Prioritizing Business Processes Improvement Initiatives: The Seco Tools Case

Ohlsson, Jens; Han, Shengnan; Johannesson, Paul; Carpenhall, Fredrik; Rusu, Lazar

doi:10.1007/978-3-319-07881-6_18

Cited by 16 publications

(10 citation statements)

References 15 publications

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“…Prioritization of BPM is at higher level in the particular public sector organization. Organizations face greater challenge of prioritizing business process because of limited resources and political decisions [14].…”

Section: Research Findingsmentioning

confidence: 99%

The Review of using Unified BPM Cycle for Public Credit Recovery Activites

Perera¹

2020

GJCST

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Business Process Management (BPM) is a combination of Information Technology and management science, which applies to improve business process in order to improve operational excellence and business performances [1] leading to process automation. This review article based is on a case study in application of business governance in public sector organization, which was conducted by Abimael R. Do Nascimento, Roquemar de Lima Baldam, Lourenço Costa and Thalmo de Paiva Coelho Junior in 2018. The article analyzes the implementation of unified BPM in operational activities in a federal public advocacy body with evaluating corporate governance practices of the process. The study used mix method approach to gather data and to analyze them. Findings revealed the requirement of corporate governance practices, prioritizing BMP and auditing process.

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Section: Research Findingsmentioning

confidence: 99%

The Review of using Unified BPM Cycle for Public Credit Recovery Activites

Perera¹

2020

GJCST

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“…In response to this criticism, some researchers investigated how to structure the derivation of improvement ideas, e.g., by compiling process enhancement patterns or redesigning best-practices (Mansar and Reijers 2007;Recker and Rosemann 2014). Other authors investigated how to prioritize process improvement projects, e.g., via process assessment heat maps, adopting approaches from multi-criteria decision analysis (MCDA) (e.g., Analytical Hierarchy Process, AHP), or via decision models that valuate improvement projects in terms of their impact on process performance (Darmani and Hanafizadeh 2013;Linhart et al 2015;Mansar et al 2009;Ohlsson et al 2014). Further, Vanwersch et al (2016) proposed a framework that enables practitioners to generate process improvement ideas on their own.…”

Section: Introductionmentioning

confidence: 99%

How to Exploit the Digitalization Potential of Business Processes

2017

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Process improvement is the most value-adding activity in the business process management (BPM) lifecycle. Despite mature knowledge, many approaches have been criticized to lack guidance on how to put process improvement into practice. Given the variety of emerging digital technologies, organizations not only face a process improvement black box, but also high uncertainty regarding digital technologies. This paper thus proposes a method that supports organizations in exploiting the digitalization potential of their business processes. To achieve this, action design research and situational method engineering were adopted. Two design cycles involving practitioners (i.e., managers and BPM experts) and endusers (i.e., process owners and participants) were conducted. In the first cycle, the method's alpha version was evaluated by interviewing practitioners from five organizations. In the second cycle, the beta version was evaluated via real-world case studies. In this paper, detailed results of one case study, which was conducted at a semiconductor manufacturer, are included. Keywords Business process improvement Á Business process management Á Digital transformation Á Digital technologies Á Situational method engineering Á Action design research

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“…To list some recent examples: Taking a project portfolio perspective, Linhart et al (2015) analyze which projects to implement over time to improve an individual process along established industrialization strategies. Ohlsson et al (2014) help categorize improvement initiatives based on a process assessment heatmap and a process categorization map. Forstner et al (2014) provide a decision framework for determining optimal changes in process capability levels, focusing on a single process and related capability areas.…”

Section: Introductionmentioning

confidence: 99%

Value-based process project portfolio management: integrated planning of BPM capability development and process improvement

Lehnert

Linhart

Röglinger

2016

Bus Res

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Business process management (BPM) is an important area of organizational design and an acknowledged source of corporate performance. Over the last decades, many approaches, methods, and tools have been proposed to discover, design, analyze, enact, and improve individual processes. At the same time, BPM research has been and still is paying ever more attention to BPM itself and the development of organizations’ BPM capability. Little, however, is known about how to develop an organization’s BPM capability and improve individual processes in an integrated manner. To address this research gap, we developed a planning model. This planning model intends to assist organizations in determining which BPM- and process-level projects they should implement in which sequence to maximize their firm value, catering for the projects’ effects on process performance and for interactions among projects. We adopt the design science research (DSR) paradigm and draw from project portfolio selection as well as value-based management as justificatory knowledge. For this reason, we refer to our approach as value-based process project portfolio management. To evaluate the planning model, we validated its design specification by discussing it against theory-backed design objectives and with BPM experts from different organizations. We also compared the planning model with competing artifacts. Having instantiated the planning model as a software prototype, we validated its applicability and usefulness by conducting a case based on real-world data and by challenging the planning model against accepted evaluation criteria from the DSR literature

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Prioritizing Business Processes Improvement Initiatives: The Seco Tools Case

Cited by 16 publications

References 15 publications

The Review of using Unified BPM Cycle for Public Credit Recovery Activites

The Review of using Unified BPM Cycle for Public Credit Recovery Activites

How to Exploit the Digitalization Potential of Business Processes

Value-based process project portfolio management: integrated planning of BPM capability development and process improvement

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