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Journal articles on the topic 'Business Process Management Systems (BPMSs)'

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Published: 4 June 2021

Last updated: 11 February 2022

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1

Neubert, Sebastian, Bernd Göde, Xiangyu Gu, Norbert Stoll, and Kerstin Thurow. "Potential of Laboratory Execution Systems (LESs) to Simplify the Application of Business Process Management Systems (BPMSs) in Laboratory Automation." SLAS TECHNOLOGY: Translating Life Sciences Innovation 22, no. 2 (December 13, 2016): 206–16. http://dx.doi.org/10.1177/2211068216680331.

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Modern business process management (BPM) is increasingly interesting for laboratory automation. End-to-end workflow automation and improved top-level systems integration for information technology (IT) and automation systems are especially prominent objectives. With the ISO Standard Business Process Model and Notation (BPMN) 2.X, a system-independent and interdisciplinary accepted graphical process control notation is provided, allowing process analysis, while also being executable. The transfer of BPM solutions to structured laboratory automation places novel demands, for example, concerning the real-time-critical process and systems integration. The article discusses the potential of laboratory execution systems (LESs) for an easier implementation of the business process management system (BPMS) in hierarchical laboratory automation. In particular, complex application scenarios, including long process chains based on, for example, several distributed automation islands and mobile laboratory robots for a material transport, are difficult to handle in BPMSs. The presented approach deals with the displacement of workflow control tasks into life science specialized LESs, the reduction of numerous different interfaces between BPMSs and subsystems, and the simplification of complex process modelings. Thus, the integration effort for complex laboratory workflows can be significantly reduced for strictly structured automation solutions. An example application, consisting of a mixture of manual and automated subprocesses, is demonstrated by the presented BPMS-LES approach.

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Ouyang, Chun, Michael Adams, Arthur H. M. Ter Hofstede, and Yang Yu. "Design and Realisation of Scalable Business Process Management Systems for Deployment in the Cloud." ACM Transactions on Management Information Systems 12, no. 4 (December 31, 2021): 1–26. http://dx.doi.org/10.1145/3460123.

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Business Process Management Systems ( BPMSs ) provide automated support for the execution of business processes in modern organisations. With the emergence of cloud computing, BPMS deployment considerations are shifting from traditional on-premise models to the Software-as-a-Service ( SaaS ) paradigm, aiming at delivering Business Process Automation as a Service. However, scaling up a traditional BPMS to cope with simultaneous demand from multiple organisations in the cloud is challenging, since its underlying system architecture has been designed to serve a single organisation with a single process engine. Moreover, the complexity in addressing both the dynamic execution environment and the elasticity requirements of users impose further challenges to deploying a traditional BPMS in the cloud. A typical SaaS often deploys multiple instances of its core applications and distributes workload to these application instances via load balancing. But, for stateful and often long-running process instances, standard stateless load balancing strategies are inadequate. In this article, we propose a conceptual design of BPMS capable of addressing dynamically varying demands of end users in the cloud, and present a prototypical implementation using an open source traditional BPMS platform. Both the design and system realisation offer focused strategies on achieving scalability and demonstrates the system capabilities for supporting both upscaling, to address large volumes of user demand or workload, and downscaling, to release underutilised computing resources, in a cloud environment.

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Silva Filho, Roberto Silveira, Monica McKenna, and Kevin McDevitt. "Blending Ad Hoc and Formal Workflow Models in Support of Different Stakeholders Needs." International Journal of Cooperative Information Systems 24, no. 04 (December 2015): 1550007. http://dx.doi.org/10.1142/s0218843015500070.

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Workflow management systems (WfMSs) also known as business process management systems (BPMSs) are increasingly popular in today’s large organizations. In spite of this popularity, many processes are still supported by ad hoc systems based, for example, on spreadsheets and homegrown databases. In particular, there is a lack of flexible process automation approaches that are able to bridge the gap between these ad hoc solutions and large-scale systems. This paper reports on a flexible WfMS and approach that blends formal and informal workflow modeling and execution, thus supporting different types of processes. We validate our work by discussing its design and implementation, and by analyzing its use in four different use cases within Siemens business units. We also discuss the role of action items as important flexibility mechanisms behind our model. Showing its ability to handle exceptions and ad hoc workflows.

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Ammar, Sameh. "Enterprise systems, business process management and UK-management accounting practices." Qualitative Research in Accounting & Management 14, no. 3 (August 7, 2017): 230–81. http://dx.doi.org/10.1108/qram-05-2016-0044.

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Purpose This paper aims to address the extant and arguable role of enterprise systems (ES) in relation to management accounting practices (MAPs) through an inclusion relative neglect account of business process management (BPM). This is also extended to draw out an analytical framework to advance our understanding of how BPM mediate ES-MAPs interplay. Design/methodology/approach A cross-sectional case study was adopted as a research strategy with which to collect data about the ES-BPM-MAPs interplay as a unit of analysis. The latter, in the first stage, was examined across (89) mini-case studies operating in the UK context through reports and documentations collected from cases’ websites, vendors and consultants of information systems. Drawn insights from cross-sectional analysis and contributions made by prior studies are blended together to inform the second stage that outlines an analytical framework for ES-BPM-MAPs interplay. Findings Different ES are mobilised to address different orientations of BPMs and being used for different managerial functions and purposes. Different patterns of ES-BPM-MAPs interplay are identified across (89) UK-case studies and the BPM is a fulcrum understanding. These patterns are centred around three key BPM including customer, logistics and control processes and all oriented by a continuum of an organisation intention focus on control, understanding and strategising. Both processes and orientations explain ES development and MAPs evolution processes. Standardisation, integration and intelligence are key characteristics sought through ES mobilisations. By complementary, information provision, analytics and simulation are three sophisticated ways of using MA information facilitated by ES characteristics. Research limitations/implications Dynamic processes of MAPs change over time and are beyond the reach of this study. Such approach requires full access to case studies. BPM is fulcrum understanding of MAPs change and/or stability in relation to ES implementation including other components. Practical implications Findings and analytical framework could be used as a base for establishing the best approach in adopting ES to fully exploit the potential of future ES applications as well as to avoid organisations pitfalls of implementations. Organisations are advised to understand their existing business processes, characteristics of MA information would be achieved first upon which decision of ES components selection and implementation could be outlined. Originality/value The indirect interplay between ES and MAPs through business processes is rarely examined. By the inclusion of BPM and using cross-sectional case studies, this research contributes to the existing shortcomings of ES-MAPs interplay by broadening the picture and proposing an analytical framework. The latter advances our understanding by focusing on attributes of ES-BPM-MAPs upon which informal changes in-the use of MAPs are recognised.

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Danchenko, Olena, Dmytro Bedrii, and Alexander Semko. "OVERVIEW OF INFORMATION TECHNOLOGIES OF BUSINESS PROCESS MANAGEMENT IN ORGANIZATIONS." Management of Development of Complex Systems, no. 44 (November 30, 2020): 20–26. http://dx.doi.org/10.32347/2412-9933.2020.44.20-26.

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The basic business management is the management of the structure of business processes. The success and efficiency of management is a complex and quite capacious activity, which depends on the chosen tools, in particular, the use of information technology. The IT market demonstrates a wide variety of software products for business process development and management. The article is devoted to the study of modern IT products and determine its specifics. The management methodology has a wide range of business process management tools. The authors consider the main business process management systems: BPMS, which provides opportunities to implement business processes in accordance with their formal model; IDEF standard methodology of the ICAM family whose purpose is to model complex systems, display and analyze the model; ARIS, which allows you to create systems of balanced scores and optimize business processes in accordance with these indicators; BPMN, the feature of which is the ability to describe and model business processes; BPEL standard created for the design and execution of business processes. Considered languages: YAWL, which is used to formally describe business processes; UML is a unified modeling language used in the object-oriented programming system, it contains object-oriented notations. The article discusses only some of the methods used by company managers to effectively manage business processes. Studies of even a small proportion of these methods provide a number of benefits, but it is important to remember that simply mastering these tools in business process management does not guarantee success, but its absence can lead to loss of competitiveness, reduced market share and low efficiency.

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Yang, Cheng Wei, Lei Wu, Shi Jun Liu, and Xiang Xu Meng. "Applying Service-Oriented Composition Process in TPMS." Advanced Materials Research 680 (April 2013): 526–33. http://dx.doi.org/10.4028/www.scientific.net/amr.680.526.

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Nowadays, the companies must adapt their business processes changing more dynamically in accordance with rapidly changing market conditions and IT systems. This paper extends our previous method, which shows a novel approach to integrate a service system. In this paper, we focus on the integrated problems of the Business Process Management System (BPMS). The service is encapsulated as a SCA service component，which is extended to be a service surrogate. Meanwhile, the XML-based process template is used to define the composition process. An interactive access control strategy based on service components is also proposed. At the end of this paper, it is applied in the textile-order process management system (TPMS) as a case study.

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Oppl, Stefan, and Nancy Alexopoulou. "Linking Natural Modeling to Techno-centric Modeling for the Active Involvement of Process Participants in Business Process Design." International Journal of Information System Modeling and Design 7, no. 2 (April 2016): 1–30. http://dx.doi.org/10.4018/ijismd.2016040101.

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Actively involving participants in business process modeling enables integration between elicitation and modeling steps of the BPM lifecycle. Such integration may lead to a more efficient design procedure and ultimately to a more accurate representation of the business process. However, active involvement of process participants creates several challenges, as the latter are not expected to have modeling skills. The purpose of this paper is to present a business process design approach, called CoMPArE /WP, which tightly integrates the elicitation and modeling stages of process design, through the active involvement of process participants. To achieve effective involvement of process participants, CoMPArE/WP adopts the principles of natural modeling. However, being a business process design approach aiming at supporting the whole BPM lifecycle, CoMPArE /WP deals also with the transition of natural modeling to formal process representations that can be enacted using a BPMS.

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Rodríguez de Soto, Adolfo, and Eva Cuervo Fernández. "Nuevas tendencias en sistemas de información : procesos y servicios." Pecvnia : Revista de la Facultad de Ciencias Económicas y Empresariales, Universidad de León, no. 2 (June 1, 2006): 129. http://dx.doi.org/10.18002/pec.v0i2.738.

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Las organizaciones están viviendo un cambio en el paradigma de desarrollo de sus sistemas de información: de los datos a los procesos. La finalidad que se persigue con ello es enfatizar los procesos de negocio para conseguir arquitecturas más ágiles y flexibles adaptables a los continuos cambios que se producen en los mercados en los que las organizaciones desarrollan su negocio. El objetivo es independizar la gestión de los procesos de negocio de las aplicaciones, para que cualquier modificación en la lógica de negocio no afecte al código de las aplicaciones. Para ello se utilizarán sistemas de gestión de procesos de negocio (BPMS). Es una revolución similar a la que se produjo al asilar la gestión de los datos de las aplicaiones, con la llegada de las bases de datos y el modelo relacional. Este cambio de arquitectura, orientada a los procesos, se consigue más fácilmente si la organización dispone ya de una arquitectura orientada a servicios que además le permitirá exteriorizar su funcionalidad en forma de servicios web. Los procesos de negocio combinarán estos servicos mediante orquestación y coreografías. En este trabajo se aborda la descripción general de los BPMS, estudiando su relación con la integración de aplicaciones y arquitecturas de servicios.<br /><br />Organizations are living a paradigm shift in the development of their information systems: from data to process. The objective is tho emphasize business process to obtain flexible and agile architectures and hence to be capable to face the continuous changes that take place in the environment where the organizations make their business. The purpose is making independent the business process management of software applications and so to achieve that a change in business rules have not a big impact in applications software code. To carry out this goal it will be necessary to build Business Process Management Systems. A similar revolution took place when the introduction of the relational database model cause applications to separate their data model of their logic. This process oriented architectural change can be better obtained if the organization has a previous service oriented architecture. Moreover, in this case the organzation can make a externalization of their functionality by means of web services. Business process could allow to combine services using choreographies and orchestration. This work shows a BPMS general description, studying their relation with the integration of applications and services architectures

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Rialti, Riccardo, Giacomo Marzi, Mario Silic, and Cristiano Ciappei. "Ambidextrous organization and agility in big data era." Business Process Management Journal 24, no. 5 (September 3, 2018): 1091–109. http://dx.doi.org/10.1108/bpmj-07-2017-0210.

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Purpose The purpose of this paper is to explore the effect of big data analytics-capable business process management systems (BDA-capable BPMS) on ambidextrous organizations’ agility. In particular, how the functionalities of BDA-capable BPMS may improve organizational dynamism and reactiveness to challenges of Big Data era will be explored. Design/methodology/approach A theoretical analysis of the potential of BDA-capable BPMS in increasing organizational agility, with particular attention to the ambidextrous organizations, has been performed. A conceptual framework was subsequently developed. Next, the proposed conceptual framework was applied in a real-world context. Findings The research proposes a framework highlighting the importance of BDA-capable BPMS in increasing ambidextrous organizations’ agility. Moreover, the authors apply the framework to the cases of consumer-goods companies that have included BDA in their processes management. Research limitations/implications The principal limitations are linked to the need to validate quantitatively the proposed framework. Practical implications The value of the proposed framework is related to its potential in helping managers to fully understand and exploit the potentiality of BDA-capable BPMS. Moreover, the implications show some guidelines to ease the implementation of such systems within ambidextrous organizations. Originality/value The research offers a model to interpret the effects of BDA-capable BPMS on ambidextrous organizations’ agility. In this way, the research addresses a significant gap by exploring the importance of information systems for ambidextrous organizations’ agility.

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Pereira, José-Luís, João Varajão, and Robbie Uahi. "A new approach for improving work distribution in business processes supported by BPMS." Business Process Management Journal 26, no. 6 (March 15, 2020): 1643–60. http://dx.doi.org/10.1108/bpmj-05-2019-0184.

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PurposeThe purpose of this paper is regarding the execution of business processes by Business Process Management Systems (BPMS), during design-time modelers have to specify the potential performers of a work activity according to their organizational position or role. Once several workers may share the same role, at run-time all of them (indistinctively) can be assigned by BPMS to execute a work activity. However, distinct individuals have different personality traits and, for certain instances of work (requiring, for example, specific soft skills) some of them might perform better. A new approach to work distribution in business processes supported by BPMS, which takes into account the psychological characteristics of workers was proposed.Design/methodology/approachAs stated in Section 3 of the paper, in this work the Design Science Research (DSR) methodology, as proposed by Kuechler and Vaishnavi (2008) was used. All the five steps, from the “Awareness of problem” to the “Conclusion” were accomplished, being described in the paper.FindingsIt is demonstrated that, by using the proposed approach, BPMS might deliver work to people in a more effective way, by selecting those workers that seem to be more suitable to accomplish each particular piece of work, taking into account the characteristics of the work itself and the specific profiles of the workers eligible to execute it.Originality/valueBPMSs are responsible for the execution of business process models, by delivering work activities to suitable agents (human or artificial), which execute them. Addressing a gap in the BPM literature, this paper presents a new approach for improving work distribution in business processes supported by BPMS, enabling to assign (in run-time) the most suitable workers to perform specific work activities, grounded on the concept of psychological profile and taking into account technical, human and social aspects.

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Kahloun, Fouzia, and Sonia Ayachi-Ghannouchi. "A prototype for continuous improvement of processes and their results in the field of higher education." Business Process Management Journal 26, no. 1 (October 15, 2019): 168–90. http://dx.doi.org/10.1108/bpmj-05-2018-0148.

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Purpose The concept of business process (BP) management plays a major role in information systems with several applications. Modeling languages and tools can be used by domain experts to help in the business process model (BPM) design. The purpose of this paper is to focus on quality improvement for BPMs through the proposition of a novel prototype and apply it on real case for BPMs in the field of higher education. Design/methodology/approach The authors developed a prototype named Business Process Model Quality Assess (BPMoQualAssess) that works in two steps. In the first step, it allows designing and verifying the quality of BPMs in the field of higher education. Second, it focuses on evaluating process results through a set of criteria and specific measures for each process. Both steps are based on three main key concepts: measures, threshold values and guidelines in order to guide the modeler in assessing his/her model and also to get good results from the latter. Findings The authors implemented the BPMoQualAssess prototype to evaluate the quality of BPMs as well as its results. Furthermore, the authors have conducted a case study with a process in the field of higher education. Indeed, first, the authors obtained an improved BPM with a high-quality level. Second, the authors then evaluated the results by focusing on measures, threshold values and appropriate quality guidelines in order to obtain better results. Originality/value In the context of this study, the authors aim to make a significant contribution to the knowledge on the subject of the quality for higher education sector processes, on one hand on the models and on the other hand the results of processes. All these concepts are fully nested within a new quality prototype for process model evaluation and validated on real BPMs in the field of higher education. There are many publications focusing on BP quality in the literature, but only a few approaches combine the main keys thresholds, measures and guidelines. In fact, the principal contribution of this research consists in linking measures and threshold values to the resulting guidelines as they have been presented separately in the literature. Furthermore, the authors elaborate for each measure its own recommendation to guide the modeler in redesigning his/her model. Also, the authors define threshold values of process results in higher education and also took into account the opinion of domain experts. To sum up, the originality of this work appears in the application of BPM in the field of higher education given the lack of work in the literature for this direction, and it will pave a way for research in BP innovation areas.

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Matejas, Mladen, and Kresimir Fertalj. "Building a BPM application in an SOA-based legacy environment." Computer Science and Information Systems 16, no. 1 (2019): 45–74. http://dx.doi.org/10.2298/csis171005010m.

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Modern organizations need to understand and constantly improve their business processes (BPs) in order to make successful business decisions. This paper describes an integration model for building a Business Process Management Application (BPMA) and connecting the BPMA with legacy systems based on Service-Oriented Architecture (SOA). A BPMA is an application developed to support a BP performed by legacy application/s. A combination of multiple BPMAs provides support for multiple BPs and forms a BPM solution. The presented model is characterized by a simple co-dependence of the BPMA and the existing systems, minimal changes to the legacy applications and a maximal utilization of the existing functionalities. It enables the existing applications to function independently from the BPMA and simplifies the business data used in the BPMA. An extensive evaluation of the model was undertaken by experts from the BPM area. Its feasibility is demonstrated on a real-life business use case scenario.

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Šimek, Dalibor, and Roman Šperka. "How Robot/human Orchestration Can Help in an HR Department: A Case Study From a Pilot Implementation." Organizacija 52, no. 3 (August 1, 2019): 204–17. http://dx.doi.org/10.2478/orga-2019-0013.

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Abstract Background and Purpose: Motivation of this research is to explore the current trend in automating the business processes through software robots (Robotic Process Automation – RPA) and its managing within enterprise environment where most of the processes are executed by human workforce. As the RPA technology expands the demand for its coordinating grows as well. The possible solution to this challenge is shown in case study research in form of implementing orchestration platform to a concrete business process of onboarding in HR department of a multinational company. The aim of this paper is to explore the phases and activities of the pilot project implementation of Robotic Service Orchestration (RSO) in combination with RPA technology and to assess the potential benefits. Design/Methodology/Approach: Case study research approach was selected to explore the research phenomena, which is the implementation of RSO platform in combination with RPA technology and assessing incoming benefits. The case is formed with 2 companies – (1) multinational company with ongoing effort of automating onboarding process, (2) technology and consulting company delivering the automation solution. Data were collected through semi-structured interviews with respondents from two involved companies and by analysing internal documents. Results: The analysis of case provided in this paper revealed some key insights: (1) strategical position of RSO and tactical position of RPA towards the existing legacy systems, (2) need for increased focus on initial process modelling phase, (3) Application Programming Interface (API) integration is more viable solution for RPA, (4) the biggest benefit of RPA - its agility, (5) future potential of the RSO replacing the BPMS. Conclusions: First of all, there is a need of higher number of software robots adopted in a company before orchestration could pay off. On the other side, current Business Process Management Systems (BPMS) solutions don’t offer functionalities for managing human and software robots workforce altogether. RPA is expected to expand and without proper orchestration the effectivity will not grow constantly.

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Shukla, Archana, and R. Srinivasan. "Six Sigma Implementation at Bharti Infotel." Asian Case Research Journal 11, no. 02 (December 2007): 367–84. http://dx.doi.org/10.1142/s0218927507000953.

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Bharti Airtel Limited was a leading private sector provider of telecommunication services in India, with a customer base of 8.73 million as of July 2004. The company had two branch companies — Bharti Infotel (that dealt with fixed line, long distance, and enterprise services) and Bharti Cellular (that dealt with mobile telephone services). This case is about the six sigma implementation at Bharti Infotel. The case briefly discusses the business imperatives in the fast changing Indian telecommunications industry. The industry was a monopoly for over half a century after independence and had recently been deregulated with the private players competing with the state-owned BSNL. The industry had exploded in the recent years with increasing number of players, falling tariffs, and improving technology. Stiff competition in the industry meant that any competitive action by a company was immediately imitated by others. Therefore the only sources of competitive advantage in the industry were “quality of service” and “speed”. This case discusses the various steps in the implementation of six sigma quality management system in the company. The company had already implemented Business Process Management Systems (BPMS) and had begun monitoring their performance on the Non-Financial Parameters (NFPs). The six sigma initiative was expected to leverage on these initiatives. Following the six sigma initiative was the Knowledge Management (KM) initiative that was intended to help share the best practices and learning from the six sigma projects across the entire organization. This case highlights the contribution of the six sigma quality management initiative to the company's business strategy, and helps students analyze the process of implementing and institutionalizing the six sigma initiative. The case enables the readers to appreciate the business benefits of six sigma implementation and how it fosters innovation.

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Pernici, Barbara, and Mathias Weske. "Business process management." Data & Knowledge Engineering 56, no. 1 (January 2006): 1–3. http://dx.doi.org/10.1016/j.datak.2005.02.003.

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Dustdar, Schahram, José Luiz Fiadeiro, and Amit Sheth. "Business process management." Data & Knowledge Engineering 64, no. 1 (January 2008): 1–2. http://dx.doi.org/10.1016/j.datak.2007.06.004.

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Baporikar, Neeta. "Business Process Management." International Journal of Productivity Management and Assessment Technologies 4, no. 2 (July 2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and documentation, communicating, measurement and analysis, to continuous process management and improvement. BPM is the orchestration of various business systems into identifiable and controllable systems. This paper through in depth literature review and keen observation attempts to look at what BPM means, what it includes and how it would be strategically advantageous if the organizations adopt it.

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Dymora, Paweł, Maciej Koryl, and Mirosław Mazurek. "Process Discovery in Business Process Management Optimization." Information 10, no. 9 (August 29, 2019): 270. http://dx.doi.org/10.3390/info10090270.

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Appropriate business processes management (BPM) within an organization can help attain organizational goals. It is particularly important to effectively manage the lifecycle of these processes for organizational effectiveness in improving ever-growing performance and competitivity-building across the company. This paper presents a process discovery and how we can use it in a broader framework supporting self-organization in BPM. Process discovery is intrinsically associated with the process lifecycle. We have made a pre-evaluation of the usefulness of our facts using a generated log file. We also compared visualizations of the outcomes of our approach with different cases and showed performance characteristics of the cash loan sales process.

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Vidgen, Richard, and Xiaofeng Wang. "From Business Process Management to Business Process Ecosystem." Journal of Information Technology 21, no. 4 (December 2006): 262–71. http://dx.doi.org/10.1057/palgrave.jit.2000076.

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New technologies, notably service-oriented architectures and Web services, are enabling a third wave of business process management (BPM). Supporters claim that BPM is informed by complexity theory and that business processes can evolve and adapt to changing business circumstances. It is suggested by BPM adherents that the business/IT divide will be obliterated through a process-centric approach to systems development. The evolution of BPM and its associated technologies are explored and then coevolutionary theory is used to understand the business/IT relationship. Specifically, Kauffman's NKC model is applied to a business process ecosystem to bring out the implications of coevolution for the theory and practice of BPM and for the relationship between business and IT. The paper argues that a wider view of the business process ecosystem is needed to take account of the social perspective as well as the human/non-human dimension.

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Sordi, José Osvaldo De. "BUSINESS PROCESS MANAGEMENT SYSTEMS TECHNOLOGY COMPONENTS ANALYSIS." JISTEM Journal of Information Systems and Technology Management 4, no. 1 (April 1, 2007): 71–94. http://dx.doi.org/10.4301/s1807-17752007000100004.

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Ramesh, Balasubramaniam, Radhika Jain, Mark Nissen, and Peng Xu. "Managing context in business process management systems." Requirements Engineering 10, no. 3 (August 2005): 223–37. http://dx.doi.org/10.1007/s00766-005-0005-6.

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POKORSKI, Grzegorz, and płk w. st spocz prof dr hab inż PIOTR ZASKÓRSKI. "Geospatial information systems in business process management." Nowoczesne Systemy Zarządzania 13, no. 2 (June 28, 2018): 107–27. http://dx.doi.org/10.37055/nsz/129514.

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Systemy Informacji Geoprzestrzennej (GIS), zazwyczaj kojarzone z zastosowaniami kartograficznymi, rozszerzają swój zakres wykorzystania. Internet Rzeczy w połączeniu z formułą otwartych danych zwiększa powszechność i dostępność danych geograficznych. Możliwe więc staje się zwiększenie zakresu zasobów informacyjnych utrzymywanych dotychczas w postaci znakowej. Narzędzia GIS wzbogacają funkcjonalność rozwiązań informatycznych w obszarze zarządzania poprzez coraz szersze wykorzystanie zarówno analiz geoprzestrzennych, jak również własności samych systemów GIS. Artykuł jest próbą pokazania możliwości wykorzystania wymiaru geograficznego dla potrzeb analiz biznesowych.

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Dumas, Marlon, and Manfred Reichert. "Guest editorial: Business process management." Data & Knowledge Engineering 68, no. 9 (September 2009): 775–76. http://dx.doi.org/10.1016/j.datak.2009.02.011.

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Dayal, Umeshwar, Johann Eder, and Hajo A. Reijers. "Guest editorial: Business process management." Data & Knowledge Engineering 70, no. 5 (May 2011): 407–8. http://dx.doi.org/10.1016/j.datak.2011.02.001.

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JENNINGS, N. R., P. FARATIN, M. J. JOHNSON, T. J. NORMAN, P. O'BRIEN, and M. E. WIEGAND. "AGENT-BASED BUSINESS PROCESS MANAGEMENT." International Journal of Cooperative Information Systems 05, no. 02n03 (June 1996): 105–30. http://dx.doi.org/10.1142/s0218843096000051.

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This paper describes work undertaken in the ADEPT (Advanced Decision Environment for Process Tasks) project towards developing an agent-based infrastructure for managing business processes. We describe how the key technology of negotiating, service providing, autonomous agents was realized and demonstrate how this was applied to the BT (British Telecom) business process of providing a customer quote for network services.

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Wang, Minhong, and Huaiqing Wang. "From process logic to business logic—A cognitive approach to business process management." Information & Management 43, no. 2 (March 2006): 179–93. http://dx.doi.org/10.1016/j.im.2005.06.001.

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Jung, Jisoo, Injun Choi, and Minseok Song. "An integration architecture for knowledge management systems and business process management systems." Computers in Industry 58, no. 1 (January 2007): 21–34. http://dx.doi.org/10.1016/j.compind.2006.03.001.

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Pagano, Rosane. "Knowledge and Business Process Management." European Journal of Information Systems 12, no. 2 (June 2003): 159–60. http://dx.doi.org/10.1057/palgrave.ejis.3000452.

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Grefen, Paul. "Networked Business Process Management." International Journal of IT/Business Alignment and Governance 4, no. 2 (July 2013): 54–82. http://dx.doi.org/10.4018/ijitbag.2013070104.

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In the current economy, a shift can be seen from stand-alone business organizations to networks of tightly collaborating business organizations. To allow this tight collaboration, business process management in these collaborative networks is becoming increasingly important. This paper discusses automated support for this networked business process management: automated means to manage business processes that span multiple autonomous organizations. The author starts this paper with a treatment of intra- and inter-organizational business processes to provide a conceptual background for business process management in business networks. The author describes a number of research approaches in this area, including the context of these approaches and the architectures of the automated systems proposed by them. The approaches are described from early developments in the field relying on dedicated technology to current designs based on standardized technology in a service-oriented context. The paper thereby provides an overview of developments in the area of inter-organizational business process management in the spectrum from simple, static business networks to complex, dynamic networks. The author observes that the described BPM research efforts move from pushing new BPM technology into application domains to using BPM to realize business-IT alignment in complex application contexts.

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Elliman, Tony, Tally Hatzakis, and Alan Serrano. "Business Process Simulation." International Journal of Enterprise Information Systems 2, no. 3 (July 2006): 43–58. http://dx.doi.org/10.4018/jeis.2006070104.

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Mendling, Jan, and Markus Nüttgens. "XML interchange formats for business process management." Information Systems and e-Business Management 4, no. 3 (May 5, 2006): 217–20. http://dx.doi.org/10.1007/s10257-006-0032-y.

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GRUHN, VOLKER. "BUSINESS PROCESS MODELING AND WORKFLOW MANAGEMENT." International Journal of Cooperative Information Systems 04, no. 02n03 (June 1995): 145–64. http://dx.doi.org/10.1142/s0218843095000068.

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Most of today’s approaches to business process engineering (also called business process management) start from an activity-centered perspective. They describe activities to be carried out within a business process and their relationships, but they usually pay little attention to the objects manipulated within processes. In this article, we discuss an approach to business process modeling, model analysis, and business process enaction (also called workflow management) which is based on data modeling, activity modeling, and organization modeling. In fact, the ℒeu approach to business process management considers data models (describing types of objects to be manipulated in a business process and their relationships), activity models (describing activities to be carried out in a business process), and organization models (describing organizational entities involved in a business process) as separate, but equally important, facets of business processes.

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Sarvepalli, Ashwini, and Joy Godin. "Business Process Management in the Classroom." Journal of Cases on Information Technology 19, no. 2 (April 2017): 17–28. http://dx.doi.org/10.4018/jcit.2017040102.

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Organizations are increasingly adopting Business Process Management (BPM) approaches growing the need for BPM expertise in the industry (Bandara et al., 2010). This has resulted in growing demand for college graduates who have a thorough knowledge of business processes (Lee, 2008). Hadidi (2014) pointed out that development of courses and programs in BPM area has received huge consideration in academia during recent times. This paper presents a classroom activities for teaching Business Process Management using a paper-based simulation game conducted as part of an undergraduate IS course. The paper discusses various class activities involved such as execution of the simulation game, creation of graphical representations of processes followed in the game, and creation of Business Process models using Microsoft Visio software. A post-test survey was conducted to evaluate the understanding of BPM concepts learned and analyze the effectiveness of the simulation game. The paper concludes with recommendations for future research.

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Петрова, Елена, Elena Petrova, А. Родюков, and A. Rodyukov. "Information Technologies for Business Process Management." Journal of Management Studies 4, no. 9 (August 30, 2019): 62–75. http://dx.doi.org/10.12737/article_5d68d5afd6d915.99717997.

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Beverakis, Georgia, Geoffrey N. Dick, and Dubravka Cecez-Kecmanovic. "Taking Information Systems Business Process Outsourcing Offshore." Journal of Global Information Management 17, no. 1 (January 2009): 32–48. http://dx.doi.org/10.4018/jgim.2009010102.

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van der Aalst, Wil M. P., Boualem Benatallah, Fabio Casati, Francisco Curbera, and Eric Verbeek. "Business process management: Where business processes and web services meet." Data & Knowledge Engineering 61, no. 1 (April 2007): 1–5. http://dx.doi.org/10.1016/j.datak.2006.04.005.

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ORLOWSKA, M., and S. SADIQ. "Collaborative business process technologies." Data & Knowledge Engineering 52, no. 1 (January 2005): 1–3. http://dx.doi.org/10.1016/s0169-023x(04)00130-2.

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Smirnov, Alexander V. "Manufacturing Systems Configuration Management: Technology for Business Process Reengineering." IFAC Proceedings Volumes 31, no. 20 (July 1998): 507–10. http://dx.doi.org/10.1016/s1474-6670(17)41845-3.

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Queiroz, Maciel M., Samuel Fosso Wamba, Marcio C. Machado, and Renato Telles. "Smart production systems drivers for business process management improvement." Business Process Management Journal 26, no. 5 (February 20, 2020): 1075–92. http://dx.doi.org/10.1108/bpmj-03-2019-0134.

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PurposeThe Industry 4.0 phenomenon offers opportunities and challenges to all business models. Despite the literature advances in this field, little attention has been paid to the interplay of smart production systems (SPSs), big data analytics (BDA), cyber-physical systems (CPS), internet of things (IoT), and the potential business process management (BPM) improvements. This study aims to identify the main drivers and their implications for improved BPM.Design/methodology/approachThis study employed a narrative literature review of studies concerning smart-production-systems-related issues in the context of Industry 4.0.FindingsThe study identified 26 drivers from the literature associated with SPSs that have an impact on improved BPM. These drivers are presented in an integrative framework considering BDA, CPS, and the IoT.Research limitations/implicationsThe framework's component integration is yet not tested. However, this study offers a significant theoretical contribution by presenting drivers that can be utilised to develop constructs, exploring critical factors related to the interplay of SPSs and improved BPM, and shading light on Industry 4.0's main elements. The study also makes suggestions for further research.Practical implicationsThe proposed framework, with its 26 drivers, provides insights for practitioners and decision-makers interested in gaining an in-depth understanding of the complexities of SPSs and improved BPM.Originality/valueThis study integrates BDA, CPS, and IoT into a framework with 26 drivers associated with SPSs to improve BPM.

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Vovk, M. V., O. V. Kindrat, and O. Y. Hrymak. "Information systems and technologies in the business process management." Scientific Messenger of LNU of Veterinary Medicine and Biotechnologies 22, no. 95 (October 28, 2020): 3–9. http://dx.doi.org/10.32718/nvlvet-e9501.

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With the rapid development of information technologies and information economy ingeneral, effective information management determines the success of almost every business operation, and the choice of information and management decisions in general relieson IT managers. However, it is rather difficult for functional or line managers decidewhether it is important to participate in the formation of information strategy of their own business and whether they need to know what tools are available to turn a large array of information into business intelligence. This article is intended to reveal the important role of information and information resources in the activities of modern enterprises. The concepts of “data” and “information” are described. The data model and data types used by business information systems are described. The role of the database in the business process management system is revealed. It is indicated how important it is to form the information space of the enterprise correctly and choose the necessary software product for a particular enterprise. It is determined that the information system of the enterprise is based on the integrated use of potential and available information resources, taking into account their main features. The connections between the component of management systems are investigated and it is noted that the business process management system of the enterprise covers all levels of the enterprise. It is said that the enterprise may face different problems without data administration procedures. The types of information support using different levels of management are given. The internal and external information which his taken into account during making management decisions is characterized. It is proposed to invest in the management practice of developing an information strategy that significantly improves the management process and increases its efficiency. The typical structure of the proposed document and the role of information strategy regarding the levels of enterprise management are given.

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Nwabueze, Uche, and Gopal K. Kanji. "A systems management approach for business process re-engineering." Total Quality Management 8, no. 5 (October 1997): 281–92. http://dx.doi.org/10.1080/0954412979523.

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Zhao, Xiaohui, Chengfei Liu, and Tao Lin. "Incorporating business process management into RFID‐enabled application systems." Business Process Management Journal 16, no. 6 (November 9, 2010): 932–53. http://dx.doi.org/10.1108/14637151011093008.

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Poelmans, Stephan, Hajo A. Reijers, and Jan Recker. "Investigating the success of operational business process management systems." Information Technology and Management 14, no. 4 (July 16, 2013): 295–314. http://dx.doi.org/10.1007/s10799-013-0167-8.

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Mamonov, I. V., and B. A. Varlamov. "COMPARATIVE ANALYSIS OF MANAGEMENT SYSTEMS: BUSINESS PROCESS AND FUNСTIONAL." Фундаментальные исследования (Fundamental research), no. 3 2021 (2021): 83–87. http://dx.doi.org/10.17513/fr.42985.

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Bolsinger, Manuel. "Bringing value-based business process management to the operational process level." Information Systems and e-Business Management 13, no. 2 (May 28, 2014): 355–98. http://dx.doi.org/10.1007/s10257-014-0248-1.

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Biazzo, Stefano, and Giovanni Bernardi. "Process management practices and quality systems standards." Business Process Management Journal 9, no. 2 (April 2003): 149–69. http://dx.doi.org/10.1108/14637150310468371.

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Raghu, T. S., and Ajay Vinze. "A business process context for Knowledge Management." Decision Support Systems 43, no. 3 (April 2007): 1062–79. http://dx.doi.org/10.1016/j.dss.2005.05.031.

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Koryl, Maciej, and Damian Mazur. "Towards emergence phenomenon in business process management." Archives of Control Sciences 27, no. 2 (June 1, 2017): 263–77. http://dx.doi.org/10.1515/acsc-2017-0017.

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Abstract A standard solution regarding business process management automation in enterprises is the use of workflow management systems working by the Rule-Based Reasoning approach. In such systems, the process model which is designed entirely before the implementation has to meet all needs deriving from business activity of the organization. In practice, it means that great limitations arise in process control abilities, especially in the dynamic business environment. Therefore, new kinds of workflow systems may help which typically work in more agile way e.g. following the Case-Based Reasoning approach. The paper shows another possible solution – the use of emergence theory which indicates among other conditions required to fulfill stimulation of the system (for example the business environment) to run grass-roots processes that lead to arising of new more sophisticated organizing forms. The paper also points the using opportunity of such techniques as the processing of complex events to fulfill key conditions pointed by the emergence theory.

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Marrella, Andrea. "Automated Planning for Business Process Management." Journal on Data Semantics 8, no. 2 (November 1, 2018): 79–98. http://dx.doi.org/10.1007/s13740-018-0096-0.

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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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