A conceptual framework for understanding business processes and business process modelling

Melão, Nuno; Pidd, Michael

doi:10.1046/j.1365-2575.2000.00075.x

Cited by 282 publications

(195 citation statements)

References 48 publications

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“…The third (z) axis represents openness to innovation on a benchmarked scale from 0 (zero resistance) to 10 (maximum resistance to change) within the relevant industry sector. This is in agreement with Melão & Pidd (2000) who specifically took business change into account in their models, albeit that they were more inclined to a Business Process Reengineering context. Within this Mellor (2011) 3D space (referred to as "knowledge valley", Mellor 2014a) a peer-to-peer model was constructed where people in an organization are represented as nodes (the number of people being represented by the variable 'P', and are joined by ties.…”

Section: The Model and Approachsupporting

confidence: 85%

“…An early theoretical framework for applying computer modelling to understanding business processes was proposed by Melão & Pidd (2000) and more particularly for business management processes by Pidd (2006). In more recent years the computer modelling of organizations has begun to make more practical advances: Yuan & McKelvey, (2004) Keyhani et al (2015) successfully used Games Theory to model entrepreneurial processes in the marketplace.…”

Section: Previous Researchmentioning

confidence: 99%

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Computer modelling the costs of management control in the development of knowledge-based SMEs

Mellor

2016

IJKBD

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International Journal of Knowledge-Based Development, 7, xx-xx Robert B. Mellor holds earned doctorates in various academic disciplines including innovation, computing and biology and is author of over 100 scientific publications in reputable journals, including e.g. "Nature", achieving a h-Index of 22. In addition to his scientific publications he has written ten books, including four on innovation and entrepreneurship and three of his books have appeared in foreign translations. He has won a number of international prizes for his works, is an active consultant with twelve years industrial experience and is expert advisor to several national governments and the European Union. Abstract. The Knowledge Based View of organizational development is based on Transaction CostEconomics involving minimizing internal transaction costs ('friction'). One source of friction is "self-interest seeking with guile" in management. Friction raises internal costs and Management Control (in the sense of the control of management) introduces checks and balances to limit extensive "guile", but control mechanisms themselves incur costs and ideally the costs for control should not exceed the costs of the friction, however quantitative measurements are lacking. To obtain these values scientific methods, including control experiments, are needed but if such estimates occur in case studies then they are seldom and often oblique. Research in silicio is faster and cheaper than conventional approaches and several innovative laboratory alternatives exist in computer-generated realities. One computer model explains SME development and can predict outcomes of changes within organizations. This communication reports on the costs of combinations of "guileful" behaviour; departmental managers restricting knowledge flow between departments do contribute to lowering company performance, but this effect is small in the short term: One departmental manager blocking information flow reduced the financial performance organization-wide by 1.4% in the local department plus 1.2% in the remainder of the organization. Two such managers reduced overall performance by 4.1% and four such managers reduced overall performance by 6.4%. Guileful behaviour also added instability at size over 150 employees.

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Section: The Model and Approachsupporting

confidence: 85%

Section: Previous Researchmentioning

confidence: 99%

Computer modelling the costs of management control in the development of knowledge-based SMEs

Mellor

2016

IJKBD

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“…It emphasizes software development processes as made and enacted by people with different values, expectations and strategies, as a result of different frames of interpretation. These frames act as filters enabling people to perceive some things but ignore others (Melao and Pidd 2000). Case study is considered an appropriate empirical research method to investigate real-life contexts, such as software development processes, where control over the context is not required or possible (Yin 2003).…”

Section: Methodsmentioning

confidence: 99%

Coevolving Systems and the Organization of Agile Software Development

Vidgen

Wang

2009

Information Systems Research

242

184

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Despite the popularity of agile methods in software development and increasing adoption by organizations there is debate about what agility is and how it is achieved. The debate suffers from a lack of understanding of agile concepts and how agile software development is practised. This paper develops a framework for the organization of agile software development that identifies enablers and inhibitors of agility and the emergent capabilities of agile teams. The work is grounded in complex adaptive systems (CAS) and draws on three principles of coevolving systems: match coevolutionary change rate, maximise self-organizing, and synchronize exploitation and exploration. These principles are used to study the processes of two software development teams, one a team using eXtreme Programming (XP) and the other a team using a more traditional, waterfall-based development cycle. From the cases a framework for the organisation of agile software development is developed. Time pacing, self-management with discipline and routinisation of exploration are among the agile enablers found in the cases studies while event pacing, centralised management and lack of resources allocated to exploration are found to be inhibitors to agility. Emergent capabilities of agile teams that are identified from the research include coevolution of business value, sustainable working with rhythm, sharing and team learning, and collective mindfulness.

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“…Such approaches can be especially helpful for understanding, communicating, and reengineering processes (Melão and Pidd 2000). For instance, the event-driven process chain (EPC) notation maps a process in terms of activities, events, and logic gates.…”

Section: Task Precedence Modelsmentioning

confidence: 99%

“…A limitation of the above methods is that they provide essentially static pictures, while processes typically involve ''complex interactions that can only be understood by unfolding behaviour through time'' (Melão and Pidd 2000). Researchers have accordingly developed computable models to study these issues using task precedence networks.…”

Section: Task Precedence Modelsmentioning

confidence: 99%

Process models in design and development

2017

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Many models of the design and development process have been published over the years, representing it for different purposes and from different points of view. This article contributes an organising framework that clarifies the topology of the literature on these models and thereby relates the main perspectives that have been developed. The main categories of model are introduced. Their contexts, advantages, and limitations are considered through discussion of selected examples. It is demonstrated that the framework integrates coverage of earlier reviews and as such provides a new perspective on the literature. Finally, key characteristics of design and development process models are discussed considering their applications in practice, and opportunities for further research are suggested. Overall, the article should aid researchers in positioning new models and new modelling approaches in relation to state-of-the-art. It may also be of interest to practitioners and educators seeking an overview of developments in this area.

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A conceptual framework for understanding business processes and business process modelling

Cited by 282 publications

References 48 publications

Computer modelling the costs of management control in the development of knowledge-based SMEs

Computer modelling the costs of management control in the development of knowledge-based SMEs

Coevolving Systems and the Organization of Agile Software Development

Process models in design and development

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