Balancing business process with business practice for organizational advantage

Lee, Laurence Lock

doi:10.1108/13673270510582947

Cited by 17 publications

(7 citation statements)

References 21 publications

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“…Lock Lee (2005) presents a methodology that is focused on the design and implementation of software products supporting business processes. This is in line with definition (A) of process management, but with a strong focus on the purpose of identifying opportunities for outsourcing and the use of technology to support business suggested by Lock Lee (2005) and Lindsay et al (2003). There were hardly any methodologies found that support definition (B) of process management as a more holistic manner to manage all aspects of the business and as a valuable perspective to adopt in determining organizational effectiveness.…”

Section: Exploring Process Managementmentioning

confidence: 99%

Section: Approaches and Tools For Process Managementmentioning

confidence: 99%

“…to identify opportunities for outsourcing and the use of technology to support business (Lindsay et al, 2003;Lock Lee, 2005);…”

Section: Definitions Of Process Managementmentioning

confidence: 99%

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Exploring process management: are there any widespread models and definitions?

Palmberg

2009

The TQM Journal

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Purpose -Process management has been around for a long time, but unlike that of many other management trends, the interest in process management has remained high. The starting point for the study was the idea that the lack of well-established conceptual models and definitions of process management play a role in the challenge and difficulty facing organizations when trying to manage their processes on a strategic level. The purpose of the study was to explore whether there really are some existing widespread and common models and definitions for process management in the literature? The aim of this paper is to describe and explore the findings from the study. Design/methodology/approach -A structured literature review is used to identify contemporary models and definitions for process management. Findings -There are several descriptions and definitions of process management presented in the literature, but none that seems to be really widespread and well-established. However, the analysis indicate two different movements: process management for single process improvement; and process management for system management. The results from the literature review are summarized in an aggregated model of existing descriptions of process management. The varying purposes of working with process management demonstrate a diverse need for both movements. Still, the focus of a majority of the identified tools and approaches for process management is to contribute to the more mechanistic movement, the first, of systematically improving single processes. Originality/value -The paper provides a literature review, the identification of two different movements within process management and presents an aggregated model of existing descriptions of process management. Implications of the findings on process management in organizations are discussed and further research suggested.

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Section: Exploring Process Managementmentioning

confidence: 99%

Section: Approaches and Tools For Process Managementmentioning

confidence: 99%

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Exploring process management: are there any widespread models and definitions?

Palmberg

2009

The TQM Journal

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“…Company's products and services must regularly be upgraded to live up to customers' expectation as well as the ability to stand competitors' offering (McAdams & McCormack, 2001).  Opportunity Identification: Ability to organisations to spot out opportunities in the business environment such as deposit money banks are one of the main reasons companies embark on changing or introducing new processes in the organisation (Lindsay, Downs & Lunn, 2003;Lock Lee, 2005).  Improve collective learning: This implies that some organisations adopt new processes for the sole aim of enhancing the knowledge of the employees.…”

Section: Purposes For Process Managementmentioning

confidence: 99%

Untitled

2020

IJO-BS

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Banks worldwide are institutions established to provide several services to the customers, ranging from savings and withdrawal, loans, transfers of funds from one account to another, safekeeping of other valuable, and host of other services they provide. Banks in Nigeria can be traced to the colonial era, whose primary aim was to meet the commercial needs of the colonial masters (Toluwani & Susan, 2013). The Central Bank of Nigeria controls these sets of firms. In the year 1892, African Banking Corporation and British West-Africa was established, which later resulted in the founding of the first bank of Nigeria. After these, 1925 saw to the development of Anglo-Egyptian Bank and National Bank of South Africa that gave birth to Barclays Bank in Nigeria, which is now Union Bank. During the period of 1948, there came the introduction of British and French Bank for Commerce and Industry in the Nigeria context which later resulted to the establishment of United Bank for Africa (Richard, 1965). Those periods witnessed the establishment of the first domestic bank: Industrial and Commercial Bank in 1929, which liquidated one year later and was replaced by Mercantile bank in 1931 (Walter & David, 1954). As time went on in 1949, there was another bank introduced called African Continental Bank that was regarded as the most sustained indigenous bank after the previous liquidation. After these eras, came the proliferation of banks in Nigeria, under the control of Central Bank of Nigeria. Process management is defined as supporting processes using methods, techniques, and software to design, enact, control and analyse operational processes involving humans, organisations, applications, documents, and other sources of information (Ryan, Slephan &Eng, 2009). It is also known to mean the complete and dynamically coordinated set of collaborative and transactional activities that delivers value to customers (Smith & Fingar, 2003). Process management has been in existence for a very long period, and managers use it to best design, create and manage value-driven flows of activities for better organisation positioning (Klaras, 2009). Deposit money banks face stiff rivalry among themselves, and so, they design and redesign the best process to better their fortunes in the industry. They start by adopting new technologies that help facilitate service delivery. They keep seeing process management and re-engineering as a factor never to do without; hence, its relevance to the growth potentials can never be underestimated. There are various definition, meaning and position of different scholars regarding the concept process management (Belmiro et al., 2000; Isaksson, 2006). Accordingly, there are different variation and management level of the construct, and it depends on the organisation and the industry of operation (Ljungber, 2002; Biazzo & Bernardi, 2003; Helstrom & Eriksson, 2007). Furthermore, there are various tools involved in the process management both in literature and in practice and given how resources of an organisation can b...

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“…A new set of tools and standards has been developed in the last decade in order to define these business process models, grouped under the name of Business Process Management (BPM), facilitating enterprises to detail their business practices, understanding these as frequently repeated acts, habit or custom performed to a recognized level of skill (Lock Lee, 2005). BPM standards are able to deal with goals and tasks specification, environmental analysis, design, implementation, enactment, monitoring and evaluation of business processes (Muehlen & Ho, 2006).…”

Section: Introductionmentioning

confidence: 99%

From business process models to hierarchical task network planning domains

González-Ferrer

Fernández-Olivares

Castillo

2013

The Knowledge Engineering Review

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Hierarchical Task Network (HTN) planning paradigm has been widely used during the last decade to model and solve planning and scheduling (P&S) problems, and it has proved to be very useful in the planning and coordination of human tasks. At the same time, Business Process Management (BPM) tools are being increasingly used in the modeling of organizations' business practices and processes, but their life cycle has shown to have some shortages (as the possibility to obtain context-dependent plan instances). In this paper we present a methodology and software framework to translate Business Process Models into HTN P&S domains, in order to cover some of these deficiencies.

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Balancing business process with business practice for organizational advantage

Cited by 17 publications

References 21 publications

Exploring process management: are there any widespread models and definitions?

Exploring process management: are there any widespread models and definitions?

Untitled

From business process models to hierarchical task network planning domains

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