Business Process Management Centre of Excellence as a Source of Knowledge

Bitkowska, Agnieszka

doi:10.3846/bme.2018.2190

Cited by 9 publications

(5 citation statements)

References 35 publications

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“…They worked on a model of efficiency, which is a theoretical benefit in this field of study. Bitkowska (2018) also focused on research of this issue.…”

Section: Human Factor In Bpmmentioning

confidence: 99%

Human factor in business process management: modeling competencies of BPM roles

Hrabal

Tuček

Molnár³

et al. 2020

BPMJ

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PurposeThe study proposes competence models for the roles of process owners, process analysts and industrial engineers based on qualitative research.Design/methodology/approachThe research methodology is a combination of a questionnaire survey and interviewing in Czech companies, which develop the process approach. The proposed competence models can be utilized during business process management (BPM) implementation while appointing process owners, analysts and industrial engineers and their further development.FindingsThis paper emphasizes the role of human factor and presents research results concerning most important BPM roles and their competencies.Research limitations/implicationsThere is lack of research (a research gap) in the field of BPM roles, what they do and what they should do.Practical implicationsA system of competence models is thus a tool for human resource management and should increase the success rate of BPM projects. Another possible utilization is in higher education in business administration.Social implicationsAnother possible utilization is in higher education in business administration.Originality/valueIt proposes competence models for the roles of process owners, process analysts and industrial engineers based on qualitative research.

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“…They worked on a model of efficiency, which is a theoretical benefit in this field of study. Bitkowska (2018) also focused on research of this issue.…”

Section: Human Factor In Bpmmentioning

confidence: 99%

Human factor in business process management: modeling competencies of BPM roles

Hrabal

Tuček

Molnár³

et al. 2020

BPMJ

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“…The exception is enterprises with robotic process automation, which, as part of process and knowledge management, use the latest digital technologies more exploratorily (Dumas et al, 2013(Dumas et al, , 2018Gross et al, 2020;Mendling, Pentland & Recker, 2020;Grisold et al, 2021). These premises encourage the scientific community to advocate for the need to extend the scope of BPM from process and operation control to greater emphasis on exploration and radical innova-tion, including the implementation of information technologies (Benner & Tushman, 2002;Bitkowska, 2018;BPM, 2021b;BPM, 2021a;Helbin & Van Looy, 2021;Zuhaira & Ahmad, 2021;Sitnikov et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

Towards Integration of Business Process Management and Knowledge Management. IT Systems’ Perspective

Bitkowska,

Detyna,

Detyna

2023

Engineering Management in Production and Services

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The processes of globalisation, the ongoing threat of the COVID-19 epidemic, the continuing war in Ukraine, and constantly emerging new technological solutions require organisations to adapt to changes constantly. Meanwhile, implemented business process management (BPM) often fails to integrate processes and knowledge resources. The awareness of the IT systems’ role in management processes is still lacking. These premises influenced the implementation of the main research goal to identify the approach of Polish private and public enterprises and various industries to the BPM integration with knowledge management (MK) in the context of using new information technologies. The presented research results justify the usefulness of building relationships between the process and knowledge resources under dynamically changing conditions using IT systems. The diagnostic survey results confirmed the key importance of developing such BPM and MK elements as evidence-based decisions, strategic goals, measurement systems, databases, digital innovations, and IT use for data processing. The presented material can support managers of various organisation types in decision-making processes by fully understanding the IT systems’ role and potential in process and knowledge management. Also, the article’s implications are a source of guidelines, helping organisations to implement management systems based on modern technologies. The value of the publication is a wide range of respondents: 107 large, medium, small, and micro-enterprises operating in Poland. The article’s research results also concern economic activities such as production, logistics, transport, banking, insurance, IT, telecommunications/ media, public administration, healthcare/pharmaceuticals, consulting, energy, and construction.

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“…Así también, Dumas et al (2018) sostiene que las personas son un componente clave en la construcción de un modelo de gestión por procesos, debido a que deben reflejar la comprensión de cómo realizan su trabajo. Es por ello que, al incorporar un pensamiento más amplio dentro del contexto de la gestión por procesos y nuevos esquemas de categorización de procesos, hace que el BPM se aleje del supuesto enfoque en ser de pensamiento único, muy difundido en décadas pasada (Wieland et al, 2007;Rosemann et al, 2008;van der Aalst y Dustdar, 2012, vom Brocke et al, 2016 se citado en Zelt et al, 2019) Actualmente el BPM es considerado como una disciplina administrativa que se apoya en un conjunto de tecnologías y también la ciencia de coordinar y supervisar la realización del trabajo en una organización (Dumas et al, 2018); con el propósito de aprovechar las oportunidades de mejora para alcanzar resultados consistentes (Association of Business Process Management Professionals International [ABPMP], 2019) al elevar la eficiencia y eficacia de los procesos que se implementan en las organizaciones (Bitkowska, 2018).…”

Section: Introductionunclassified

Transformación digital: propuesta metodológica para la automatización de procesos desde el enfoque del BPM

Campoverde

Valencia

2022

RCUI

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Hoy en día las organizaciones y de modo similar, las instituciones de educación superior, se enfrentan a diversos retos; entre los que se encuentra el de tener un modelo de gestión dinámico, flexible y sobre todo innovador. En consecuencia, se concibe de vital importancia la mejora y automatización de procesos bajo una metodología que genere mayores casos de éxito. Por lo tanto, este documento tiene el objetivo de presentar una propuesta metodológica desde el enfoque de la gestión de procesos de negocio (BPM por sus siglas en inglés), que se adapte a cualquier transformación digital que involucre la automatización de procesos de organizaciones de diferente tipología, tamaño y sector económico. Con la intención de comprobar la metodología se procedió a someter a una automatización a un proceso de una institución de educación superior del Ecuador. Los resultados mostraron que se logró una gestión eficiente, eficaz, dinámica, flexible y sobre todo innovadora al usar un BPMS; esto se debió a que se redujeron y en ciertos casos, se eliminaron los sobre-proceso, reprocesos, esfuerzos duplicados, el tiempo de espera y los desperdicios.

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Business Process Management Centre of Excellence as a Source of Knowledge

Cited by 9 publications

References 35 publications

Human factor in business process management: modeling competencies of BPM roles

Human factor in business process management: modeling competencies of BPM roles

Towards Integration of Business Process Management and Knowledge Management. IT Systems’ Perspective

Transformación digital: propuesta metodológica para la automatización de procesos desde el enfoque del BPM

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