Relevant bibliographies by topics / Business process design

Contents

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

Academic literature on the topic 'Business process design'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 June 2024

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Journal articles on the topic "Business process design"

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Kalina, Christine M., James Fitko, and Charles W. Barthel. "Business Process Design." AAOHN Journal 45, no. 7 (July 1997): 337–41. http://dx.doi.org/10.1177/216507999704500704.

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Childre, Frances, Charles W. Barthel, Christine M. Kalina, and James Fitko. "Business Process Design." AAOHN Journal 46, no. 12 (December 1998): 581–88. http://dx.doi.org/10.1177/216507999804601204.

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Kalina, Christine M., and James Fitko. "Successful Business Process Design." AAOHN Journal 45, no. 2 (February 1997): 61–67. http://dx.doi.org/10.1177/216507999704500204.

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Xiao, Lan, and Li Zheng. "Business process design: Process comparison and integration." Information Systems Frontiers 14, no. 2 (July 30, 2010): 363–74. http://dx.doi.org/10.1007/s10796-010-9251-3.

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SungWhan Chung. "Appropriateness of Design Process in Untact Design Business." A Journal of Brand Design Association of Korea 16, no. 4 (December 2018): 229–40. http://dx.doi.org/10.18852/bdak.2018.16.4.229.

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Mograbyan, Marine. "Internationalisation as Business Model Design Process." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 18830. http://dx.doi.org/10.5465/ambpp.2019.18830abstract.

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Radgui, Maryam, Rajaa Saidi, and Salma Mouline. "Design for Reuse in Business Process." International Journal of Enterprise Information Systems 9, no. 4 (October 2013): 12–27. http://dx.doi.org/10.4018/ijeis.2013100102.

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When modeling a business process or when updating an existing one, a business analyzer is available to reuse business parts already operational. Indeed, to minimize time of creation and to reduce cost and complexity, a solution can be given by the reuse of some existing business parts. The need to reuse of some business parts to fulfill companies’ requirements leads to the need of extracting business fragments from the business process model. The aim of this paper is to propose a method which enables to obtain a business fragments from a business process. The main idea is to decompose a business process into small fragments. These fragments have the ability to be reused for building a new business process or updating an existing one. The method the authors propose is presented as guidelines that allow the decomposition of business process to enable having a reusable business fragments, their method is based on variability in business process modeled in BPMN. The method also takes into account the business goal of each extracted fragment. The proposed method is presented as a process along with a meta-model to facilitate the understanding of the concepts related to BPMN. An algorithm that illustrates their method is also presented in order to use it for a further implementation. The paper also includes users’ experiments to validate our method.
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Hofacker, Ingo, and Rudolf Vetschera. "Algorithmical approaches to business process design." Computers & Operations Research 28, no. 13 (November 2001): 1253–75. http://dx.doi.org/10.1016/s0305-0548(00)00038-1.

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Ardito, Carmelo, Ugo Barchetti, Antonio Capodieci, Annalisa Guido, and Luca Mainetti. "Business Process Design Meets Business Practices Through Enterprise Patterns." International Journal of e-Collaboration 10, no. 1 (January 2014): 57–73. http://dx.doi.org/10.4018/ijec.2014010104.

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Every day companies deal with internal problems in order to manage human resources during the execution of business processes. The ability to quickly identify and rapidly apply effective business practices to recurring problems becomes crucial in order to improve the efficiency of the organization. To seize the opportunity of adapting their business practices to emerging organizational forms (Extended Enterprise, Virtual Enterprise) and to reuse the expertise of knowledge workers – who are central to an organization's success – companies are required to face several challenges. This paper presents a set of business patterns useful in resolving emerging organizational issues to support the activities of knowledge workers, increase their productivity and their ability to find the information they need, and enable collaboration with colleagues without changing their habits. Also it describes a real case study and a software system that allows companies to introduce these business patterns in the workplace, adopting an Enterprise 2.0 approach.
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Van Rensburg, Antonie. "Supporting Business Process Design Through A Business Fractal Approach." South African Journal of Industrial Engineering 25, no. 1 (January 10, 2014): 50. http://dx.doi.org/10.7166/25-1-679.

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Dissertations / Theses on the topic "Business process design"

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Kvist, Henrik, and Henning Bakke. "Business Process Design." Thesis, Blekinge Tekniska Högskola, Institutionen för maskinteknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-4645.

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The constant changes in governmental and customer requirements are forcing organizations to adapt in today’s dynamic market. Challenges such as international competition, increased cost pressure and efficient resource allocation are just a few examples of what organizations currently are facing. The need of managing business processes has become evident, as processes describes how well the organization is operating. Processes are no longer seen as just a tool, but as a way to visualize and standardize the organization in order to decrease variation and waste. With limited resources, ABB HVC has been working with business processes for over 20 years without any major influence since the competition has not required it. During the last three years the focus has shifted and business processes are now a hot topic. A stance has been taken and ABB HVC is now aiming to become a process-oriented organization. To become a process-oriented organization, ABB HVC needs a solid foundation built around processes. This project aims to satisfy a part of that foundation by designing a process for the technology department. As the technology department currently lacks a defined process, they cannot in a clear and visual way describe how they operate. Most of the time spent during this project, was focused on designing a functional process and to identify options for development. The research type of this project is a change focused research with an action research strategy. The selected approach is a design research methodology with qualitative data collection. In order to gather all the required information to complete the task, a literature review and an empirical analysis of ABB HVC were conducted. The result of this project was a process map describing the workflow and interactions of the technology department. An implementation plan, tools and suggested improvements have also been included in the report to provide the technology department with a strategy in how to continue the process work.
Ständiga förändringar och krav från myndigheter och kunder tvingar organisationer att anpassa sig till dagens dynamiska marknad. Utmaningar som internationell konkurrens, ökat kostnadstryckt och en effektiv resursfördelning är bara några exempel på vad organisationer för närvarande står inför. Behovet av att hantera affärsprocesser har blivit uppenbart eftersom processerna beskriver hur väl organisationen fungerar. Processer ses inte längre som bara ett verktyg, utan som ett sätt att visualisera och standardisera organisationen för att minska variation och slöseri. Med begränsade resurser har ABB HVC arbetat med affärsprocesser i över 20 år utan någon större påverkan för att konkurrensen inte har krävt det. Under de senaste tre åren har fokus skiftat och affärsprocesser är nu ett hett samtalsämne. En ställning har tagits och ABB HVC siktar nu på att bli en processorienterad organisation. För att bli en processorienterad organisation behöver ABB HVC en stabil grund uppbyggd kring processer. Detta projekt syftar till att tillfredsställa en del av denna grund genom att utforma en process för teknikavdelningen. Eftersom teknikavdelningen idag saknar en definierad process kan de inte tydligt beskriva hur de arbetar. Merparten av tiden spenderat under detta projekt var inriktad på att utforma en fungerande process och att identifiera alternativ för utveckling. Forskningstypen för detta projekt är en förändringsfokuserad forskning med en aktionsforskningsstrategi. Det valda tillvägagångssättet är att använda design research metodiken med kvalitativ datainsamling. För att samla in all den information som krävts för att slutföra uppgiften, har en litteraturstudie och en empirisk analys av ABB HVC utförts. Resultatet av detta projekt var en processkarta som beskriver arbetsflödet och interaktionerna för teknikavdelningen. En genomförandeplan, verktyg och förslag på förbättringar har också tagits med i rapporten för att ge teknikavdelningen en strategi för hur man ska fortsätta processarbetet.
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Warwick, Jerry L. "Business process redesign : design the improved process /." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from the National Technical Information Service, 1993. http://handle.dtic.mil/100.2/ADA274947.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1993.
Thesis advisor(s): Haga, William James ; Euske, Kenneth J. "September 1993." Bibliography: p. 142-144. Also available online.
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Looks, Volker. "The need for a business process design process." Thesis, Cranfield University, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.273599.

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Jerkovič, Martin. "Product Design Process Optimization at Small Business." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198467.

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Thesis deals with design process optimization at Chute Corporation -- american startup that provides SaaS solutions for discovery, gathering, managing, publishing and analysis of multimedial user-generated content from social networks. The goal is to identify and analyze the processes, roles and tools of product design and propose an optimization. Thesis has two parts. First part describes the theoretical background for later application. Mainly a brief history of IT product design, design taxonomy and design workflow best practices are described. The other part provides a brief description of the company, especially its position on the market, business model, organizational structure, product portfolio, position of product team and also identifies the main processes, roles and tools that surround product design. The final part describes all optimized processes, roles and tools and summarizes all the facts as a set of recommendations. Thesis provides an overview of product design in the dynamic and complex world of startups. The specific recommendations and templates of optimized processes and tools enable immediate implementation into a company of a similar nature.
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Casebolt, Jason M. (Jason MacArthur). "Business process improvement using axiomatic design and object-process methodology." Thesis, Massachusetts Institute of Technology, 2016. http://hdl.handle.net/1721.1/106242.

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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, School of Engineering, System Design and Management Program, Engineering and Management Program, 2016.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 63-64).
This thesis introduces AD-OPM BPI, which is a new method of conducting business process improvement using both Axiomatic Design and Object-Process Methodology. The premise underlying the method is that modern process improvement techniques boast large efficiency gains, but fail to address the broader process system. Through first using Axiomatic Design to map and optimize the process system, broader-inefficiencies will be addressed before they constrain individual processes. Then Object-Process Methodology is conducted for process-specific optimization by utilizing modern system architecture layering principles to identify nonvalue-adding entities and improve them through deletion or simplification. A case study at a large aerospace manufacturing company demonstrates the method in practical application. Results suggest that application is better suited to new or small-scale systems due to the challenge of applying Axiomatic Design to pre-existing large scale systems. Despite this limitation, Object-Process Methodology remains a viable option for business process improvement, whether or not it is coupled with Axiomatic Design in AD-OPM BPI.
by Jason M. Casebolt.
S.M. in Engineering and Management
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Förster, Alexander. "Pattern-based business process design and verification /." Tönning ; Lübeck ; Marburg : Der Andere Verl, 2009. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=017654347&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Förster, Alexander. "Pattern-based business process design and verification." Tönning Lübeck Marburg Der Andere Verl, 2008. http://d-nb.info/993341101/04.

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Brandt, Rynier. "Rynmar value adding process design diagnostic tool." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52442.

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Thesis (MBA)--Stellenbosch University, 2001.
ENGLISH ABSTRACT: "Value adding process design" entails two underlying concepts, namely "business process" and "value adding": Business process: According to Dr Michael Hammer (Hammer, 1999), the recognised father of process thinking, a business process is an "organised group of related activities that together create customer value". The focus in the process is not on individual units of work, which by themselves accomplish nothing for a customer, but rather on an entire group of activities that, when effectively brought together, create a result that customers value. Value adding: The concept of "value adding" can be defined in different ways depending on the receiver of the value (shareholders, customers or employees). From a shareholder perspective, value adding can be measured by using EVA (Economic Value Added). EVA is a measure of economic profit generally meaning that a positive EVA indicates that value has been created, whereas a negative EVA means value has been destroyed. The perspective from which process improvement is addressed is the value that is added for the customer, but always with the constraint of not negatively impacting the EVA of the organisation. Value adding process design: "Value adding process" design entails the design of a business process or interrelated business processes to ensure that employee and customer needs are satisfied, whilst creating value for shareholders. The objective of this study is to develop a methodology and supporting tools to enable a organisation to make the transition from being task focused to becoming a truly process organisation. The approach that is proposed is the Rynmar VAP Diagnostic Tool. The approach consists of 5 phases, best explained by the metaphor of building a house: • Setting the stage (phase 0) is identifying the need for a house, i.e. being unhappy with the current situation to an extent that one has the burning desire to change surrounding, even if it will cost a lot of time, effort and financial resources. • Visioning (phase 1) is drawing an artist impression of the house. It involves thinking what the new house should look like, for example do I want a Cape-Dutch house with thatched roof and white walls, or an Italian design with tiled roof and off-white walls. Visioning is the magnetic force that one holds on to whenever the question is asked: "Is it worth the effort?" • Design Process (phase 2) entails applying different techniques to draw an architectural design of the firstly the current processes, followed by the future process that will meet the different aspects of the vision. • Prototype & Build (phase 3) involves firstly building a small scale model of the house to test and improve the design made in phase 3, followed by building the actual house. • Train & Implement (phase 4) firstly entails training the different people in the skills required by the new process design and then implementing the process under careful guidance of the project team, i.e. moving into the house. • Continuous Improvement (phase 5) involves continuously improving the process to ensure that incremental performance improvement is achieved, which will lead to a dramatic cumulative improvement over time.
AFRIKAANSE OPSOMMING: "Waarde toegevoeging proses ontwerp" behels twee onderliggende konsepte, naamlik "besigheidsproses" en "waarde toevoeging": Besigheidsproses: Volgens Dr Michael Hammer (Hammer, 1999), die erkende vader van prosesdenke, kan 'n besigheidsproses definieer word as 'n georganiseerde groep van aktiwiteite wat gesamentlik waarde skep vir 'n kliënt. Die fokus in die proses is nie op individuele komponente van werk nie, wat individueel niks vir die gebruiker kan vermag nie, maar eerder op 'n geïntegreerde groep van aktiwiteite wat, indien effektief gegroepeer word, waarde skep vir 'n kliënt. Waarde toevoeging: Die konsep "waarde toevoeging" kan op verskillende maniere gedefinieer word afhangende van die ontvanger van die waarde (aandeelhouers, kliënte of werknemers). Vanuit die perspektief van 'n aandeelhouer word waarde toevoeging gemeet deur gebruik te maak van EVA ("Economic Value Added'). EVA is 'n maatstaf van ekonomiese wins, wat daarop neerkom dat 'n positiewe EVA aandui dat waarde geskep (toegevoeg) is, terwyl 'n negatiewe EVA beteken dat waarde verwoes is (waardevermindering). Prosesverbetering word gevolglik daarop gerig om waarde toe te voeg vir 'n kliënt, maar altyd onderhewig daaraan dat dit 'n positiewe impak op die EVA van die organisasie sal hê. Waarde toegevoegde proses ontwerp: "Waarde toegevoegde proses ontwerp" behels die ontwerp van 'n besigheidsproses of verwante besigheidprosesse wat sal verseker dat daar aan die behoeftes van werknemers en kliënte voldoen word en terselftertyd dat waarde geskep word vir aandeelhouers. Die doelwit van hierdie studie is om 'n metodologie en ondersteunende gereedskap te ontwikkel wat 'n organisasie in staat stel om die transformasie te maak van 'n taak-georiënteerde na 'n ten volle proses-georiënteerde organisasie. Die benadering wat voorgestel word is die Rynmar VAP model. Die benadering bestaan uit vyf fases en kan verduidelik word aan die hand van die metafoor om 'n huis te bou: • Definieer 'n platform vir verandering (fase 0) is om die behoefte te identifiseer om 'n huis te bou, naamlik om ontevrede te wees met die huidige situasie tot so 'n mate dat 'n brandende begeerte bestaan om iets daaraan te doen, selfs al kos dit tyd, moeite en finansies. • Skep van 'n prosesvisie (fase 1) is om 'n kunstenaarsvoorstelling te maak van die huis. Dit sluit in hoe die nuwe huis moet lyk, byvoorbeeld 'n Kaaps-Hollandse huis met 'n grasdak en wit mure. 'n Visie is die magnetiese aantrekkingskrag wat 'n organisasie aan vasklou wanneer die vraag gevra word: "Is dit die moeite werd?" • Proses ontwerp (fase 2) behels die toepassing van verskillende tegnieke om 'n argitekstekening van eerstens die bestaande prosesse te maak, gevolg deur die ontwerp van toekomstige prosesse wat die visie sal verwesenlik. • Prototipering & bou (fase 3) behels die bou van 'n klein skaalmodel van die huis om die ontwerp te toets en verbetering aan te bring, gevolg deur die werklike bou van die huis. • Opleiding & implementering (fase 4) behels eerstens die opleiding van die betrokke partye, gefokus op die vaardighede wat benodig word om die nuwe proses te implementer. Vervolgens word die proses implementeer onder die waaksame oog van die projekspan, naamlik om in die huis in te trek. • Kontinue verbetering (fase 5) behels die kontinue verbetering van die proses wat sal verseker dat inkrementele verbetering behaal word, wat lei tot dramatiese verbetering opgebou oor tyd.
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Atefi, Katayoun. "Formal models of business process reengineering for design and design validation." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ29422.pdf.

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Wood, Cita Lorraine. "Linking performance requirements with process improvement actions for business process re-design." Thesis, University of Plymouth, 2002. http://hdl.handle.net/10026.1/2278.

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This thesis presents research that extends current knowledge in the area of business process re-design, with a specific focus on the 'Make Product' process within manufacturing organisations. Current business process re-design approaches offer only limited guidance on the specific changes that can be made to a process when re-designing it to achieve the desired performance improvements and often overlook any strategically derived performance requirements when re-designing the process. Case experience suggests that practitioners do not consider the performance requirements of their business processes when re-designing them and that the actions they take to achieve performance improvements are not selected with regard to any strategically derived performance requirements. This exploratory research investigates whether relationships can be established between the changes that can be made to a process when re-designing it and the performance improvements gained by implementing those changes. It then questions whether those relationships can be used to help companies to select the appropriate process changes to implement in order to meet their specific performance requirements. Performance Requirements and process changes (Process Improvement Actions) were derived from the relevant literature and included in a* questionnaire designed to ascertain the strength of relationships between them. The questionnaire was subject to preliminary and pilot testing to improve validation and reliability prior to being administered to international business process re-design 'experts. Statistical analysis of the questionnaire data resulted in a ranked list of Process improvement Actions for each of the Performance Requirements. These were presented in a format for inclusion in a process-based change handbook and enable the practitioner to set the agenda for the intervention and select the Process Improvement Actions on the basis of the Performance Requirements. The Performance Requirements should be derived from the strategy of the company or change programme so a strategic focus is maintained throughout re-design. It was also found that of the thirteen Process Improvement Actions included in the questionnaire just five are needed to achieve improvements in a majority (80%) of the performance requirements. This research showed that it is possible to establish links between Performance Requirements and Process Improvement Actions and according to successful validation by practitioners, against an accepted model, that these can be used for business process re-design, laying foundations for future research in the area.
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Books on the topic "Business process design"

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Laguna, Manuel, and Johan Marklund. Business Process Modeling, Simulation and Design. Third Edition. | Boca Raton, FL : CRC Press, [2019] | Revised edition of the authors’ Business process modeling, simulation, and design, [2013]: Chapman and Hall/CRC, 2018. http://dx.doi.org/10.1201/9781315162119.

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Laguna, Manuel. Business process modeling: Simulation and design. North Chelmsford, MA: Erudition Books, 1999.

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Johan, Marklund, ed. Business process modeling, simulation, and design. Boca Raton: Taylor & Francis, 2013.

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Johan, Marklund, ed. Business process modeling, simulation, and design. Upper Saddle River, NJ: Pearson/Prentice Hall, 2004.

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Process visualization: An executive guide to business process design. Etobicoke, ON: J. Wiley & Sons Canada, 2002.

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Esseling, E. K. C., 1946- and Nimwegen H. van 1951-, eds. Business process improvement workbook: Documentation, analysis, design, and management of business process improvement. New York: McGraw-Hill, 1997.

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Scarborough, Harry. Business process re-design: The knowledge dimension. Warwick: ESRC Business Processes Resource Centre, 1996.

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Scarbrough, Harry. Business process re-design: The knowledge dimension. Coventry: ESRC Business Processes Resource Centre, 1998.

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August-Wilhelm, Scheer, and Scheer August-Wilhelm, eds. ARIS--business process modeling. 2nd ed. Berlin: Springer, 1999.

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Atefi, Katayoun. Formal models of business process reengineering for design and design validation. Ottawa: National Library of Canada, 1997.

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Book chapters on the topic "Business process design"

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Guerreiro, Sérgio, André Vasconcelos, and Pedro Sousa. "Business Process Design." In Enterprise Architecture and Cartography, 185–210. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-96264-7_8.

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Scheer, August-Wilhelm. "Design Specifications for Product Development." In Business Process Engineering, 590–601. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-79142-0_10.

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Langer, Arthur M. "Business Process Reengineering." In Analysis and Design of Information Systems, 227–40. New York, NY: Springer New York, 2001. http://dx.doi.org/10.1007/978-1-4757-3492-8_13.

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Laguna, Manuel, and Johan Marklund. "Business Process Analytics." In Business Process Modeling, Simulation and Design, 473–514. Third Edition. | Boca Raton, FL : CRC Press, [2019] | Revised edition of the authors’ Business process modeling, simulation, and design, [2013]: Chapman and Hall/CRC, 2018. http://dx.doi.org/10.1201/9781315162119-11.

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Clemens, Stephan, Marcello La Rosa, and Arthur ter Hofstede. "The Design Environment." In Modern Business Process Automation, 221–39. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-03121-2_8.

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Buys, Pieter W. "Business Process Considerations." In Crafting Efficiency in Managerial Costing System Design, 53–75. Singapore: Springer Nature Singapore, 2024. http://dx.doi.org/10.1007/978-981-97-0934-2_4.

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Mihaljević, Antonela Divić. "Process Design and Implementation with ARIS." In Business Process Excellence, 149–74. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-540-24705-0_9.

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Browning, Tyson R. "M.J. Neeley School of Business, Texas Christian University." In Design process improvement, 538–41. London: Springer London, 2005. http://dx.doi.org/10.1007/978-1-84628-061-0_39.

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Lu, Ruopeng, Shazia Sadiq, and Guido Governatori. "Compliance Aware Business Process Design." In Business Process Management Workshops, 120–31. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-78238-4_14.

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Kirchmer, Mathias. "Market- and Product- Oriented Design of Business Processes." In Business Process Engineering, 131–43. Boston, MA: Springer US, 1999. http://dx.doi.org/10.1007/978-1-4615-5091-4_6.

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Conference papers on the topic "Business process design"

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Kim, Minsoo, and Dongsoo Kim. "Business Process Debugger for Process Design." In 2008 3rd International Conference on Innovative Computing Information and Control. IEEE, 2008. http://dx.doi.org/10.1109/icicic.2008.187.

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Gassen, Jonas Bulegon, Jan Mendling, Lucinéia Heloisa Thom, and José Palazzo M. de Oliveira. "Business process modeling." In SIGDOC '14: The 32nd ACM International Conference on the Design of Communication. New York, NY, USA: ACM, 2014. http://dx.doi.org/10.1145/2666216.2666217.

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Nacer, Amina Ahmed, Elio Goettelmann, Samir Youcef, Abdelkamel Tari, and Claude Godart. "Business Process Design by Reusing Business Process Fragments from the Cloud." In 2015 IEEE 8th International Conference on Service-Oriented Computing and Applications (SOCA). IEEE, 2015. http://dx.doi.org/10.1109/soca.2015.37.

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Huang, Lianjie, and Jiangxia Liu. "Intelligent logistics business process design." In 2010 3rd International Conference on Biomedical Engineering and Informatics (BMEI). IEEE, 2010. http://dx.doi.org/10.1109/bmei.2010.5639629.

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Nalepa, Grzegorz J., and Maria A. Mach. "Business rules design method for Business Process Management." In 2009 International Multiconference on Computer Science and Information Technology (IMCSIT). IEEE, 2009. http://dx.doi.org/10.1109/imcsit.2009.5352733.

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Assy, Nour, Nguyen Ngoc Chan, and Walid Gaaloul. "Assisting Business Process Design with Configurable Process Fragments." In 2013 IEEE International Conference on Services Computing (SCC). IEEE, 2013. http://dx.doi.org/10.1109/scc.2013.97.

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Corradini, Flavio, Giorgia Meschini, Alberto Polzonetti, and Oliviero Riganelli. "A Rule-Driven Business Process Design." In 2007 29th International Conference on Information Technology Interfaces. IEEE, 2007. http://dx.doi.org/10.1109/iti.2007.4283804.

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Kirchmer, Mathias. "The Process of Process ManagementMastering." In Fifth International Symposium on Business Modeling and Software Design. SCITEPRESS - Science and and Technology Publications, 2015. http://dx.doi.org/10.5220/0005886201290138.

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Li, Yan, and Shao-Ling Deng. "Design of Intelligent Business Process System and Process Remodeling." In 2008 International Conference on Intelligent Computation Technology and Automation (ICICTA). IEEE, 2008. http://dx.doi.org/10.1109/icicta.2008.131.

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Kabir, Muhammad Ashad, Zhenchang Xing, Prakash Chandrasekaran, and Shang-Wei Lin. "Process Patterns: Reusable Design Artifacts for Business Process Models." In 2017 IEEE 41st Annual Computer Software and Applications Conference (COMPSAC). IEEE, 2017. http://dx.doi.org/10.1109/compsac.2017.193.

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Reports on the topic "Business process design"

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Woods, Mel, Michael Marra, and Saskia Coulson. Design in Action Knowledge Exchange Process Model: Design-led Knowledge Exchange for Business Innovation. University of Dundee, 2015. http://dx.doi.org/10.20933/10000100.

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Esteban Regino, Edna Margarita, José David Torrenegra Ariza, and Enrique Carlos Urzola Mestra. Use of Design Thinking to Generate Ideas for Digital, Social, and Solidarity Entrepreneurship. Ediciones Universidad Cooperativa de Colombia, December 2022. http://dx.doi.org/10.16925/gcnc.43.

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This class note helps to develop skills that enable students to generate ideas of digital, social, and solidarity entrepreneurship from identifying social problems. It begins by emphasizing the need to promote digital, social, and supportive entrepreneurship. Then it defines social problems that are articulated with the national legal framework and the sustainable development goals (SDGs). Next, it describes the business idea as an opportunity to solve a social problem, working throughout the process under the Design Thinking methodology. This technique is focused on creativity and is used strongly for problem-solving, business modeling, strategic planning, and idea development, allowing for innovation in many aspects focused on the user. This approach helps to identify what people need and want, as well as what they like or dislike. Finally, the learning unit’s product is explained, which must be a technical sheet that reflects the use of the Design Thinking methodology as a strategy for obtaining business ideas. Through these contents, students develop the competence to analyze social problems, generate ideas of digital, social, and solidarity entrepreneurship that are aligned with existing policies and the SDGs.
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McQueenie, Jock, Marcus Foth, Warwick Powell, and Greg Hearn. BeefLegends: Connecting the Dots between Community, Culture and Commerce. Queensland University of Technology, 2021. http://dx.doi.org/10.5204/rep.eprints.213769.

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This report highlights the role of the 3Cs – Community, Culture, Commerce, a project design methodology for customising social, business, research project partnerships. 3C is a leader in the intermediation and brokerage of mutually beneficial design. From 2018 – 2021, 3C was deployed as part of a collaborative research study between BeefLedger Ltd and QUT, co-funded by the Food Agility CRC. 3C created the community engagement component of that initiative, entitled Beeflegends; it is presented here as a case study. Here we describe how the 3C process contributes to social and digital inclusion in regional communities and can create new modes of engagement between those communities and regional industry.
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Führ, Martin, Julian Schenten, and Silke Kleihauer. Integrating "Green Chemistry" into the Regulatory Framework of European Chemicals Policy. Sonderforschungsgruppe Institutionenanalyse, July 2019. http://dx.doi.org/10.46850/sofia.9783941627727.

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20 years ago a concept of “Green Chemistry” was formulated by Paul Anastas and John Warner, aiming at an ambitious agenda to “green” chemical products and processes. Today the concept, laid down in a set of 12 principles, has found support in various arenas. This diffusion was supported by enhancements of the legislative framework; not only in the European Union. Nevertheless industry actors – whilst generally supporting the idea – still see “cost and perception remain barriers to green chemistry uptake”. Thus, the questions arise how additional incentives as well as measures to address the barriers and impediments can be provided. An analysis addressing these questions has to take into account the institutional context for the relevant actors involved in the issue. And it has to reflect the problem perception of the different stakeholders. The supply chain into which the chemicals are distributed are of pivotal importance since they create the demand pull for chemicals designed in accordance with the “Green Chemistry Principles”. Consequently, the scope of this study includes all stages in a chemical’s life-cycle, including the process of designing and producing the final products to which chemical substances contribute. For each stage the most relevant legislative acts, together establishing the regulatory framework of the “chemicals policy” in the EU are analysed. In a nutshell the main elements of the study can be summarized as follows: Green Chemistry (GC) is the utilisation of a set of principles that reduces or eliminates the use or generation of hazardous substances in the design, manufacture and application of chemical products. Besides, reaction efficiency, including energy efficiency, and the use of renewable resources are other motives of Green Chemistry. Putting the GC concept in a broader market context, however, it can only prevail if in the perception of the relevant actors it is linked to tangible business cases. Therefore, the study analyses the product context in which chemistry is to be applied, as well as the substance’s entire life-cycle – in other words, the six stages in product innovation processes): 1. Substance design, 2. Production process, 3. Interaction in the supply chain, 4. Product design, 5. Use phase and 6. After use phase of the product (towards a “circular economy”). The report presents an overview to what extent the existing framework, i.e. legislation and the wider institutional context along the six stages, is setting incentives for actors to adequately address problematic substances and their potential impacts, including the learning processes intended to invoke creativity of various actors to solve challenges posed by these substances. In this respect, measured against the GC and Learning Process assessment criteria, the study identified shortcomings (“delta”) at each stage of product innovation. Some criteria are covered by the regulatory framework and to a relevant extent implemented by the actors. With respect to those criteria, there is thus no priority need for further action. Other criteria are only to a certain degree covered by the regulatory framework, due to various and often interlinked reasons. For those criteria, entry points for options to strengthen or further nuance coverage of the respective principle already exist. Most relevant are the deltas with regard to those instruments that influence the design phase; both for the chemical substance as such and for the end-product containing the substance. Due to the multi-tier supply chains, provisions fostering information, communication and cooperation of the various actors are crucial to underpin the learning processes towards the GCP. The policy options aim to tackle these shortcomings in the context of the respective stage in order to support those actors who are willing to change their attitude and their business decisions towards GC. The findings are in general coherence with the strategies to foster GC identified by the Green Chemistry & Commerce Council.
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Lindo-Ocampo, Gloria Inés, and Hilda Clarena Buitrago-García. English for Business Course. Thematic Unit: Business Events. Ediciones Universidad Cooperativa de Colombia, September 2022. http://dx.doi.org/10.16925/gcnc.24.

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This didactic unit is aimed at the fifth semester students of the Business Administration, Marketing and International Business program, who have already completed the four basic levels of the Open Lingua program. This proposal seeks to develop skills and competencies that allow them to perform in different fields related to private, public and solidarity economy companies, and in various mediation and negotiation processes at national and international levels. The instructional design of this unit contains real-life situations, focused on the world of business, that allow students to interact in various types of business events. The grammatical and lexical concepts, necessary to interact successfully in these types of communicative situations, are introduced and applied. The educational activities are designed to offer opportunities to interact in business conferences, international exhibitions, and seminars, among others. The contents are framed in natural and meaningful contexts. This leads to a greater understanding of the type of language used in business and the way it is used to communicate. The contents are structured in three lessons in which the level of complexity of the topics, tasks, texts and transitions (4Ts) have been considered. Also, various types of activities that activate and reinforce previous knowledge and that, subsequently, evaluate the progress of the students, are included.
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Nosova, Olga. Structural Changes and the Ukrainian Labour Market Organisation. Publishing House - Vilnius Business College, June 2023. http://dx.doi.org/10.57005/ab.2023.1.1.

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The article aims to analyze the structural changes and the Ukrainian labor market organization in the condition of military aggression against Ukraine. The Ukrainian economy encounters the devastating destructions and losses of economic entities, enormous capital, and labor under the effect of military aggression. Structural changes include a change in the industrial structure of production, the destruction of large enterprises, and supply chains, the loss of part of the labor force, and fluctuations between skilled and unskilled jobs. Thus, SMEs in the service sector suffer due to the reduction of the population in cities, which causes both a reduction in demand for certain types of services (hotel and restaurant business, beauty salons, providers of extracurricular educational services, etc.) and a reduction in the supply of highly qualified specialists (IT sector, experts in financial, design and consulting services). Small business because of the war feels caught between the minimum possible sale of their products and reduced demand. The basic research questions are identifying and estimating the urgent needs of the labor market and capital. It will be directed to define sectors that can speed up the process of rebuilding the economy. Diversifying the economy, increasing product/service sophistication, using comparative advantages and transfer of resources (both labor and capital) leads to more productive activities and a rise in well-being.
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Darling, Arthur H., and William J. Vaughan. The Optimal Sample Size for Contingent Valuation Surveys: Applications to Project Analysis. Inter-American Development Bank, April 2000. http://dx.doi.org/10.18235/0008824.

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One of the first questions that has to be answered in the survey design process is "How many subjects should be interviewed?" The answer can have significant implications for the cost of project preparation, since in Latin America and the Caribbean costs per interview can range from US$20 to US$100. Traditionally, the sample size question has been answered in an unsatisfactory way by either dividing an exogenously fixed survey budget by the cost per interview or by employing some variant of a standard statistical tolerance interval formula. The answer is not to be found in the environmental economics literature. But, it can be developed by adapting a Bayesian decision analysis approach from business statistics. The paper explains and illustrates, with a worked example, the rationale for and mechanics of a sequential Bayesian optimization technique, which is only applicable when there is some monetary payoff to alternative courses of action that can be linked to the sample data.
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Rubio Cano, Licet Paola, Elvis Gustavo Flórez Álvarez, and Sami Gabriel Coavas-Blanquicet. Position Design. Ediciones Universidad Cooperativa de Colombia, June 2023. http://dx.doi.org/10.16925/gcnc.72.

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The purpose of this document is to provide students of the Business Administration program with reference material on the subject of “position design”, considering the importance of being able to understand the subject in a clearer way and its implication in organizational processes. For this purpose, the concept is made clear, covering all the elements inherent to the specification of a position in the organization, as well as identifying the practical differentiation between job and position, the definition of position profile, as well as the advantages and disadvantages that a correct or incorrect position design suggests for the organization, as well as the impact in terms of favoring optimal conditions for the workers in the exercise of their functions and the increase in productivity.
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Ali, Rassul. Konzeptentwicklung für CDM-Projekte - Risikoanalyse der projektbezogenen Generierung von CO2-Zertifikaten (CER). Sonderforschungsgruppe Institutionenanalyse, 2007. http://dx.doi.org/10.46850/sofia.9783933795842.

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The Clean Development Mechanism (CDM) is a complex legal-institutional system that, on the one hand, offers industrialized countries options for cost-effective emission reductions and, on the other, provides developing countries with opportunities for sustainable development. Investors face the difficulty of identifying suitable CDM projects from approximately 130 possible host countries and nearly 60 possible project activities. In order to develop points of reference for strategic investments, this paper identifies and categorizes the risks arising in the value creation process of bilateral energy projects into four action-related levels. At the host level, the focus is on political-institutional and sector-specific risks, while at the investor state level, the legal design of the CDM's complementary function is relevant. The project level covers technology- and process-related risks, with the identification of the reference case and the proof of additionality posing particular problems. The future design of the CDM and the reform of the procedure at the UNFCCC level pose a fundamental risk. A two-stage assessment procedure is proposed for risk assessment: a rough analysis captures sociographic, climate policy, institutional and sector-specific criteria of the host. The differentiation of the project stage allows the localization of the project in the value chain and a differentiation regarding the use of methods. The assessment of project registration is based on the methods used and gives recognition rates per method and project category; project performance is measured in terms of the ratio of emission reductions actually realized to those planned in the project documentation. A detailed analysis following the coarse analysis provides qualitative guidance for project evaluation. These include the Executive Board's methodological principles, correct application of methodologies, identification of the reference case, proof of additionality, as well as the financial conditions of the relevant sector and publicity-related aspects. Despite individual hosts and project technologies, the developed two-step risk analysis allows, with relatively little effort and in line with business practice, an initial assessment of CDM project risks, so that overall it lays a fundamental building block for the elaboration of a strategic implementation and sustainable investment under the CDM.
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Rabellotti, Roberta, and Elisa Conz. Mainstreaming the Cluster Approach in the Caribbean Region: The CCPF Cluster Capacity Building Initiative. Inter-American Development Bank, March 2023. http://dx.doi.org/10.18235/0004771.

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In the Caribbean region, clusters hold tremendous potential because of the predominance of small and micro enterprises, their weak link in value chains and the scarcity of specialized inputs. The Compete Caribbean Partnership Facility (CCPF) has backed a capacity-building campaign for the cluster approach with the aim of mainstreaming cluster interventions in the region. This report explores how the process of mainstreaming is taking shape among those business support organizations (BSOs) involved in the CCPF project, currently involved in the implementation of cluster projects. The study addressed these questions: (i) Have the BSOs improved their capacity to identify, design, and implement sustainable cluster initiatives? (ii) Is the cluster approach becoming mainstream in the Caribbean region? Based on primary evidence, the main findings are as follows. BSOs have played a key role by engendering a collaborative culture amongst clusters. One of the main achievements in implementing cluster programs is the increasing cooperation between clusters. Among the BSOs, there is general agreement over the usefulness of monitoring the cluster implementation when taking informed decisions, but the collection of information is also challenging. In the Caribbean region, cluster policies do not yet represent the core of industrial development policies; nonetheless, the potential for a more regional approach to cluster mainstreaming has surfaced in interviews. Policy recommendations for introducing and promoting the mainstreaming of a cluster approach in the Caribbean region should take a three-pronged approach that focuses on (i) cluster organizations, (ii) national ecosystems, and (iii) regional ecosystems.
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