A Framework for Business Process Change Requirements Analysis

Grover, Varun; Otim, Samuel

doi:10.1007/978-3-540-92966-6_19

Cited by 3 publications

(10 citation statements)

References 33 publications

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“…Numerous external factors can influence change on business processes, e.g. innovative technologies, compliance with industry standards and government rules, changes in the business field, competitive environment, shareholders' needs, or economic factors pertaining to globalisation (M. Al-Mashari & Zairi, 1999;Amiyo, 2012;Bandara, Gable, & Rosemann, 2005;Fan & Zhao, 2017;Goedertier & Vanthienen, 2006;Grover & Otim, 2009;Jurisch et al, 2012;Kaplan, Murdock, & Ostroff, 1991;William J Kettinger & Teng, 1998;Neumann, 2014;Wang, Medaglia, & Zheng, 2017).…”

Section: Business Process Change Decision Makingmentioning

confidence: 99%

“…Many such changes are imposed by exogenous entities including government, regulatory entities and industry standards (Neumann, 2014). The lack of a rigorous decision model and process for BPC introduces ambiguity and lack of clarity surrounding determination of requisite business changes (Afflerbach, Bolsinger, & Röglinger, 2016;Amiyo, 2012;Grover & Otim, 2009;Hiatt & Creasey, 2012). In these cases there can be a failure to deal effectively with factors such as limitations in the decision-making authority of those in leadership roles, uncertainty of flow-on effects of decisions on subsequent business processes (Ariouat, Hanachi, Andonoff, & Benaben, 2017), likely relationships between process goals and change decisions (Alotaibi & Liu, 2017;Kavakli & Loucopoulos, 1999;Rausch & Anderson, 2011), and limitations of those decisions (Afflerbach et al, 2016;Habjan, Popovic, & ENGLAND, 2008;Malihi & Aghdasi, 2014;Rinderle, Reichert, & Dadam, 2004).…”

Section: Business Process Change Decision Makingmentioning

confidence: 99%

“…When there is a change in an organisation, irrespective of the level of change, the capability for swift action to enact that change is a basic requirement for productivity and competitiveness (Cameron & Green, 2015;Goedertier & Vanthienen, 2006;Grover & Otim, 2009;Ploesser, Recker, & Rosemann, 2008). Change efficiency is moderated by an organisation's decision-making processes and hinges on individuals' choices based on trade-off analyses (Kirchmer, 2015;Neumann, 2014).…”

Section: Business Process Change Decision Makingmentioning

confidence: 99%

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Deriving organisational business process change factors using the hierarchical elicitation workshop

Alrabiah¹,

Drew²

2018

IJBPIM

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in 2011. He is currently a doctoral researcher at Griffith University in the area of business process change. His current research interests include business process management, business process change, regulatory policy implementation and computational models and governance frameworks. Steve Drew AbstractThe hierarchical elicitation workshop is a new initiative designed and developed to address common shortcomings in business process change initiatives in organisations, particularly those with tight temporal constraints imposed by exogenous bodies. This paper presents a systematic solution to deal with dramatic BPC under tight temporal constraints in large business and government organisations. In an empirical case study, the hierarchical elicitation workshop is developed and trialed. Based on the Software Engineering Institute's Quality Attribute Workshop methodology, a step-by-step process was carried out to elicit and validate the required BPC factors. Engaging internal stakeholder teams to consider implications for BPC with respect to factors such as organisational objectives and strategies, governance, business process architecture and applications, a prioritised list of change actions was systematically elicited and then implemented. The HEW framework and process was successfully applied to elicit BPC factors in this case study, with an immediate and effective implementation of process change. This paper will be of particular interest to researchers of change management and business development.

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Section: Business Process Change Decision Makingmentioning

confidence: 99%

Section: Business Process Change Decision Makingmentioning

confidence: 99%

Section: Business Process Change Decision Makingmentioning

confidence: 99%

See 1 more Smart Citation

Deriving organisational business process change factors using the hierarchical elicitation workshop

Alrabiah¹,

Drew²

2018

IJBPIM

View full text Add to dashboard Cite

show abstract

“…Bound by these temporal constraints, organisations have often failed to execute BPC because of incomplete foundations for the decision-making structure (Gong and Janssen, 2017; Harmon, 2014; Jurisch, 2014; Raghu and Vinze, 2007). Business process change decisions (BPCDs) made under these conditions often result in mediocre quality, sub-optimal BPC implementation and non-compliance with government requirements (Grover and Otim, 2009; Jurisch, 2014). Grover and Otim (2009) argued that reaching optimum decisions involves a systematic and holistic quantification of all BPC factors.…”

Section: Introductionmentioning

confidence: 99%

Formulating optimal business process change decisions using a computational hierarchical change management structure framework

Alrabiah

Drew

2018

JSIT

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Purpose-This paper firstly examines how business process change decisions (BPCDs) were implemented in a government organisation bound by tightly-coupled temporal constraints (TTCs). Secondly, it focuses on how to achieve optimal and efficient BPCDs that require tight compliance with regulators' temporal constraints. Finally, it formulates a rigorous framework that can facilitate the execution of optimal BPCDs with maximum efficiency and minimal effort, time and cost. Design/methodology/approach-Decision making biases by individuals or groups in organisations can impede optimal BPC implementation; to demonstrate this a case study is investigated and the formulated framework is applied to tackle these failings. Research findings-The case study analysis shows 76% of the BPCDs implemented were inefficient, mostly due to poor decisions and these resulted in negative ripple effects. In response, the newly developed hierarchical change management structure (HCMS) framework was employed to empower organisations to execute high velocity BPCDs, enabling them to handle any temporal constraints imposed by regulators or other exogenous factors. The HCMS framework was found to be highly effective, scoring an average improvement of more than 100% when measured using decision quality dimensions. This paper would be of value for business executives and strategic decision-makers engaging with BPC. Research limitations/implications-The HCMS framework has been applied in a single case study as a proof of concept. Future research could extend its application to broader domains that have multi-attribute structures and environments. The evaluation processes of the proposed framework are based on subjective metrics. Causal links from the framework to business process metrics will provide a more complete performance picture. Practical implications-The outcome of this research assists in formulating a systematic BPCD framework that is otherwise unavailable. The practical use of the proposed framework would potentially impact on quality outcomes for organisations. The model is derived from decision trees and analytical hierarchical processes and is tailored to address this problematic area. The proposed HCMS framework would help organisations to execute efficient BPCDs with minimal time, effort and cost. The HCMS framework contributes to the academic literature on BPCD that leverages diverse stakeholders to engage in BPC initiatives. Originality/value-The research presents a novel framework − the hierarchical change management structure − that provides a platform for organisations to easily determine and solve hierarchical decision structure problems, thereby allowing them to efficiently automate and institutionalise optimal BPCDs.

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“…Business process change (BPC) is used to bring about radical, incremental or continuous changes in the working mechanisms of organisations, with the help of IT applications (Hansen, Gann, & Groak, 1998;Jurisch, Cuno, Palka, Wolf, & Krcmar, 2012;Reijers & Mansar, 2005). The task of facilitating effective change can be a challenge for the government sector, not least when it comes to enhancing capabilities by introducing new IT applications to re-engineering processes in its operations (Grover & Otim, 2009;Harmon, 2014;Luo & Alex Tung, 1999;Stemberger & Jaklic, 2007). Some government sector organisations are reluctant to adopt technology in carrying out tasks such as BPC (Pateli & Philippidou, 2011).…”

Section: Introductionmentioning

confidence: 99%

Deriving organisational business process change factors using the hierarchical elicitation workshop

Alrabiah

Drew

2018

IJBPIM

View full text Add to dashboard Cite

show abstract

A Framework for Business Process Change Requirements Analysis

Cited by 3 publications

References 33 publications

Deriving organisational business process change factors using the hierarchical elicitation workshop

Deriving organisational business process change factors using the hierarchical elicitation workshop

Formulating optimal business process change decisions using a computational hierarchical change management structure framework

Deriving organisational business process change factors using the hierarchical elicitation workshop

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