Abstract: Today, digital transformation is one of the leading topics that occupy the attention of scientific circles and business experts. Organizational success is most often reflected through the successful managing of business processes. Given the growing market for digital innovations and its ever-increasing impact on business, organizations need to be prepared for organizational changes that come with the digital era. In order to maintain their competitive advantage in the global market, organizations must adapt their processes to new digitalization conditions. The main goal of this study is to point out the link between the digital transformation and the business process management concept. Therefore, in order to contribute to the scientific field that explores the potential relation between business process management concept and digital transformation, a literature review has been conducted. Papers have been searched within the Business Process Management Journal by keywords related to the term digital transformation. Selected papers have been analyzed according to the topic, type of publication, year of publication, keywords, etc. The results reveal a growing number of papers published on the topic of digital transformation to the Business Process Management Journal, but the lack of case studies. This paper contributes to the extension of academic literature in this important, yet insufficiently researched, scientific field that creates the bond between two strong concepts of digital transformation and business process management.
Abstract: Business process management (BPM) is widely used approach focused on designing, mapping, changing, managing and analyzing business processes of an organization, which eventually leads to better performance and derives many other benefits. Since every organization strives to improve its performance in order to be sustainable and to remain competitive on the market in long-term period, numerous organizations are nowadays adopting and implementing BPM. However, not all organizations are equally successful in that. One of the ways of measuring BPM success is by measuring its maturity by calculating Process Performance Index (PPI) using ten BPM success factors. Still, although BPM is a holistic concept, organizational culture is not taken into consideration in calculating PPI. Hence, aim of this paper is twofold; first, it aims to explore and analyze the current state of BPM success factors within the big organizations from Slovenia, Croatia, and Austria and second, it aims to analyze the structure of organizational culture within the observed companies, focusing on the link with BPM success factors as well. The presented study is based on the results of the questionnaire conducted as the part of the PROSPER project (IP-2014-09-3729) and financed by Croatian Science Foundation. The results of the questionnaire reveal differences in the achieved levels of BPM success factors and therefore BPM maturity in total between the three observed countries. Moreover, the structure of organizational culture across three countries also differs. This paper discusses the revealed differences between countries as well as the link between organizational culture and BPM success factors.
Abstract: Digital transformation is one of the latest trends on the global market. In order to maintain the competitive advantage and sustainability, increasing number of organizations are conducting digital transformation processes. Those organizations are changing their business processes and creating new business models with the help of digital technologies. In that sense, one should also observe the role of business process management (BPM) and its maturity in driving digital transformation. Therefore, the goal of this paper is to investigate the role of BPM in digital transformation process within one organization. Since experiences from practice show that organizations from financial sector could be observed as leaders in digital transformation, an insurance company has been selected to participate in the study. That company has been selected due to the high level of its BPM maturity and the fact that it has previously been through a digital transformation process. In order to fulfill the goals of the paper, several interviews, as well as questionnaires, have been conducted within the selected company. The results are presented in a form of a case study. Results indicate that digital transformation process within the observed company has been successful, with special focus on the development of digital strategy, BPM and change management. The role of BPM in the digital transformation of the observed company is further discussed in the paper.
Abstract: In recent few decades, business process management (BPM) has been in focus of a great number of researchers and organizations. There are many benefits derived from the implementation of BPM in organizations. However, there has been also noticed that lately traditional BPM faces some difficulties in terms of the divide between models and their execution, lost innovations, lack of information fusioning and so on. As a result, there has been a new discipline, called social BPM, which incorporates principles of social software into the BPM. On the other hand, many researchers indicate organizational culture as a vital part of the BPM success and maturity. Therefore, the goal of this study is to investigate the current state of BPM maturity and the usage of social BPM among the organizations from Croatia, Slovenia and Austria, with the regards to the organizational culture as well. The paper presents the results of a survey conducted as part of the PROSPER project (IP-2014-09-3729), financed by Croatian Science Foundation. The results indicate differences in the level of BPM maturity, the usage of social BPM and the dominant organizational culture in the observed organizations from different countries. These differences are further discussed in the paper.
Abstract: Business process management (BPM) is a well-known holistic discipline focused on managing business processes with the intention of achieving higher level of BPM maturity and better organizational performance. In recent period, traditional BPM faced some of its limitations like model-reality divide and lost innovation. Following latest trends, as an attempt to overcome the issues of traditional BPM, there has been an introduction of applying the principles of social software in managing business processes which led to the development of social BPM. However, there are not many authors or studies dealing with this topic so this study aims to contribute to that literature gap and to examine the link between the level of BPM maturity and the usage of social BPM. To meet these objectives, a survey within the companies with more than 50 employees has been conducted. The results reveal that the usage of social BPM is higher within the companies which achieved higher level of BPM maturity. This paper provides an overview, analysis and discussion of collected data regarding BPM maturity and social BPM within the observed companies and identifies the main social BPM principles.
Abstract: Up to this point business process management projects
in general and business process modelling projects in particular
could not rely on a practical and scientifically validated method to
estimate cost and effort. Especially the model development phase
is not covered by a cost estimation method or model. Further
phases of business process modelling starting with implementation
are covered by initial solutions which are discussed in the literature.
This article proposes a method of filling this gap by deriving a cost
estimation method from available methods in similar domains namely
software development or software engineering. Software development
is regarded as closely similar to process modelling as we show. After
the proposition of this method different ideas for further analysis and
validation of the method are proposed. We derive this method from
COCOMO II and Function Point which are established methods of
effort estimation in the domain of software development. For this
we lay out similarities of the software development process and the
process of process modelling which is a phase of the Business Process
Management life-cycle.
Abstract: Context-aware technologies provide system
applications with the awareness of environmental conditions,
customer behaviours, object movements, etc. Further, with such
capability system applications can be smart to intelligently adapt their
responses to the changing conditions. In regard to business
operations, this promises businesses that their business processes can
run more intelligently, adaptively and flexibly, and thereby either
improve customer experience, enhance reliability of service delivery,
or lower operational cost, to make the business more competitive and
sustainable. Aiming at realising such context-aware business process
management, this paper firstly explores its potential benefit, and then
identifies some gaps between the current business process
management support and the expected. In addition, some preliminary
solutions are also discussed in regard to context definition, rule-based
process execution, run-time process evolution, etc. A framework is
also presented to give a conceptual architecture of context-aware
business process management system to guide system
implementation.
Abstract: In turbulent modern economy, the companies need to
properly manage their business processes. Well-defined and stable
business processes ensure security of crucial data and applications,
and provide a quality product or service to the end customer. On the
other side, constant changes on the market, new regulatory
provisions, and emerging new technologies require the need of
issuing prompt and effective changes of business process. In this
article, we explore the use of agile principles in working with
business process management (BPM) solutions. We deal with
difficulties in BPM development cycle, review the benefits of using
agility, and choose the basic agile principles that ensure the success
of a BPM project.
Abstract: Information technology plays an irreplaceable role in
introducing and improving business process orientation in a
company. It enables implementation of the theoretical concept,
measurement of results achieved and undertaking corrective
measures aimed at improvements. Information technology is a key
concept in the development and implementation of the business
process management systems as it establishes a connection to
business operations. Both in the literature and practice, insurance
companies are often seen as highly process oriented due to the nature
of their business and focus on customers. They are also considered
leaders in using information technology for business process
management. The research conducted aimed to investigate whether
the perceived leadership status of insurance companies is well
deserved, i.e. to establish the level of process orientation and explore
the practice of information technology use in insurance companies in
the region. The main instrument for primary data collection within
this research was an electronic survey questionnaire sent to the
management of insurance companies in the Republic of Croatia,
Bosnia and Herzegovina, Slovenia, Serbia and Macedonia. The
conducted research has shown that insurance companies have a
satisfactory level of process orientation, but that there is also a huge
potential for improvement, especially in the segment of information
technology and its connection to business processes.
Abstract: Nowadays, the amounts of companies which tend to
have an Enterprise Resource Planning (ERP) application are
increasing. Although ERP projects are expensive, time consuming,
and complex, there are some successful experiences. These days,
developing countries are striving to implement ERP projects
successfully; however, there are many obstacles. Therefore, these
projects would be failed or partially failed. This paper concerns the
implementation of a successful ERP implementation, IFS, in Iran at
Dana Geophysics Company (DGC). After a short review of ERP and
ERP market in Iran, we propose a three phases deployment
methodology (phase 1: Preparation and Business Process
Management (BPM) phase 2: implementation and phase 3: testing,
golive-1 (pilot) and golive-2 (final)). Then, we present five guidelines
(Project Management, Change Management, Business Process
Management (BPM), Training& Knowledge Management, and
Technical Management), which were chose as work streams. In this
case study we present lessons learned in Project management and
Business process Management.
Abstract: Business Processes (BPs) are the key instrument to
understand how companies operate at an organizational level, taking
an as-is view of the workflow, and how to address their issues by
identifying a to-be model. In last year’s, the BP Model and Notation
(BPMN) has become a de-facto standard for modeling processes.
However, this standard does not incorporate explicitly the Problem-
Solving (PS) knowledge in the Process Modeling (PM) results. Thus,
such knowledge cannot be shared or reused. To narrow this gap is
today a challenging research area. In this paper we present a
framework able to capture the PS knowledge and to improve a
workflow. This framework extends the BPMN specification by
incorporating new general-purpose elements. A pilot scenario is also
presented and discussed.
Abstract: The aim of this paper is to present a framework for empirical investigation of the effectiveness of simulation games for student learning of BPM concept. A future research methodology is explained and a normative model that extends the standard TAM model by introducing latent and mediating variables into the relationship between independent variables and dependent variable is developed. Future research propositions are defined in order to examine the benefits that can be achieved through the use of BPM simulation games in ERP courses.
Abstract: Business process automation is an important task in an
enterprise business environment software development. The
requirements of processing acceleration and automation level of
enterprises are inherently different from one organization to another.
We present a methodology and system for automation of business
process management system architecture by multi-agent collaboration
based on SOA. Design layer processes are modeled in semantic
markup language for web services application. At the core of our
system is considering certain types of human tasks to their further
automation across over multiple platform environments. An
improved abnormality processing with model for automation of
BPMS architecture by multi-agent collaboration based on SOA is
introduced. Validating system for efficiency of process automation,
an application for educational knowledge base instance would also be
described.
Abstract: Business Process Management (BPM) helps in optimizing the business processes inside an enterprise. But BPM architecture does not provide any help for extending the enterprise. Modern business environments and rapidly changing technologies are asking for brisk changes in the business processes. Service Oriented Architecture (SOA) can help in enabling the success of enterprise-wide BPM. SOA supports agility in software development that is directly related to achieve loose coupling of interacting software agents. Agility is a premium concern of the current software designing architectures. Together, BPM and SOA provide a perfect combination for enterprise computing. SOA provides the capabilities for services to be combined together and to support and create an agile, flexible enterprise. But there are still many questions to answer; BPM is better or SOA? and what is the future track of BPM and SOA? This paper tries to answer some of these important questions.
Abstract: Social Business Process Management (SBPM)
promises to overcome limitations of traditional BPM by allowing
flexible process design and enactment through the involvement of
users from a social community. This paper proposes a meta-model
and architecture for socially driven business process management
systems. It discusses the main facets of the architecture such as goalbased
role assignment that combines social recommendations with
user profile, and process recommendation, through a real example of
a charity organization.
Abstract: Business Process Modeling (BPM) is the first and
most important step in business process management lifecycle. Graph
based formalism and rule based formalism are the two most
predominant formalisms on which process modeling languages are
developed. BPM technology continues to face challenges in coping
with dynamic business environments where requirements and goals
are constantly changing at the execution time. Graph based
formalisms incur problems to react to dynamic changes in Business
Process (BP) at the runtime instances. In this research, an adaptive
and flexible framework based on the integration between Object
Oriented diagramming technique and Petri Net modeling language is
proposed in order to support change management techniques for
BPM and increase the representation capability for Object Oriented
modeling for the dynamic changes in the runtime instances. The
proposed framework is applied in a higher education environment to
achieve flexible, updatable and dynamic BP.
Abstract: Despite so many years- development, the mainstream of workflow solutions from IT industries has not made ad-hoc workflow-support easy or inexpensive in MIS. Moreover, most of academic approaches tend to make their resulted BPM (Business Process Management) more complex and clumsy since they used to necessitate modeling workflow. To cope well with various ad-hoc or casual requirements on workflows while still keeping things simple and inexpensive, the author puts forth first the TSM design pattern that can provide a flexible workflow control while minimizing demand of predefinitions and modeling workflow, which introduces a generic approach for building BPM in workflow-aware MISs (Management Information Systems) with low development and running expenses.
Abstract: Traditional higher-education classrooms allow lecturers to observe students- behaviours and responses to a particular pedagogy during learning in a way that can influence changes to the pedagogical approach. Within current e-learning systems it is difficult to perform continuous analysis of the cohort-s behavioural tendency, making real-time pedagogical decisions difficult. This paper presents a Virtual Learning Process Environment (VLPE) based on the Business Process Management (BPM) conceptual framework. Within the VLPE, course designers can model various education pedagogies in the form of learning process workflows using an intuitive flow diagram interface. These diagrams are used to visually track the learning progresses of a cohort of students. This helps assess the effectiveness of the chosen pedagogy, providing the information required to improve course design. A case scenario of a cohort of students is presented and quantitative statistical analysis of their learning process performance is gathered and displayed in realtime using dashboards.
Abstract: Tackling emergency situations is performed based on emergency scenarios. These scenarios do not have a uniform form in the Czech Republic. They are unstructured and developed primarily in the text form. This does not allow solving emergency situations efficiently. For this reason, the paper aims at defining a Process Oriented Architecture to support and thus to improve tackling emergency situations in the Czech Republic. The innovative Process Oriented Architecture is based on the Workflow Reference Model while taking into account the options of Business Process Management Suites for the implementation of process oriented emergency scenarios. To verify the proposed architecture the Proof of Concept has been used which covers the reception of an emergency event at the district emergency operations centre. Within the particular implementation of the proposed architecture the Bonita Open Solution has been used. The architecture created in this way is suitable not only for emergency management, but also for educational purposes.
Abstract: Through the course of this paper we define Business Case Management and its characteristics, and highlight its link to knowledge workers. Business Case Management combines knowledge and process effectively, supporting the ad hoc and unpredictable nature of cases, and coordinate a range of other technologies to appropriately support knowledge-intensive processes. We emphasize the growing importance of knowledge workers and the current poor support for knowledge work automation. We also discuss the challenges in supporting this kind of knowledge work and propose a novel approach to overcome these challenges.