Agile Business Process Management in Research Projects of Life Sciences

Holzmüller-Laue, Silke; Göde, Bernd

doi:10.1007/978-3-642-24511-4_26

Cited by 7 publications

(3 citation statements)

References 7 publications

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“…Although they do not directly consider agile BPM, they contribute to the agile components of flexibility and leanness. For instance, through various use cases such as agile service networks (Carroll et al , 2010), BPM and service-oriented-architecture integration (Perin de Souza and Rabelo, 2010), inverse workflows (Sauer et al , 2011), agile business process development through knowledge transformation (Bider and Jalali, 2016) and other studies such as Marjanovic (2009), Holzmüller-Laue and Göde (2011), Mevius et al (2013), Rialti et al (2018) and Gong and Janssen (2012), who refer to BPM and agile/agility in their work.…”

Section: Agility In Bpm: a Review Of The Literaturementioning

confidence: 99%

Agile business process management

Badakhshan

Conboy

Grisold

et al. 2019

BPMJ

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Purpose Business Process Management (BPM) is key for successful organisational management. However, BPM techniques are often criticized for their inability to deal with continuous and significant change and uncertainty. Following recent calls to make BPM more agile and flexible towards change, this study presents the results of a systematic literature review (SLR) of agile concepts in BPM. Analysing and synthesising previous works and drawing on agility research in the field of IS, this paper introduces a framework for agile BPM. Integrating different components that define agility in the context of BPM, this framework offers a number of important implications. On the theoretical side, the authors argue that the concept of agile BPM departs in some important ways from traditional BPM research. This, in turn, points to various opportunities for future research. On the practical side, the authors suggest that emerging technologies, such as process mining, embody important features that help organisations to be more responsive to change. The paper aims to discuss these issues. Design/methodology/approach To assess the state of the art of agility in the BPM research, the authors conducted an SLR. More specifically, the authors drew on the approach of vom Brocke et al. (2009, 2015), which consists of five steps: defining the scope of the review; conceptualising the topic; searching for literature; analysing and synthesising literature; and developing a research agenda. Findings This study presents the results of a systematic review of agile concepts in BPM. This study then proposes a resulting research framework that can be used to strengthen the concept of agile BPM and provides an agenda for research in this rapidly growing and increasingly necessary area of BPM. Originality/value In this paper, the authors establish a shared understanding of agile BPM and develop an agile BPM framework that represents the current state as well as implications for research and practice in agile BPM.

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Section: Agility In Bpm: a Review Of The Literaturementioning

confidence: 99%

Agile business process management

Badakhshan

Conboy

Grisold

et al. 2019

BPMJ

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“…Moreover, as many researchers indicate the interactive nature of R&D projects and the necessity to use agile methods (Holzmüller-Laue & Göde, 2011, Dowling, 2014, Table 4 will have to updated systematically during project realisation. At project completion, the evaluators should evaluate whether the outcome obtained corresponds to what was planned, taking into account the uncertainty expressed in the initial Table 4 and in its updates delivered during project realisation.…”

Section: Rmmentioning

confidence: 99%

Research and development projects fuzzy definition in the university context

Kuchta

2019

Proceedings of 6th International Scientific Conference Contemporary Issues in Business, Management and Economics Engineering ‘2

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Purpose – research on R&D projects implemented at universities shows that many researchers feel that the requirements set on R&D project definition in the process of calls for projects brake the innovativeness and the freedom of research. Thus, the objective of the paper is to propose a soft, fuzzy set based method of R&D project definition, which would allow to evaluate projects in the stage of project calls, but at the same time would not act contrary to the research ideas of the most ingenious and innovative researchers. Research methodology – the proposal is based on the results of over 70 structured interviews with R&D project managers from Polish and French universities. The respondents expressed their critical opinion about the required definition of R&D projects in the application stage of most calls, suggested which elements should be improved and in which way. Most of them criticised the required detail level of projects description and emphasized the uncertainty present in their research. Then we propose to model this uncertainty by means of fuzzy sets. Findings – the result of the research presented in the paper is a new way of R&D project definition, based on the fuzzy theory, adjustable to each R&D project type. The new method of project definition will express the actual uncertainty and innovative potential of each R&D project and thus allow a selection of R&D projects which would maximise their contribution to the university and science development. Research limitations – the proposed approach needs to be validated and verified on the basis of a big sample of a real world R&D project, with the participation of a representative sample of researchers. Another limitation is a highly probable resistance against such an approach among the researchers and research funding institutions, as it requires a deep analysis of the planned research and its context. Practical implications – it is proposed that the method will be used by research funding institutions in project calls. This will increase the efficiency of financial resources spent on research, in terms of value-added per one dollar invested in the research. Originality/Value – the proposed method is the first approach to project definition based on fuzzy numbers and one of very few existing approaches to project definition taking uncertainty into account

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“…Thus, in order to fully achieve the benefits of ANSI/ISA-88 implementation, this paper presents an integrative methodology, applicable to the re-design of any generic recipe development process in compliance with the ANSI/ISA-88 standard. The aim is to provide a step-by-step approach to assess the standard compliance and perform a recipe development process re-design, by leveraging process oriented techniques, such as a Business Process Management approach and the Business Process Model Notation 2.0 (BPMN 2.0) [21,22]. Any effective process improvement initiative requires a clear definition of the as-is and to-be scenario, in order to analyse the gaps and identify a proper road map to reach the expected results.…”

Section: Introductionmentioning

confidence: 99%

Recipe Development Process Re-Design with ANSI/ISA-88 Batch Control Standard in the Pharmaceutical Industry

Minicis¹,

Giordano²,

Poli³

et al. 2014

International Journal of Engineering Business Management

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Reducing time-to-market is one of the most challenging tasks that pharmaceutical companies deal with. In this sense, the recipe development process represents one of the most critical phases. Multi-site production companies require an efficient recipe development model, with a robust modular structure, which must be appropriately shared among local laboratories and plants. To this extent, the ANSI/ISA-88 batch manufacturing standard, rising in the context of process control and automation, is rapidly becoming widely used in pharmaceutical companies. This paper presents a step-by-step approach to assessing the compliance to the ANSI/ISA-88 standard along with a BPM-oriented methodology applicable to the redesign of any generic recipe development process. Redesigning a recipe development process is a complex activity and can mask several pitfalls and criticalities. Thus, along with the methodology, some general evidence and suggestions are provided based on the experience of a project carried out in a large multinational pharmaceutical company.

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Agile Business Process Management in Research Projects of Life Sciences

Cited by 7 publications

References 7 publications

Agile business process management

Agile business process management

Research and development projects fuzzy definition in the university context

Recipe Development Process Re-Design with ANSI/ISA-88 Batch Control Standard in the Pharmaceutical Industry

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