mens det hefter noe mer usikkerhet rundt enkelte av delskalaene, spesielt i BPM-Y. Korrelasjonene mellom delskalaene i BPM og de tilsvarende skalaene i de lengre instrumentene er svært høye og støtter begrepsvaliditeten til BPM. Konklusjon: BPM kan muligens være et nyttig instrument for å måle atferds- og emosjonsproblemer hos barn og unge, men det trengs flere studier på skandinaviske utvalg for å kunne konkludere om de psykometriske egenskapene. Ettersom hensikten med instrumentet er å følge barns utvikling på problemene over tid eller som respons på en intervensjon, er det ønskelig med studier der man benytter BPM over tid og der deltakerne mottar en intervensjon.

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Soares, Carlos Alberto Pereira, Marcelo A. Magalhães, Wainer Da Silveira e. Silva, and Dorval Mallman. "Maturidade empresarial e o sucesso de projetos organizacionais orientados a processos de negócio." Revista de Gestão dos Países de Língua Portuguesa 17, no. 1 (April 5, 2018): 20. http://dx.doi.org/10.12660/rgplp.v17n1.2018.78236.

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O gerenciamento de processos de negócio (BPM, no acrónimo em inglês) é uma abordagem de gestão que estimula as organizações se voltarem para a otimização dos seus processos de negócio com o uso intensivo das melhores tecnologias disponíveis. A maturidade de gestão estratégica (SMM) pode ser entendida como o estágio que as organizações obtêm no uso das melhores práticas relacionadas à estratégia para a sua área de negócio. A orientação a processos de negócio (BPO) estimula o esforço BPM e usa BPM como referência e ferramenta. Neste artigo, sugere-se que um impacto bem sucedido de projetos de BPO que usam informações de BPM depende do nível de SMM da organização onde o projeto for realizado. Foi realizada uma pesquisa em onze empresas brasileiras, utilizando sete variáveis para medir o nível de SMM e quatro variáveis para avaliar o impacto dos projetos de BPO. A conclusão foi que quanto maior o nível de SMM da empresa, maior o impacto positivo do projeto BPO.

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Bandara, Wasana, Scott Bailey, Paul Mathiesen, Jo McCarthy, and Chris Jones. "Enterprise Business Process Management in the Public Sector: The Case of the Department of Human Services (DHS) Australia." Journal of Information Technology Teaching Cases 8, no. 2 (November 2018): 217–31. http://dx.doi.org/10.1057/s41266-017-0031-5.

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Business process management (BPM) in the public sector is proliferating globally, but has its contextual challenges. Ad hoc process improvement initiatives across governmental departments are not uncommon. However, as for all organisations, BPM efforts that are coordinated across the organisation will reap better outcomes than those conducted in isolation. BPM education plays a vital role in supporting such organisation-wide BPM efforts. This teaching case is focused on the sustainable development and progression of enterprise business process management (E-BPM) capabilities at the Federal Department of Human Services: a large Australian federal government agency. The detailed case narrative vividly describes the case organisation, their prior and present BPM practices and how they have attempted BPM at an enterprise level, capturing pros and cons of the journey. A series of student activities pertaining to E-BPM practices is provided with model answers (covering key aspects of BPM governance, strategic alignment, culture, people, IT, methods, etc.). This case provides invaluable insights into E-BPM efforts in general and BPM within the public sector. It can be useful to BPM educators as a rich training resource and to BPM practitioners seeking guidance for their E-BPM efforts.

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Doebeli, Gaby, Ron Fisher, Rod Gapp, and Louis Sanzogni. "Using BPM governance to align systems and practice." Business Process Management Journal 17, no. 2 (April 19, 2011): 184–202. http://dx.doi.org/10.1108/14637151111122310.

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PurposeThe purpose of this paper is to propose a business process management (BPM) governance model that sets BPM decision making, along with roles and responsibilities. The setting context of the study is a government‐owned corporation operating in Australia.Design/methodology/approachA qualitative case study examined and analysed organisational documents using a content analysis approach. Results of document analysis are used to inform a series of in‐depth interviews of key stakeholders in the organisation. Interviews are analysed using a constant comparison method to derive themes and build categories of description.FindingsA BPM governance model is proposed. Results of thematic analysis are interpreted against the framework of the BPM governance model, leading to findings that include implications for theory and practice.Practical implicationsIn practical terms, the research shows how BPM practice can be aligned and integrated with the corporate governance and management systems in the selected case study organisation.Originality/valueDespite research identifying the importance of governance, along with associated capabilities, there has been little progress on how the abovementioned capabilities can be effectively deployed across an organisation. This paper addresses a gap in the literature relating to how to deploy BPM governance in an organisation.

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Abeygunasekera, Ahangama Withanage Janitha Chandimali, Wasana Bandara, Moe Wynn, and Ogan Yigitbasioglu. "Nexus between business process management (BPM) and accounting." Business Process Management Journal 24, no. 3 (June 4, 2018): 745–70. http://dx.doi.org/10.1108/bpmj-12-2016-0235.

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Purpose Multidisciplinary business process management (BPM) research can reap significant impact. We can particularly benefit from incorporating accounting concepts to address some of the key BPM challenges, such as value-creation and return on investment of BPM activities. However, research which addresses a relationship between BPM and accounting is scarce. The purpose of this paper is to provide a detailed synthesis of the current literature that has integrated accounting aspects with BPM. The authors profile and thematically describe existing research, and derive evidence-based directions to guide future research. Design/methodology/approach A multi-staged structured literature review approach to search for the two broad themes, accounting and BPM, supported by NVivo (to manage the papers and the coding and analysis processes) was designed and followed. Findings The paper confirms the dearth of work that ties the two disciplines, despite the synergetic multidisciplinary results that can be attained. Available literature is mostly from the management accounting perspective and relates to describing how performance management, in particular performance measurement, can be applicable to process improvement initiatives together with tools such as activity-based costing and the balanced scorecard. There is a lack of research that examines BPM in relation to any financial accounting perspectives (such as external reporting). Future research directions are proposed together with implications for practitioners with the findings of this structured literature review. Research limitations/implications The paper provides a detailed synthesis of the existing literature on the nexus between accounting and BPM. It summarizes the implications for practitioners and provides directions for future research by identifying key gaps and opportunities with a sound contextual basis for extension and new work. Originality/value Effective literature reviews create strong foundations for future research and accumulate the otherwise scattered knowledge into a single place. This is the first structured literature review that provides a detailed synthesis of the research that ties together the accounting and BPM disciplines, providing a basis for future research directions together with implications for practitioners.

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Binner, Hartmut F. "BPM-Umsetzung erfordert Methoden- und Systemkompetenz." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 109, no. 3 (March 27, 2014): 147–48. http://dx.doi.org/10.3139/104.111113.

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Verner, Laury. "BPM: The Promise and the Challenge." Queue 2, no. 1 (March 2004): 82–91. http://dx.doi.org/10.1145/984458.984503.

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DOSPINESCU, Octavian, Catalin STRIMBEI, Roxana-Marina STRAINU, and Alexandra NISTOR. "REST SOA Orchestration and BPM Platforms." Informatica Economica 21, no. 1/2017 (March 30, 2017): 30–42. http://dx.doi.org/10.12948/issn14531305/21.1.2017.03.

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Narain, N. R., J. P. Mccook, K. Hughes, L. M. Mauro, V. Vishnudas, R. Sarangarajan, and J. Jimenez. "BPM 31510 decreases doxorubicin-induced cardiomyopathy." European Heart Journal 34, suppl 1 (August 2, 2013): P2980. http://dx.doi.org/10.1093/eurheartj/eht309.p2980.

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Le Xu and Shu-Xin Zheng. "A Resistive BPM for Mini-LIA." IEEE Transactions on Plasma Science 37, no. 10 (October 2009): 1964–67. http://dx.doi.org/10.1109/tps.2009.2028891.

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Bekhtenev, E. A., and G. V. Karpov. "BPM System for VEPP-4M Collider." Physics of Particles and Nuclei Letters 15, no. 7 (December 2018): 929–32. http://dx.doi.org/10.1134/s1547477118070154.

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Vassallo, C. "Wide-angle BPM and power conservation." Electronics Letters 31, no. 2 (January 19, 1995): 130–31. http://dx.doi.org/10.1049/el:19950080.

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Marosi, Tibor, and Szlobodan Vukoszávlyev. "Információs technológiák és menedzsment folyamatok, BPM." Jelenkori Társadalmi és Gazdasági Folyamatok 3, no. 1 (January 1, 2008): 73–77. http://dx.doi.org/10.14232/jtgf.2008.1.73-77.

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Napjaink vállalkozásainak, - a folyamatosan változó piaci követelmények és az érdekeltjeik igényeinek egyre inkább kiszélesedő skálája következtében, - olyan mértékű piaci versennyel kell szembe nézniük, melynek csak megfelelően kidolgozott üzleti folyamatokkal felelhetnek meg. Korunk vállalatainak folyamatos versenykihívásai közé tartozik a nyereségesség megtartása, versenyképesség megőrzése, a folyamat optimalizáció és az új piacok szerzése. Legjobb megoldást jelentheti, ha a vállalat tisztában van saját folyamataival és megpróbálja azt a leghatékonyabb eszközökkel működtetni, javítani. A dolgozatban bemutatásra kerül az információs technológiák és az üzleti folyamatok kapcsolata, az üzleti folyamat menedzsment (BPM) jelentősége és alkalmazásának előnye.

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Russell, Nick, and Arthur H. M. ter Hofstede. "Surmounting BPM challenges: the YAWL story." Computer Science - Research and Development 23, no. 2 (March 6, 2009): 67–79. http://dx.doi.org/10.1007/s00450-009-0059-7.

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