Mejora de la monitorización y ejecución de procesos de negocio con integración y socialización

Bazán, Patricia; Garro, Jose Martinez; Giandini, Roxana Silvia; Díaz, Javier

doi:10.1109/clei.2015.7360015

Cited by 3 publications

(3 citation statements)

References 12 publications

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“…On the other hand, in [3] a proposed prototype is presented to include functional characteristics for a BPMS, and it shows how to consider new traces of execution, as well as the advantages of enriching the collaboration and participation of the actors. In [4] a requirements specification is made for a prototype of a process management tool that incorporates aspects of distributed software to enrich the traces of execution and incorporate social characteristics into its management. It also raises the benefits of traces by socializing workflows primarily in complex, unstructured processes.…”

Section: State Of Artmentioning

confidence: 99%

BPM and Socialization Tools Integrated to Improve Acquisition and Management of Information During Design and Execution of business processes

Mennuto

Belahonia

Bazán

2021

JCS&T

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The use of BPM (Business Process Management) has matured over the years, reaching high levels of acceptance and utilization. Despite this, there are still points that BPM does not fully resolve. One of the main limitations of the use of BPM is the lack of a complete acquisition of valuable information during the design stage, taking place in contexts where communication between the stakeholders is not appropriate and it is not possible to fully collect essential data. At the execution stage, the participation of users has not been studied in depth to record detected problems or indicate improvements in business processes. The emergence and development of Web 2.0 opened a way to solve these problems. This work proposes to base how the socialization tools can solve current problems in BPM through a theoretical analysis added to the practical development of a socialization tool integrated to a BPMS (Business Process Management System).

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Section: State Of Artmentioning

confidence: 99%

BPM and Socialization Tools Integrated to Improve Acquisition and Management of Information During Design and Execution of business processes

Mennuto

Belahonia

Bazán

2021

JCS&T

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“…La mejora resulta un paso decisivo dado que no solo contribuye a la búsqueda de la eficiencia del sistema, sino que también a implementar los sistemas de gestión o todas aquellas tendencias modernas asociadas a la gestión por procesos, a saber: normas ISO [37], integración de sistemas, puntos críticos de control, análisis de riesgos [38], benchmarking, modelo EFQM, CMI, etcétera; así como, para el logro de la efectividad con el uso de herramientas como la innovación, la gestión del conocimiento, la gestión por competencias, la implantación de la responsabilidad social, entre otras. Algunos pasos generales recomendados resultan: ✓ Detectar oportunidades de mejora.…”

Section: Fase Iv: Mejora Del Procesounclassified

Procedimiento para la gestión por procesos: métodos y herramientas de apoyo

León

Rivera

Nariño

et al. 2019

Ingeniare. Rev. chil. ing.

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La investigación propone un procedimiento para la mejora de procesos que centra su objetivo en lograr el enfoque al cliente, el alineamiento estratégico y la mejora continua. La propuesta es el resultado del estudio y análisis estadístico de más de 80 procedimientos de mejora encontrados en la literatura, su aplicación parcial por más de 10 años en, al menos, 40 empresas de manufactura y servicio y la inserción de un conjunto de herramientas estadísticas y criterios de decisión que ayudan a su fundamentación científica, a la vez que a la reducción del tiempo de su aplicación. Por otra parte, se logra una exhaustiva representación de los procesos que contribuye a la implementación e integración de los sistemas de gestión asociados a las Normas ISO. Palabras clave: Procedimiento de mejora, mejora de procesos, alineamiento.

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“…In knowledge-intensive processes – like those in software development, communication campaigns, and service co-creation; there is a need to consider important details of the process execution context (e.g. executing a task depending on a dynamic list of priorities or assigning the execution of a task to different actors depending on the geographical location of the actor), which hinders the integration of unpredicted activities and forces the continuation of workflows outside the main running process (Bazan et al , 2015).…”

Section: Introductionmentioning

confidence: 99%

Social business process management

Bazán

Estévez

2019

BPMJ

Self Cite

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Purpose The purpose of this paper is to assess the state of the art of social business process management (Social BPM), explaining applied approaches, existing tools and challenges and to propose a research agenda for encouraging further development of the area. Design/methodology/approach The methodology comprises a qualitative analysis using secondary data. The approach relies on searches of scientific papers conducted in well-known databases, identifying research work related to Social BPM solutions and those contributing with social characteristics to BPM. Based on the identified papers, the authors selected the most relevant and the latest publications, and categorized their contributions and findings based on open and selective coding. In total, the analysis is based on 51 papers that were selected and analyzed in depth. Findings Main results show that there are several studies investigating modeling approaches for socializing process activities and for capturing implicit knowledge possessed and used by process actors, enabling to add some kind of flexibility to business processes. However, despite the proven interest in the area, there are not yet adequate tools providing effective solutions for Social BPM. Based on our findings, the authors propose a research agenda comprising three main lines: contributions of social software (SS) to Social BPM, Social BPM as a mechanism for adding flexibility to and for discovering new business processes and Social BPM for enhancing business processes with the use of new technologies. The authors also identify relevant problems for each line. Practical implications Some SS tools, like wikis, enable managing social aspects in executing business processes and can be used to coordinate simple business processes. Despite they are commonly used, they are not yet mature tools supporting Social BPM and more efficient tools are yet to appear. The lack of tools preclude organizations from benefitting from implicit knowledge owned by and shared among business process actors, which could contribute to better-informed decisions related to organizational processes. In addition, more research is needed for considering Social BPM as an approach for organizations to benefit from the adoption of new technologies in their business processes. Originality/value The paper assesses the state of the art in Social BPM, an incipient area in research and practice. The area can be defined as the intersection of two bigger areas highly relevant for organizations; on the one hand, the management and execution of business processes; and on the other hand, the use of social software, including social media tools, for leveraging on implicit knowledge shared by business process actors to improving efficiency of business processes.

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Mejora de la monitorización y ejecución de procesos de negocio con integración y socialización

Cited by 3 publications

References 12 publications

BPM and Socialization Tools Integrated to Improve Acquisition and Management of Information During Design and Execution of business processes

BPM and Socialization Tools Integrated to Improve Acquisition and Management of Information During Design and Execution of business processes

Procedimiento para la gestión por procesos: métodos y herramientas de apoyo

Social business process management

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