Journal articles: '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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Lee, Wyner, and Pentland. "Process Grammar as a Tool for Business Process Design." MIS Quarterly 32, no. 4 (2008): 757. http://dx.doi.org/10.2307/25148871.

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Argyropoulos, Nikolaos, Haralambos Mouratidis, and Andrew Fish. "Enhancing secure business process design with security process patterns." Software and Systems Modeling 19, no. 3 (July 13, 2019): 555–77. http://dx.doi.org/10.1007/s10270-019-00743-y.

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Stasak, Jozef, Radka Vanickova, and Michal Grell. "Business Process Modeling Linguistic Approach – Problems of Business Strategy Design." Universal Journal of Management 3, no. 7 (July 2015): 271–82. http://dx.doi.org/10.13189/ujm.2015.030702.

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Franken, Henry M., Rene Bal, Harmen van den Berg, Wil Janssen, and Henny de Vos. "Architectural design support for business process and business network engineering." International Journal of Services Technology and Management 1, no. 1 (2000): 1. http://dx.doi.org/10.1504/ijstm.2000.001563.

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Kettinger, William J., James T. C. Teng, and Subashish Guha. "Information architectural design in business process reengineering." Journal of Information Technology 11, no. 1 (March 1996): 27–37. http://dx.doi.org/10.1080/026839696345405.

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Kettinger, William J., James T. C. Teng, and Subashish Guha. "Information Architectural Design in Business Process Reengineering." Journal of Information Technology 11, no. 1 (March 1996): 27–37. http://dx.doi.org/10.1177/026839629601100103.

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Business process reengineering and information architecture share a common strategic and business process focus. Both can be mutually supportive of each other's objectives. Information architecture design can produce a stable IA capable of supporting existing as well as improved business processes. Reciprocally, business process redesign (BPR) provides a high profile business justification for the IA endeavour. Given proper collaboration between corporate and IT strategic planners, both BPR and IA efforts should produce a number of valuable common outputs. These include the identification of business processes within an organization, the prioritization of these processes based on their strategic relevance, the establishment of process performance measures, and the modelling of these processes and their supporting information resources. A synergistic model of IA and BPR is presented and selected IA techniques and modelling methods are recommended. Future research is suggested concerning the need to test the relationship between BPR and IA.

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Nadarajah, Devika, and Sharifah Latifah Syed A. Kadir. "Measuring Business Process Management using business process orientation and process improvement initiatives." Business Process Management Journal 22, no. 6 (November 7, 2016): 1069–78. http://dx.doi.org/10.1108/bpmj-01-2014-0001.

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Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey instrument was administered to a large number of organisations. Findings The findings revealed that the elements of BPM cover both process management as well as process improvements. Originality/value The findings from this study is important for practitioners to regard continuous improvement as a component of BPM practice.

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Amiri, Mohammad Javad, and Mahnaz Koupaee. "Data‐driven business process similarity." IET Software 11, no. 6 (December 2017): 309–18. http://dx.doi.org/10.1049/iet-sen.2016.0256.

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Classe, Tadeu Moreira de, Renata Mendes De Araujo, Geraldo Bonorino Xexéo, and Sean Siqueira. "The Play Your Process Method for Business Process-Based Digital Game Design." International Journal of Serious Games 6, no. 1 (March 14, 2019): 27–48. http://dx.doi.org/10.17083/ijsg.v6i1.269.

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Serious games have been understood as a useful tool to engage, educate and train individuals in many areas. They are also suitable for the business processes management area where it is expected that business-process-based digital games can bring together players (process actors) to better understand and learn organizational business processes. This paper presents a game design method for the development of serious games which aims to provide business process understanding to players, as well as to allow them to reflect on process challenges and difficulties. The design of serious business process games requires game designers to have business process modeling skills and instructions on how to represent business process elements in the game context. This research was conducted using the Design Science Research Methodology, and addresses the challenge of providing a method for the design of serious business process games. The method receives business process models as input and comprises steps to (i) map business process elements into game design elements, game design and development, and (ii) evaluate games with game designers, process actors, and game players. In order to validate the method, a set of games was built and evaluated with players. The designed games were evaluated as to adequate quality, although fun and entertainment can still be improved, and players´ understanding regarding process increase after games are played

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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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Yang, Seung Hee, Tae-il Lee, and Seung Hun Yoo. "BCD Framework : Business Canvas – Cognitive Elements- Design Process coupled Multi Layered Design Process Model." Design Convergence Study 17, no. 6 (December 31, 2018): 111–26. http://dx.doi.org/10.31678/sdc.73.8.

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Chergui, Mohamed El Amine, and Sidi Mohamed Benslimane. "Services Derivation from Business Process." International Journal of Adaptive, Resilient and Autonomic Systems 7, no. 1 (January 2016): 59–74. http://dx.doi.org/10.4018/ijaras.2016010104.

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Several approaches for services development in SOA (Service Oriented Architecture) suggest business processes as a starting point. However, there is a lack of systematic methods for services identification during business analysis. It is recognized that in service engineering, service identification plays a critical role as it lays the foundation for the later phases. Existing Service identification approaches are often prescriptive and mostly ignore automation principles, most are based on the architect's knowledge thus could result in non-optimal designs which results in complicated dependencies between services. In this paper the authors propose a top down approach to identify automatically services from business process by using several design metrics. This approach produces services from business processes as input and using an improved combinatorial particle swarm optimization algorithm with crossover of genetic algorithm. The experimentation denotes that the authors' approach achieves better results in terms of performance and convergence speed.

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Swanson, David, Yao Henry Jin, Amydee M. Fawcett, and Stanley E. Fawcett. "Collaborative process design." International Journal of Logistics Management 28, no. 2 (May 8, 2017): 571–99. http://dx.doi.org/10.1108/ijlm-02-2016-0044.

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Purpose Over the past two decades, technological advances have spurred companies to design collaborative processes. Yet most such efforts are difficult to implement, with only a few resulting in sustained competitive advantages. The purpose of this paper is to leverage the tenets of socio-technical theory to examine how collaborative process design may lead to improved collaborative performance. Design/methodology/approach The authors employ a multi-method – survey and interview – approach to examine the roles of technical and social initiatives in mitigating resistors to collaborative performance, and identify both the short-term appeals of technology investments and long-term social resistors that inhibit additional performance gains. Findings While initial investments in information technology yield alluring gains, performance benefits diminish as social resistors create limiting conditions. The dynamic capability for firms to recognize and respond to the dual and integrative nature of technical and social systems is required for firms to overcome powerful limiting conditions and change resistors through collaborative process design in order to cultivate new value-creation processes. Originality/value This study is the first in the discipline to utilize socio-technical systems theory to examine an issue in supply chain process redesign. The multi-method approach elaborates the difficulty inherent in cultivating new value-creation processes. The results collectively illustrate a need for recognizing the influence of both the reinforcing and limiting processes. Whereas, technical initiatives enable new capabilities, social initiatives remove fear, create vision, and inculcate skills, enabling technology adoption and process change.

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Gonzalez-Lopez, Fernanda, Guillermo Bustos, Jorge Munoz-Gama, and Marcos Sepúlveda. "Domain Model Based Design of Business Process Architectures." Applied Sciences 12, no. 5 (March 1, 2022): 2563. http://dx.doi.org/10.3390/app12052563.

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A business process architecture (BPA) model depicts business processes in an organization and their relations. An artifact for generating BPA models is proposed as the outcome of a design science research project. The proposed artifact consists of a method (i.e., a set of concepts, a proposed notation, and a detailed procedure), which is termed the domain-based BPA (dBPA) method due to using domain models as a starting point. The dBPA method tackles issues of currently available approaches: lack of structured inputs, limited consideration of process relations types, and restricted use of industry-standard modeling languages. The paper formalizes the dBPA method and illustrates its application in the manufacturing industry. Evaluation of the dBPA method revealed that practitioners perceived it as useful to achieve its goal with the benefits of being objective and clear and allowing to create complete and understandable BPA models that enable the integration of processes and the software that automates them.

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Kim, Jong-Woo, Hyoung-Do Kim, Jung-Hee Yun, and Hyun-Chul Jung. "Metadata Ontology Design for B2B Business Process Registries." KIPS Transactions:PartD 14D, no. 4 (June 30, 2007): 435–46. http://dx.doi.org/10.3745/kipstd.2007.14-d.3.435.

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Chen, Zhang. "Demand Response Business Process Design Considering Ubiquitous Functionality." Journal of Physics: Conference Series 1659 (October 2020): 012035. http://dx.doi.org/10.1088/1742-6596/1659/1/012035.

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Smith, Martin. "Business Process Design: Correlates of Success and Failure." Quality Management Journal 10, no. 2 (January 2003): 38–49. http://dx.doi.org/10.1080/10686967.2003.11919062.

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Gonzalez-Lopez, Fernanda, and Guillermo Bustos. "Business process architecture design methodologies – a literature review." Business Process Management Journal 25, no. 6 (September 17, 2019): 1317–34. http://dx.doi.org/10.1108/bpmj-09-2017-0258.

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PurposeThe purpose of this paper is to describe the current state of the research field of business process architecture (BPA) and its design methodologies.Design/methodology/approachA systematic literature review (SLR) was conducted using meta- and content-based perspectives.FindingsFrom over 6,000 candidate studies, 89 were selected. A fifth of these primary works corresponded to BPA design methodologies. Though the BPA research field remains in an early stage of development, it bears promising growth potential. Regarding BPA design methodologies, the following aspects susceptible for further research were detected: identification and modeling of business process relationships; specification of inputs; standardization of models, notations and tool support; consideration of managerial concerns; integration of knowledge from other areas; and validation of methodological and product quality aspects.Research limitations/implicationsThe main limitation of the work lies in not being fully reproducible due to the fixed number of data sources and their digital nature, together with subjective decisions in work selection, data extraction and data analysis.Originality/valueTo the best of the authors’ knowledge no study has yet analyzed the BPA research field by means of an SLR. This study will benefit practitioners and research groups working on this topic by allowing them to get a rigorous overview of the BPA research field with an emphasis on available BPA design methodologies, and become aware of research gaps within the BPA field to position further research.

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Vukovic, Vuk, Jovica Djurkovic, and Jelica Trninic. "A Business Software Testing Process-Based Model Design." International Journal of Software Engineering and Knowledge Engineering 28, no. 05 (May 2018): 701–49. http://dx.doi.org/10.1142/s0218194018500201.

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This study analyzes relevant contemporary software testing process models. In addition to contemporary theoretical models, the study also analyzes business software testing process models in a considerable number of software organizations. The dual (i.e. theoretical and empirical) analysis of the testing process aims to provide a basis for a testing process model design which is specific to testing business software in small and medium software organizations. The empirical study was conducted by a survey research strategy in 24 software organizations. In order to gather detailed information on the testing process, an interview was conducted on a purpose-selected sample of four organizations. The gathered data were processed by quantitative and qualitative data analysis. The results of theoretical and empirical research were used as a basis for attaining the study’s desired outcome: the business software testing process-based model which was graphically presented in BPMN 2.0 notation and described according to the ISO/IEC TR 24774 standard for process description in systems and software engineering. The combination of the graphic representation of the model and its description in compliance with the process description is a proven method in process management, which should enable easier understanding, and thus the implementation of the model in small and medium software organizations.

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Wang, Harry Jiannan, and Harris Wu. "Supporting process design for e-business via an integrated process repository." Information Technology and Management 12, no. 2 (October 9, 2010): 97–109. http://dx.doi.org/10.1007/s10799-010-0076-z.

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Khosravi, Ali. "Business process rearrangement and renaming." Business Process Management Journal 22, no. 1 (February 5, 2016): 116–39. http://dx.doi.org/10.1108/bpmj-02-2015-0012.

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Purpose – Process orientation, which involves managing organizations based on horizontal end-to-end processes, has been shown to increase the quality of products/services, decrease costs, and make business functions faster and more reliable. However, current process orientation methods are radical and destructive, leading to failure in most cases. The purpose of this paper is to present a non-destructive method of implementation. Design/methodology/approach – Supporting by literature review and two case studies, this paper presents a new process orientation methodology named as Business Process Rearrangement and Renaming (BPR2). Findings – The existing process management methodologies mostly aim to provide a comprehensive view on all of the main activities involved in process management and strategic alignment, with insignificant focus on mitigating the risk of failure in their redesign stage. In contrast, every step in the methodology presented in this paper, including the design phase, aim to reduce the risk of failure. Practical implications – Name is the most communicated characteristic of a department; however, this most communicated characteristic of the departments has always been the most neglected characteristic as well. For the first time in the literature, this paper provides a description on how to use the power of departmental names to promote the main customer values expected from each department. Originality/value – Added to a detailed guideline on the new process design and process names, this paper presents a new marketing mix model with a process-oriented delegation of authority view, which may be of interest to the marketing researchers and practitioners.

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Changhui, Yang, and Kang Ju. "Research on Business Process and E-business Platform Design of Barter Trade." Information Technology Journal 12, no. 19 (September 15, 2013): 5315–20. http://dx.doi.org/10.3923/itj.2013.5315.5320.

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Anderson, Richard I. "Business: making an e-business conceptualization and design process more “user”-centered." Interactions 7, no. 4 (July 2000): 27–30. http://dx.doi.org/10.1145/345190.345235.

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Duh, Mojca. "Family business succession as knowledge creation process." Kybernetes 43, no. 5 (April 29, 2014): 699–714. http://dx.doi.org/10.1108/k-08-2013-0172.

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Purpose – The purpose of this paper is to broaden the understanding of family business succession as organizational knowledge creation process. Design/methodology/approach – The paper is built on organizational knowledge creation theory and reviews literature on family business succession. Four modes of knowledge conversion are followed to identify knowledge creation activities contributing to family business's knowledge base and to develop propositions. Findings – Successful realization of succession depends not only on “traditional” knowledge creation activities of socialization and internalization, but as well as on active involvement of successor(s) in many aspects of business functioning. This contributes not only to widening successor(s) knowledge base but as well as to the firm's tacit and explicit knowledge triggering a new spiral of knowledge. Research limitations/implications – The paper limits the research on leadership succession as one of the most challenging tasks in family business's life cycle. Moreover, research findings have implications for small- and medium-sized family businesses due to the strong preference of keeping the leadership within a family. Practical implications – Propositions developed provide useful cognitions to professionals and stakeholders involved in succession process. If they understand the complexity of knowledge creation process, they can stand a better chance of improving the process of successor(s)’ development and leadership transfer in such a way that family business will have better chance to survive and progress after the transition. Originality/value – The research provides a comprehensive framework of knowledge creation activities during succession thus indicating the requisitely holistic approach to succession from organizational knowledge creation perspective. The study contributes to the organizational knowledge creation theory and the succession theory.

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Cabeza García, Pedro Manuel, Francisco Javier Monroy Espinosa, and Pablo Hernán Solórzano Polo. "Design of a process management system." Revista Metropolitana de Ciencias Aplicadas 5, Suplemento 1 (November 1, 2022): 167–75. http://dx.doi.org/10.62452/rmgsp889.

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This publication is the result of research on process management systems applied to business organizations to improve disorganization in their operations and that are basically linked to the duplication of activities, or lack of management to contact a customer for sale. or renewal of products or services, which directly influences the income of the organization and therefore affects the profitability of the business, its productivity and competitiveness. With an exploratory and descriptive approach, part of the available bibliographic population on management systems by process was reviewed, from which the most relevant aspects were taken according to the authors of the research project, together with the professional experience in managing these management systems. by processes, and it was possible to propose an own design of a management system model by processes. In the repeated application of the same, it will be validated.

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Sidhunata, Billy Macarius, Michael Kenang Gabbatha, Nicolas Arya Nanda Susilo, Pedro Manuel Lamberto Buu Sada, Biafra Daffa Farabi, Samuel Piolo, and Yerik Afrianto Singgalen. "Point of Sales (POS) System Design using Design Thinking Framework for Motorcycle Workshop." Journal of Information Systems and Informatics 5, no. 3 (August 29, 2023): 874–86. http://dx.doi.org/10.51519/journalisi.v5i3.515.

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The challenge of MSME business is the change of transaction systems from conventional to digital processes to minimize human error. This research offers an idea to identify problems, classify digital innovation ideas, analyze needs, and design management information systems Point of Sales (POS) modules in CV. Renaldi Motor. The method used in designing the management information system of the POS module of the OmO Jaya Workshop application is design thinking. The stages in this research consist of empathizing, defining, ideating, prototyping, and testing. The results of this study show that the problem faced by Micro, Small, and Medium Enterprises (MSMEs) workshop businesses is the process of recording transactions that still use conventional methods. Through the digital innovation of the POS module management information system in the form of the OmO Jaya workshop application. Through the application, a CV. Renaldi Motor is expected to optimize the digital transaction recording system and improve business performance. Thus, the risk of business losses due to human error can be minimized. In addition, the Blackbox test results show that the test results in each process have been successful and as expected. This study concluded that the Point of Sales (POS) System can improve CV. Renaldi Motor's business performance through digitizing the sales transaction recording process.

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Sanzogni, Louis. "Beyond Deterministic Thinking Embodiment of Ethics in Process Design and Execution." International Journal of Innovation in the Digital Economy 9, no. 2 (April 2018): 14–25. http://dx.doi.org/10.4018/ijide.2018040102.

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This article maintains that a strong sense of ethics and ethical awareness is essential to help promote and cultivate adequate and appropriate (human sensitive) approaches during the development, implementation and execution of business processes. Businesses and their corresponding processes, and science in general have leaned on tenets of deterministic philosophies which gave rise to mechanistic thinking. As such technologically-based proposals and/or enactments—like modern business processes to a point—do not have within themselves the means to be ethically self-aware. It is in a technologically driven culture where mechanistic/deterministic approaches may trivialise the dignity of humans, ethics are able to mediate technology by helping to reflect on its purpose and usefulness. The authors propose a model that is a more holistic approach—including an ethical review phase—during the design, implementation, and execution of computer-based business processes so as to avoid an overtly mechanistic approach that devalues humans.

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vom Brocke, Jan, Jan Recker, and Jan Mendling. "Value‐oriented process modeling: integrating financial perspectives into business process re‐design." Business Process Management Journal 16, no. 2 (April 20, 2010): 333–56. http://dx.doi.org/10.1108/14637151011035633.

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Pradnyana, I. M. A., and I. M. E. Listartha. "Business process improvement design of complaints on technical information system problems using the business process improvement method." Journal of Physics: Conference Series 1810, no. 1 (March 1, 2021): 012031. http://dx.doi.org/10.1088/1742-6596/1810/1/012031.

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Jeoung, Tae Yeun, and Kyung jin Park. "Design development study applying selective process of Small Business." Korean Society of Science & Art 37, no. 4 (September 30, 2019): 373–81. http://dx.doi.org/10.17548/ksaf.2019.09.30.373.

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Franken, Henry, Will Janssen, René Bal, and Harmen van den Berg. "Engineering support for business process analysis and (re)design." ACM SIGGROUP Bulletin 20, no. 1 (April 1999): 62–66. http://dx.doi.org/10.1145/327556.327646.

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Zhang, Jianna. "MANUFACTURING BUSINESS PROCESS DESIGN TECHNIQUE BASED ON RESOURCE-CONSTRAINT." Chinese Journal of Mechanical Engineering 39, no. 09 (2003): 52. http://dx.doi.org/10.3901/jme.2003.09.052.

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Carvalho, M. F., and C. Machado. "Environment for Design and Analysis of Business Process (EDABP)." IFAC Proceedings Volumes 31, no. 31 (November 1998): 319–24. http://dx.doi.org/10.1016/s1474-6670(17)41048-2.

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Koubarakis, Manolis, and Dimitris Plexousakis. "A formal framework for business process modelling and design." Information Systems 27, no. 5 (July 2002): 299–319. http://dx.doi.org/10.1016/s0306-4379(01)00055-2.

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Fei, Qhio, Qidi Wu, Junwei Yan, Hao Zhang, Rongfang Shen, and Qingxin Wang. "Design of computer supported environment for business process reengineering." IFAC Proceedings Volumes 32, no. 2 (July 1999): 6160–65. http://dx.doi.org/10.1016/s1474-6670(17)57051-2.

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Plesa, Sorina, and Gabriela Prostean. "Business Process Management for Model Based Design Automotive Projects." Procedia - Social and Behavioral Sciences 238 (2018): 313–22. http://dx.doi.org/10.1016/j.sbspro.2018.04.007.

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Comuzzi, Marco, Irene Vanderfeesten, and Tingting Wang. "Optimized cross-organizational business process monitoring: Design and enactment." Information Sciences 244 (September 2013): 107–18. http://dx.doi.org/10.1016/j.ins.2013.04.036.

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Mukherjee, Debiprasad. "Attributed Metagraph Modelling to Design Business Process Security Management." International Letters of Social and Humanistic Sciences 6 (September 2013): 41–48. http://dx.doi.org/10.18052/www.scipress.com/ilshs.6.41.

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Cross organizational process flow is having increasing importance as organizational focus is ooffshoring & outsourcing to develop complex business processes. Utilizing the development otelecommunications frameworks, IT systems are fundamental to collaborating and distributinbusiness processes for both internal as well as external business units. But, this increased dependenexists in an ecosystem of increasing threats to information security along with market sensitivity anregulatory power. Based on recent process flow studies, we explore application of attributmetagraph representation to evaluate process security. Utilizing examples of both risk-analysis andimpact-mitigation, we reveal the effectiveness of attributed metagraph for business process analysMetagraph-based model helps in analysis of as-is processes as well as offers normative direction fprocess remodelling.

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Rymarczyk, Tomasz, Tomasz Cieplak, Grzegorz Kłosowski, and Paweł Rymarczyk. "DESIGN OF DATA ANALYSIS SYSTEMS FOR BUSINESS PROCESS AUTOMATION." Informatyka Automatyka Pomiary w Gospodarce i Ochronie Środowiska 8, no. 3 (September 25, 2018): 43–46. http://dx.doi.org/10.5604/01.3001.0012.5283.

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The paper deals with the design of data analysis systems for business process automation. The main goal of the project is to develop an innovative system for analyzing multisource data, business data mining processes, and as a result the creation and sharing of new improved procedures and solutions.

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Ring, Jack. "3.4.2 Design Review Checklist for a Business Process Model." INCOSE International Symposium 8, no. 1 (July 1998): 504–10. http://dx.doi.org/10.1002/j.2334-5837.1998.tb00073.x.

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Journal articles on the topic 'Business process design'

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