iBPM—Intelligent Business Process Management

Palmer, Nathaniel

doi:10.1016/b978-0-12-799959-3.00016-1

Cited by 5 publications

(4 citation statements)

References 1 publication

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“…A similar approach has been followed to include newer resources, such as IoT devices, into the enterprise resource planning layer to be used in business processes [27]. More recent advancements in the use of services for implementing workflows fall under the umbrella of Intelligent Business Process Management Suite (iBPMS) software [28]. The analysis in Gartner's "Magic Quadrant for Intelligent Business Process Management Suites (iBPMS) 2019" (https://www.gartner.com/en/documents/3899484/, accessed on 22 June 2021) shows offerings that do not provide industry domain capabilities by default.…”

Section: Services For Workflow Managementmentioning

confidence: 99%

Investigation of Microservice-Based Workflow Management Solutions for Industrial Automation

et al. 2023

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In an era ruled by data and information, engineers need new tools to cope with the increased complexity of industrial operations. New architectural models for industry enable open communication environments, where workflows can play a major role in providing flexible and dynamic interactions between systems. Workflows help engineers maintain precise control over their factory equipment and Information Technology (IT) services, from the initial design stages to plant operations. The current application of workflows departs from the classic business workflows that focus on office automation systems in favor of a manufacturing-oriented approach that involves direct interaction with cyber-physical systems (CPSs) on the shop floor. This paper identifies relevant industry-related challenges that hinder the adoption of workflow technology, which are classified within the context of a cohesive workflow lifecycle. The classification compares the various workflow management solutions and systems used to monitor and execute workflows. These solutions have been developed alongside the Eclipse Arrowhead framework, which provides a common infrastructure for designing systems according to the microservice architectural principles. This paper investigates and compares various solutions for workflow management and execution in light of the associated industrial requirements. Further, it compares various microservice-based approaches and their implementation. The objective is to support industrial stakeholders in their decision-making with regard to choosing among workflow management solutions.

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Section: Services For Workflow Managementmentioning

confidence: 99%

Investigation of Microservice-Based Workflow Management Solutions for Industrial Automation

et al. 2023

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“…An iBPMS is a high-productivity application development platform that empowers organizations to change their operating models, processes, and procedures dynamically. These changes are documented as models and directly drive the execution of business operations, allowing business users to make frequent or ad hoc process modifications independently of IT-managed technical assets, such as integration with external systems and security administration (Gartner, 2015).…”

Section: Business Process Management Systemsmentioning

confidence: 99%

“…iBPMS solutions typically encompass advanced capabilities, including enterprise document management, business rules, case management, advanced integration features based on Service-Oriented Architecture (SOA), cloud computing, social collaboration features, and responsive mobile user interfaces (Cheng, 2012). According to Gartner (2015), the iBPMS market comprises vendors offering an integrated set of technologies that coordinate people, machines, and things. These systems enable collaboration between "citizen developers" (usually business analysts and end users) and professional developers to enhance and transform business processes.…”

Section: Business Process Management Systemsmentioning

confidence: 99%

Untitled

2023

SPSUTOM

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Foreword ………………………………………………………………………………….1. Ewa BIEŃ, Bogna KONODYBA-RORAT -Stress management in the work of medical personnelstrategies to counteract its effects ………………………..…...2. Piotr F. BOROWSKI -Strategies of energy companies in the context of a zero-emission economy ………………………………………………………….. 3.Emil BUKŁAHA, Joanna RZEMPAŁA -PMS tools for agile projects …………... 4.Emil BUKŁAHA, Mateusz TRZECIAK -HR controlling in project management selected issues ………………………………………………………………………. 5. Paweł CABAŁA, Magdalena MARCINIAK, Małgorzata MARCHEWKA, Krzysztof WOŹNIAK -Evolution of trends in innovation studies ………………… 6. Mariusz CHUDZICKI -Management of household finances using renewable energy sources ………………………………………………………...………………. 7. Joanna HARTENBERGER-LISZEK -The quality of the transport services provided by the operators of the tri-city public transport ……..……………………… 8. Beata HYSA, Bożena GRABOWSKA -Engagement of public administration employeesan example of the Social Insurance Institution ….……………………… 9. Dominika JAGODA-SOBALAK, Iwona ŁAPUŃKA -Change leader as key to implementing innovation in the organization ….…………………………………... 10. Elżbieta JĘDRYCH, Dariusz KLIMEK -Management objectives and capital equilibrium in municipal companies ………..….……………………………………... 11. Anna KOROMBEL, Olga ŁAWIŃSKA -Expectations of Generation Z representatives towards the features and competencies of their direct supervisors (managers)results of own study ………..….………….……………………………. 12. Magdalena KOTNIS -Effectiveness of social media profiles of public institutions as a factor in building an efficient future communication strategy .………………….. 13. Magdalena KOT-RADOJEWSKA -Job crafting among employees of enterprises in the upper Silesian-Zagłębie Metropolis (GZM) area ………………………………. 14. Krzysztof KRUKOWSKI -Communication issues in the change management process in public organisations …...……..….………………………………………… 15. Olga ŁAWIŃSKA, Anna KOROMBEL -Activity of generation Z on social media as the basis of marketing orientation of enterprisescomparison of Poland and Great Britain ………………………………………………………………………………… 16. Sylwia ŁĘGOWIK-ŚWIĄCIK -Creating the value network and converting the business model of technology companies ……...……..….………….……………. 17. Anna MULARCZYK -Development of renewable energy use in polish industry compared to European countries …...……..….………….……………………………. 18. Mateusz NARAMSKI -The analysis of points assigned to scientific journals in Polish higher education evaluation process, in juxtaposition to the Scopus list of journals in the highest percentiles …...…………….…….………………………… 19. Przemysław NIEWIADOMSKI, Agnieszka STACHOWIAK -A method of assessment of a sustainable productthe concept and its implementation for parts and subassemblies of agricultural transport means …...…….….………….……..…… 20. Marian OLIŃSKI -Adapting donation options to donor expectations: Polish vs. American Nonprofits …...…….….………….……..………………………. 21. Zuzanna OSTRASZEWSKA -"Quo Vadis" capital adequacy?reflections on capital adequacy management in banks according to Basel re...

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“…Processes can be structured and repeatable or unstructured and variable or one-off. Though it is not a condition; however, different enabling technologies go hand in hand and are often used with BPM (Palmer, 2017). There are numerous patterns for Business Process Management (BPM).…”

Section: Business Process Managementmentioning

confidence: 99%

Business process transformation in financial market: A hybrid BPM‐ELECTRE TRI for redesigning a securities company in the Iranian stock market

Mahdiraji

Hafeez

Hajiagha

2020

Knowl Process Manag

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PurposeBusiness Process Management is a systematic way to design, implement and manage business critical processes at different organizational levels to ensure business sustainability. In this paper, we conduct a business process re‐engineering exercise for KBK Securities Co., a small size security company operating in Iranian stock and mercantile market. The company suffered from in‐efficiencies and poor and delayed decision‐making due to poor visibility and complexity with business critical processes.DesignWe employed a semi‐quantitative approach using ELECTRE TRI decision‐making method to identify the business critical processes. Through document analysis, we identified 103 financial and stock market processes to streamlining purposes. We use Multi‐Attribute Utility Theory (MAUT) and ELECTRE TRI methods for first, arriving to a consensus for the imprecise information elicited from a group of departmental managers, and second making a decision‐making to determine the 32 business critical processes out of 103, and third clustering these processes for business process re‐engineering. We make significant contribution in theory by employing a multi criterion decision‐making (MCDM) in the financial sector in the context of a developing economy like Iran.OriginalityWe provide a structured framework along with an off the shelf software tool for practitioners to implement this approach to rationalize the number of processes and subsequently to improve the business critical processes to enhance financial performance in the stock market.FindingsOur findings suggest that company can cut down approximately 68% waste by reducing its business critical processes and spend their available time and resources in growing the business.

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iBPM—Intelligent Business Process Management

Cited by 5 publications

References 1 publication

Investigation of Microservice-Based Workflow Management Solutions for Industrial Automation

Investigation of Microservice-Based Workflow Management Solutions for Industrial Automation

Untitled

Business process transformation in financial market: A hybrid BPM‐ELECTRE TRI for redesigning a securities company in the Iranian stock market

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