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Journal articles on the topic 'Business process modelling'

To see the other types of publications on this topic, follow the link: Business process modelling.

Author: Grafiati

Published: 4 June 2021

Last updated: 7 September 2023

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1

Kožíšek, František, and Ivan Vrana. "Business Process Modelling Languages." Agris on-line Papers in Economics and Informatics 9, no. 3 (September 30, 2017): 39–49. http://dx.doi.org/10.7160/aol.2017.090304.

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2

Venkatraman, Sitalakshmi, and Ramanathan Venkatraman. "Process Innovation and Improvement Using Business Object-Oriented Process Modelling (BOOPM) Framework." Applied System Innovation 2, no. 3 (July 18, 2019): 23. http://dx.doi.org/10.3390/asi2030023.

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In the past decades, a number of methodologies have been proposed to innovate and improve business processes that play an important role in enhancing the operational efficiency of an organisation in order to attain business competitiveness. Traditional business process modelling (BPM) approaches are process-centric and focus on the workflow, ignoring the data modelling aspects that are essential for today’s data-centric landscape of modern businesses. Hence, a majority of BPM initiatives have failed in several organisations due to the lack of data-driven insights into their business performance. On the other hand, the information systems of today focus more on dataflows using object-oriented modelling (OOM) approaches. Even standard OOM approaches, such as unified modelling language (UML) methods, exhibit inherent weaknesses due to their lack of formalized innovation with business objects and the dynamic control-flows of complex business processes. In addition to these issues, both BPM and OOM approaches have been augmented with an array of complex software tools and techniques which have confused businesses. There is a lack of a common generalized framework that integrates the well-formalised control-flow based BPM approach and the dataflow based OOM approach that is suitable for today’s enterprise systems in order to support organisations to achieve successful business process improvements. This paper takes a modest step to fill this gap. We propose a framework using a structured six-step business process modelling (BPM) guideline combined with a business object-oriented methodology (BOOM) in a unique and practical way that could be adopted for improving an organisation’s process efficiency and business performance in contemporary enterprise systems. Our proposed business object-oriented process modelling (BOOPM) framework is applied to a business case study in order to demonstrate the practical implementation and process efficiency improvements that can be achieved in enterprise systems using such a structured and integrated approach.

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3

Berecz, Patrícia. "Tools of business process modelling." Acta Agraria Debreceniensis, no. 34 (September 2, 2009): 19–25. http://dx.doi.org/10.34101/actaagrar/34/2817.

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All companies have business processes, regardless of the size or the industry in which they operate. Both executive and operational managers need insight into software-based business processes and their performance for that transforming business workflows by modeling, simulating, optimizing, and publishing processes and defining business rules. I would like to introduce what kind of possibility the companies have got, when they want to model their business process. I choose the ARIS system from software market. I sketch out the function of ARIS system, and his application possibility. At last I present the best known diagram by means of some practical example.

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4

Munsamy, Megashnee, Arnesh Telukdarie, and Johannes Fresner. "Business process centric energy modelling." Business Process Management Journal 25, no. 7 (October 14, 2019): 1867–90. http://dx.doi.org/10.1108/bpmj-08-2018-0217.

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Purpose Sustainability is an accepted measure of business performance, with reductions in energy demand a commonly practised sustainability initiative by multinational corporations (MNCs). Traditional energy models have limited scope when applied to the entire MNC as the models exhibit high data and time intensity, high technical proficiency, specificity of application and omission of non-manufacturing activities. The purpose of this paper is to propose a process centric energy model (PCEM), which adopts a novel approach of applying business processes for business energy assessment and optimisation. Business processes are a fundamental requirement of MNCs across all sectors. The defining features of the proposed model are genericity, reproducibility, minimum user input data, reduced modelling time and energy evaluation of non-manufacturing activities. The approach forwards the adoption of Industry 4.0, a subset of which focuses on business process automation or part thereof. Design/methodology/approach A quantitative approach is applied in development of the PCEM. The methodology is demonstrated by application to the procure to pay and electroplating business processes. Findings The PCEM quantifies and optimises the business energy demand and associated carbon dioxide emissions of the procure to pay and electroplating business processes, validating the application of business processes. The application demonstrates minimum user inputs as only equipment operational parameters are required and minimum modelling time as business process models and optimisation options are pre-defined requiring only user modification. As MNCs have common business processes across multiple sites, once a business process energy demand is quantified, its inputs are applied as the default in the proceeding sites, only requiring updating. The model has no specialist skills requirement enabling business wide use and eliminating costs associated with training and expert’s services. The business processes applied in the evaluation are developed by the researchers and are not as comprehensive as those in actual MNCs, but is sufficiently detailed to accurately calculate an MNC energy demand. The model databases are not exhaustive of all resources found in MNCs. Originality/value This paper provides a new approach to MNC business energy assessment and optimisation. The model can be applied to MNEs across all sectors. The model allows the integration of manufacturing and non-manufacturing activities, as it occurs in practice, providing holistic business energy assessment and optimisation. The model analyses the impacts of the adoption of Industry 4.0 technologies on business energy demand, CO2 emission and personnel hours.

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5

Rainer, Albert. "Web-centric business process modelling." International Journal of Electronic Business 2, no. 5 (2004): 542. http://dx.doi.org/10.1504/ijeb.2004.005885.

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6

Zelm, Martin, François B. Vernadat, and Kurt Kosanke. "The CIMOSA business modelling process." Computers in Industry 27, no. 2 (October 1995): 123–42. http://dx.doi.org/10.1016/0166-3615(95)00018-2.

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7

Tbaishat, Dina. "Business process modelling using ARIS: process architecture." Library Management 38, no. 2/3 (March 14, 2017): 88–107. http://dx.doi.org/10.1108/lm-05-2016-0042.

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Purpose Academic libraries have witnessed huge changes due to internal and external factors. Recent evidence shows that there is a lack of interest in process analysis within academic libraries. There is a lot written on the need to change academic libraries but there is little analytical research that investigates processes, in terms of the process architecture. The paper aims to discuss this issue. Design/methodology/approach The modelling tool used is Architecture of Integrated Information Systems (ARIS). Findings ARIS can provide a process architecture and design for academic libraries that might raise questions later about procedures and some inefficiencies. Research limitations/implications Library managers might need to learn new techniques. Originality/value There is a lot written on the need to change academic libraries but there is little analytical research that investigates processes, in terms of the process architecture. This research examines business process modelling for academic libraries, focusing on the process architecture, as a way of visualizing, understanding and documenting processes.

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8

Goedertier, Stijn, Jan Vanthienen, and Filip Caron. "Declarative business process modelling: principles and modelling languages." Enterprise Information Systems 9, no. 2 (September 2, 2013): 161–85. http://dx.doi.org/10.1080/17517575.2013.830340.

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9

Umurzakov, Sardor. "Business Process Management in Financial and Non-Financial Institutions: Payment Process Modelling in Financial Flows Management." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 3, no. 5 (2017): 50–54. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.35.1006.

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Business process management is a progressively developing area of science, which is seen as the most modern and forward-looking innovative. Modern business operations remain highly dependent on IT solutions to steer the processes. Business process management solutions have been the clue for easing daily business operations. IT solutions have actively penetrated the working environment in all areas of business, especially the financial sector. It is beyond to imagine modern financial markets and institutions without IT software support. Not only billing, calculation and payment processes, even stock pricing, market analysis and risk monitor tools are fully computerized through business process modeling. This article studies the current role of business process management in the sample of internal payment and transaction in non-financial and financial firms.

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10

Munsamy, Megashnee, and Arnesh Telukdarie. "Business Process (4IR) Centric Optimization Modelling." Procedia Computer Science 180 (2021): 581–90. http://dx.doi.org/10.1016/j.procs.2021.01.279.

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11

Aytulun, S. K., and A. F. Guneri. "Business process modelling with stochastic networks." International Journal of Production Research 46, no. 10 (May 15, 2008): 2743–64. http://dx.doi.org/10.1080/00207540701543601.

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12

Briffaut, J. P., and G. Saccone. "Business performance sustainability through process modelling." Measuring Business Excellence 6, no. 2 (June 2002): 29–36. http://dx.doi.org/10.1108/13683040210431446.

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13

Aguilar-Savén, Ruth Sara. "Business process modelling: Review and framework." International Journal of Production Economics 90, no. 2 (July 2004): 129–49. http://dx.doi.org/10.1016/s0925-5273(03)00102-6.

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14

Gunasekaran, A., and T. Ichimura. "Business process reengineering: Modelling and analysis." International Journal of Production Economics 50, no. 2-3 (June 1997): 65–68. http://dx.doi.org/10.1016/s0925-5273(97)00031-5.

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15

Cakar, Figen, and Umit S. Bititci. "Modelling in the HRM business process." International Journal of Human Resources Development and Management 2, no. 3/4 (2002): 223. http://dx.doi.org/10.1504/ijhrdm.2002.001027.

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16

Fernandes, Pedro, Ana Moreira, Jo�ão Araújo, Eliane Loiola, and Denis Silveira. "Towards a reusable business process modelling approach." International Journal of Business Process Integration and Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbpim.2020.10038777.

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17

Silveira, Denis Silva Da, Eliane Maria Loiola, N. A. Jo�ã, o. Araújo, Ana Moreira, and Pedro Fernandes. "Towards a reusable business process modelling approach." International Journal of Business Process Integration and Management 10, no. 2 (2020): 104. http://dx.doi.org/10.1504/ijbpim.2020.117150.

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18

Hronza, Radek, Josef Pavlíček, Richard Mach, and Pavel Náplava. "Measures of Quality in Business Process Modelling." Acta Informatica Pragensia 4, no. 1 (June 30, 2015): 18–29. http://dx.doi.org/10.18267/j.aip.57.

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19

Qin, Jianglong, Na Zhao, Zhongwen Xie, and Qi Mo. "Business Process Modelling based on Petri nets." MATEC Web of Conferences 139 (2017): 00105. http://dx.doi.org/10.1051/matecconf/201713900105.

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20

Nurcan, Selmin, Anne Etien, Rim Kaabi, Iyad Zoukar, and Colette Rolland. "A strategy driven business process modelling approach." Business Process Management Journal 11, no. 6 (December 2005): 628–49. http://dx.doi.org/10.1108/14637150510630828.

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21

Gunasekaran, A., and B. Kobu. "Modelling and analysis of business process reengineering." International Journal of Production Research 40, no. 11 (January 2002): 2521–46. http://dx.doi.org/10.1080/00207540210132733.

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22

Tangkawarow, I. R. H. T., and J. Waworuntu. "A Comparative of business process modelling techniques." IOP Conference Series: Materials Science and Engineering 128 (April 2016): 012010. http://dx.doi.org/10.1088/1757-899x/128/1/012010.

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23

Phalp, Keith Thomas. "The CAP framework for business process modelling." Information and Software Technology 40, no. 13 (November 1998): 731–44. http://dx.doi.org/10.1016/s0950-5849(98)00058-5.

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24

Reyneri, Carla. "Operational building blocks for business process modelling." Computers in Industry 40, no. 2-3 (November 1999): 115–23. http://dx.doi.org/10.1016/s0166-3615(99)00018-4.

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25

Albores, Pavel, Peter Ball, and Jillian MacBryde. "Simulation process templates for e-business modelling." International Journal of Simulation and Process Modelling 1, no. 3/4 (2005): 150. http://dx.doi.org/10.1504/ijspm.2005.007645.

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26

Goedertier, Stijn, Raf Haesen, and Jan Vanthienen. "Rule-based business process modelling and enactment." International Journal of Business Process Integration and Management 3, no. 3 (2008): 194. http://dx.doi.org/10.1504/ijbpim.2008.023219.

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27

Barjis, Joseph. "Enterprise process modelling complemented with business rules." International Journal of Business Process Integration and Management 5, no. 4 (2011): 276. http://dx.doi.org/10.1504/ijbpim.2011.043388.

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28

Hrabala, Martin, Michaela Opletalováb, and David Tucekc. "Teaching business process management: Improving the process of process modelling course." Istrazivanja i projektovanja za privredu 15, no. 2 (2017): 113–21. http://dx.doi.org/10.5937/jaes15-12172.

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29

A Hrosul, Viktoriia, AlonaYu Goloborodko, Svitlana V.Lehominova, Kseniia V. Kalienik, and NataliaYu Balatska. "MODELLING BALANCED CRITERIA SYSTEM FOR BUSINESS PROCESS MANAGEMENT." Journal on Innovation and Sustainability RISUS 12, no. 2 (June 18, 2021): 139–53. http://dx.doi.org/10.23925/2179-3565.2021v12i2p139-153.

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The research aims at developing a fundamental technique for modelling balanced criteria system necessary to create encapsulations, within unified network protocols, to monitor every existing change in the business process or create their simulations (inheritance) and polymorphism in business process management. The research topicality is related to the description of modern transformations concerning the modelling of business processes associated with the data deepening with the need to adapt them to object-oriented programming in order to automate management. Therefore, there is an ongoing introduction and use of complex formats of network presentation of data with a unified language, which: balance the basic criteria of each “workflow” (based on systemic improvement of methods and tools for modelling workflows, their efficient and fast processing); maximize their benefits for the implementation of optimization solutions. In the process of designing the technique we used the methods of network modelling, network theory, which are aimed at solving problems of balancing the criteria of business process management. The process of network modelling with a unified language is implemented in the research, which is focused on the production of balance in the systems of business process management criteria. Basic attention is paid to the transition from analytical search of balance according to the workflow criteria to a graphic one. The proposed technique of modelling balanced criteria system for business process management is focused on large data volumes, so its basic processes were implemented using cloud computing service — math.semestr. The obtained results allow to form systems of balanced criteria, which are easily perceived in business process management and are effective in the conditions of continuous growth and distribution of information on numerous nodes of workflows. The proposed approach to modelling the system of balanced criteria of business process management is promising in terms of automation of business process management.

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30

Keramati, Abbas, Hamid Reza Golian, and Masoud Afshari Mofrad. "Improving business processes with business process modelling notation and business process execution language: an action research approach." International Journal of Business Information Systems 7, no. 4 (2011): 458. http://dx.doi.org/10.1504/ijbis.2011.040568.

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31

Melao, Nuno, and Michael Pidd. "A conceptual framework for understanding business processes and business process modelling." Information Systems Journal 10, no. 2 (April 2000): 105–29. http://dx.doi.org/10.1046/j.1365-2575.2000.00075.x.

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32

Lhannaoui, Hanane, Mohammed Issam Kabbaj, and Zohra Bakkoury. "A Survey of Risk-Aware Business Process Modelling." International Journal of Risk and Contingency Management 6, no. 3 (July 2017): 14–26. http://dx.doi.org/10.4018/ijrcm.2017070102.

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For organizations, risk is a key concept when dealing with business process. Integrating risks aspects during business process management starts with an accurate consideration of risk's characteristics in the modelling phase. Most research is needed on integrating risk and business process modelling. Actually, the literature suggests various approaches to represent risk-related information in business process models. The diversity of those methods and the fact that this domain is still emerging make it difficult to choose the most suitable language. This paper aims to represent a survey of the existing risk-annotated business process model's notations.

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33

Bandara, Wasana, Guy Grant Gable, Mary Tate, and Michael Rosemann. "A validated business process modelling success factors model." Business Process Management Journal 27, no. 5 (May 7, 2021): 1522–44. http://dx.doi.org/10.1108/bpmj-06-2019-0241.

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PurposeBusiness process modelling (BPMo) projects are core to digital transformation projects as they provide the conceptual foundation to the orchestration of technologies along a process. Yet, success factors of BPMo projects have received little research attention to date. This study empirically validates a BPMo project success model, pointing to normative practice guidelines and important future research.Design/methodology/approachThis research reports on the quantitative re-specification and validation of a business process modelling success model, employing survey responses from 261 process modellers worldwide.FindingsThe study distilled and validated a final set of success antecedents: Top Management Support, Project Management Capabilities, Stakeholder Input, Modeller Expertise and Modelling Tool Usage; and clearly evidences their relationships with each other and with two moderating variables – Importance and Complexity. The paper offers a nuanced explanation of the indirect role of top management support in building stakeholder involvement and explains how complex projects that are perceived as important being more likely to attract high levels of necessary stakeholder involvement. The authors conclude that top management needs to create an environment of co-ordinated excellence which spans both technical skills and resources, and a high level of committed engagement between stakeholders and technicians in order for BPMo projects to succeed.Originality/valueThis study is the first to operationalize and quantitatively test antecedents of BPMo project success and their interactions, presenting novel insights into how the success factors interact. Awareness of the more influential antecedents of successful process modelling projects offers valuable guidance for the planning, management and conduct of BPMo projects.

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34

Špaček, Miroslav. "Business Process Risk Modelling in Theory and Practice." Quality Innovation Prosperity 25, no. 1 (March 31, 2021): 55–72. http://dx.doi.org/10.12776/qip.v25i1.1551.

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Purpose: The purpose of the paper is to introduce SW based decision-making tool that helps managers cope with risks and uncertainties of selected industrial processes. The solution is substantiated by the theoretical background. Methodology/Approach: The research is based on combination of contextual interviews with process management experts and Business Process Modelling Notion (BPMN). The former is aimed at the identification of industrial processes with highest risk exposure the latter is conducive to the design of processes to be subjected to stochastic simulation. Findings: The findings show that the risks and uncertainties in the management of industrial processes can be kept under control when using advanced tools of risk analysis as simulation approaches. The solution proposed comes in handy to risk analysts or process managers. Research Limitation/Implication: The library of process models which were included into stochastic simulation includes selected processes as investments, service providing or economic value-added engineering. Additional processes are being included on ongoing basis. Originality/Value of paper: The paper offers the solution to industrial process risk management which goes far beyond academic sphere and provides industrial practitioners SW tool that facilitates process risk management.

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35

Kang, Guosheng. "Configurable artefact-centric business process modelling with proclets." International Journal of Business Process Integration and Management 10, no. 3/4 (2021): 201. http://dx.doi.org/10.1504/ijbpim.2021.10048655.

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36

Kang, Guosheng. "Configurable artefact-centric business process modelling with proclets." International Journal of Business Process Integration and Management 10, no. 3/4 (2021): 201. http://dx.doi.org/10.1504/ijbpim.2021.124019.

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37

LÓPEZ-CAMPOS, MÓNICA, SALVATORE CANNELLA, and MANFREDI BRUCCOLERI. "E-MAINTENANCE PLATFORM: A BUSINESS PROCESS MODELLING APPROACH." DYNA 81, no. 183 (January 13, 2014): 31. http://dx.doi.org/10.15446/dyna.v81n183.20615.

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38

Barber, K. D., F. W. Dewhurst, R. L. D. H. Burns, and J. B. B. Rogers. "Business‐process modelling and simulation for manufacturing management." Business Process Management Journal 9, no. 4 (August 2003): 527–42. http://dx.doi.org/10.1108/14637150310484544.

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39

Damij, Nadja. "Business process modelling using diagrammatic and tabular techniques." Business Process Management Journal 13, no. 1 (February 13, 2007): 70–90. http://dx.doi.org/10.1108/14637150710721131.

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40

Romero‐Hernández, Omar, Miguel de Lascurain Morhan, David Muñoz Negrón, Sergio Romero Hernández, David G. Muñoz Medina, Arturo A. Palacios Brun, Manuel A. Oneto Suberbie, and Jose E. Detta Silveira. "Business process modelling for a central securities depository." Business Process Management Journal 14, no. 3 (June 6, 2008): 419–31. http://dx.doi.org/10.1108/14637150810876706.

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41

Doomun, Razvi, and Nevin Vunka Jungum. "Business process modelling, simulation and reengineering: call centres." Business Process Management Journal 14, no. 6 (November 7, 2008): 838–48. http://dx.doi.org/10.1108/14637150810916017.

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42

Yu, Bing, and David T. Wright. "Software tools supporting business process analysis and modelling." Business Process Management Journal 3, no. 2 (August 1997): 133–50. http://dx.doi.org/10.1108/14637159710173096.

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43

Canning, Louise, and Stuart Hanmer‐Lloyd. "Modelling the adaptation process in interactive business relationships." Journal of Business & Industrial Marketing 17, no. 7 (December 2002): 615–36. http://dx.doi.org/10.1108/08858620210451127.

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44

Elliman, Tony, Julie Eatock, and Nicky Spencer. "Modelling knowledge worker behaviour in business process studies." Journal of Enterprise Information Management 18, no. 1 (February 2005): 79–94. http://dx.doi.org/10.1108/17410390510571501.

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45

Lyridis, D. V., T. Fyrvik, G. N. Kapetanis, N. Ventikos, P. Anaxagorou, E. Uthaug, and H. N. Psaraftis. "Optimizing shipping company operations using business process modelling." Maritime Policy & Management 32, no. 4 (October 2005): 403–20. http://dx.doi.org/10.1080/03088830500300636.

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46

Mohamed, Ibrahim, and Mohamad Fauzan Noordin. "STA Data Model for Effective Business Process Modelling." Procedia Technology 11 (2013): 1218–22. http://dx.doi.org/10.1016/j.protcy.2013.12.316.

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47

Rajala, Mikko, and Tapani Savolainen. "A framework for customer oriented business process modelling." Computer Integrated Manufacturing Systems 9, no. 3 (July 1996): 127–35. http://dx.doi.org/10.1016/s0951-5240(96)00008-0.

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48

Panayiotou, Nikolaos A., Sotiris P. Gayialis, and Nikolaos E. Evangelopoulos. "Integrating business process modelling and ERP role engineering." International Journal of Business Information Systems 8, no. 1 (2011): 66. http://dx.doi.org/10.1504/ijbis.2011.041087.

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49

Baghdadi, Youcef. "Modelling business process with services: towards agile enterprises." International Journal of Business Information Systems 15, no. 4 (2014): 410. http://dx.doi.org/10.1504/ijbis.2014.060377.

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50

Liu, Te-Kai, Robert Dimpsey, Amir Behroozi, and Santhosh Kumaran. "Performance modelling of a business process integration middleware." International Journal of Business Process Integration and Management 1, no. 1 (2005): 43. http://dx.doi.org/10.1504/ijbpim.2005.006964.

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