Extension of the BPM lifecycle to promote the maintainability of BPMN models

Ayech, Hajer Ben Haj; Ghannouchi, Sonia Ayachi; Amor, Emna Ammar El Hadj

doi:10.1016/j.procs.2021.01.239

Cited by 9 publications

(6 citation statements)

References 9 publications

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“…Therefore, the phase of “Monitor” to “Analyze” as included in the life-cycle models of BPM suggested by Szelągowski (2018) and “Monitor” to “Modify” that mentioned by Ayech et al . (2021) can be integrated in one step called “Control” which included in three different life-cycles of Vargas et al .…”

Section: Resultsmentioning

confidence: 99%

“…Therefore, the phase of "Monitor" to "Analyze" as included in the life-cycle models of BPM suggested by Szela ˛gowski (2018) and "Monitor" to "Modify" that mentioned by Ayech et al (2021) can be integrated in one step called "Control" which included in three different life-cycles of Vargas et al (2021), Satyal et al (2019) and Malinova and Mendling (2018), but to take quick actions required to modify temporal errors or analyze and diagnose the root causes of frequent problems and find the appropriate solution and prepare an action plan. In the hotel sector, the "control" stage depends on the type of error and then this stage includes two administrative actions depending on the nature of the detected operating problems and performance deficiencies.…”

Section: Bpm Methodology In Hotel Industrymentioning

confidence: 99%

“…Therefore, we proposed the following: P1. Applying the principles of BPM philosophy in hotel industry is still limited and there is a need to be re-evaluated compared to WFM BPM methodology in hotel industry BPM is conceived as a set of interrelated activities which orderly organized and performed in incremental phases or steps in an effort to effectively actualize business objectives and avoid operational problems (Ayech et al, 2021;Tsakalidis et al, 2019;Jeston and Nelis, 2008;Dumas et al, 2013). The process-based approach as reported by Opitz et al (2014) and Carmignani (2008) first requires identifying the processes required to produce a product and/or deliver service and defining the interactions of such processes and then applying a methodological approach principle to their management.…”

Section: Bpm In Hotel Industrymentioning

confidence: 99%

“…BPM is conceived as a set of interrelated activities which orderly organized and performed in incremental phases or steps in an effort to effectively actualize business objectives and avoid operational problems (Ayech et al ., 2021; Tsakalidis et al. , 2019; Jeston and Nelis, 2008; Dumas et al ., 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

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Identifying characterizations of BPM methodology in hotel industry: evidence from listed hotel companies in Egypt

Moussa,

Sayed,

Allam

2023

BPMJ

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PurposeThe purpose of this study is to identify the characterizations of business process management (BPM) methodology in hotel industry through an aggregate processing of the core cyclesteps (CCCs) of the highly-cited BPM life-cycle models in the literature aiming to highlight the major issues of the current methodological approach of BPM in hotels when to put the notion of service process into practice.Design/methodology/approachThe paper identifies and examines the most popular BPM life-cycles models in the literature and locates 15 life-cycles that are highly cited. The paper then focuses on applying the theory on nine listed hotel companies in Egypt using a questionnaire in the form of a semi-structured interview technique.FindingsThe CCSs of BPM life-cycle model applied in hotels revealed a gap between BPM theory and practice in this sector. Utilizing this model of BPM life-cycle, the paper focuses on describing several of the main problems or pitfalls found in the methodological approach of BPM in hotels, which brings the essence of the whole operation management problems.Practical implicationsIn light of these findings, the paper discusses the practical implications and focuses on recommendations on how to properly improve the methodological approach of BPM in hotels in order to get better business results.Originality/valueThe paper bridges the gap between BPM theory and practice and suggests recommendations that will assist hotel companies to eliminate the problems of poor process management (PM). There are also future research recommendations to enhance the knowledge of BPM theory in the service sector.

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Section: Resultsmentioning

confidence: 99%

Section: Bpm Methodology In Hotel Industrymentioning

confidence: 99%

Section: Bpm In Hotel Industrymentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Identifying characterizations of BPM methodology in hotel industry: evidence from listed hotel companies in Egypt

Moussa,

Sayed,

Allam

2023

BPMJ

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“…Although the BPM method is considered important to improve process performance, there are unsuccessful applications about the culture factor and the difficulty of finding faults, especially when they occur in computerized systems, since BPM does not provide a broad view., as it depends on the knowledge of the people involved in the mapping and their view of the activities carried out (Schulte, Janiesch, Weber, Hoenischa, 2015;Ayecha, Ghannouchi, Amor, 2021).…”

Section: Introductionmentioning

confidence: 99%

Hybrid architecture to support the intelligent mapping and redesign of organizational processes

Romero,

Gatto,

Evangelista

et al. 2024

CLIUM

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The objective of this article was to develop and apply a Hybrid Architecture (HA) based on Business Process Management (BPM), Enterprise Architecture (EA) with TOGAF and Process Mining (PM) to support the intelligent mapping and redesign of organizational processes. The experiments were carried out in four phases: company selection, data selection, computational experiments and comparison of results. The comparison of the results showed that with the application of AH the mapping time was reduced by 60%, the number of people involved by 50% and a 20% reduction in the return time to the customer. The number of activities mapped with AH increased from 19 to 27, that is, 42% more than in the traditional method. It was concluded that AH contributed intelligence, agility and discovery of knowledge not perceptible with other methods to support intelligent mapping and redesign of organizational processes.

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