Survey of business process management: challenges and solutions

Alotaibi, Youseef; Liu, Fei

doi:10.1080/17517575.2016.1161238

Cited by 47 publications

(35 citation statements)

References 169 publications

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“…The lack of a rigorous decision model and process for BPC introduces ambiguity and lack of clarity surrounding determination of requisite business changes (Afflerbach, Bolsinger, & Röglinger, 2016;Amiyo, 2012;Grover & Otim, 2009;Hiatt & Creasey, 2012). In these cases there can be a failure to deal effectively with factors such as limitations in the decision-making authority of those in leadership roles, uncertainty of flow-on effects of decisions on subsequent business processes (Ariouat, Hanachi, Andonoff, & Benaben, 2017), likely relationships between process goals and change decisions (Alotaibi & Liu, 2017;Kavakli & Loucopoulos, 1999;Rausch & Anderson, 2011), and limitations of those decisions (Afflerbach et al, 2016;Habjan, Popovic, & ENGLAND, 2008;Malihi & Aghdasi, 2014;Rinderle, Reichert, & Dadam, 2004).…”

Section: Business Process Change Decision Makingmentioning

confidence: 99%

“…Initial information collected from CMT members that assisted us to construct the workshop includes organisational objectives, structure and governance (Alotaibi & Liu, 2017), vision and mission, strategy, business process architecture, business process to application mapping, organisation performance measurement (OPM) (Huizing, Koster, & Bouman, 1997), and current BPC decision methodology (Kaplan et al, 1991;Paul et al, 2014). In the case study to be described, the initial information helps to depict the Hafiz organisation's BPC processes.…”

Section: Initial Information Elicitation Phasementioning

confidence: 99%

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Deriving organisational business process change factors using the hierarchical elicitation workshop

Alrabiah¹,

Drew²

2018

IJBPIM

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in 2011. He is currently a doctoral researcher at Griffith University in the area of business process change. His current research interests include business process management, business process change, regulatory policy implementation and computational models and governance frameworks. Steve Drew AbstractThe hierarchical elicitation workshop is a new initiative designed and developed to address common shortcomings in business process change initiatives in organisations, particularly those with tight temporal constraints imposed by exogenous bodies. This paper presents a systematic solution to deal with dramatic BPC under tight temporal constraints in large business and government organisations. In an empirical case study, the hierarchical elicitation workshop is developed and trialed. Based on the Software Engineering Institute's Quality Attribute Workshop methodology, a step-by-step process was carried out to elicit and validate the required BPC factors. Engaging internal stakeholder teams to consider implications for BPC with respect to factors such as organisational objectives and strategies, governance, business process architecture and applications, a prioritised list of change actions was systematically elicited and then implemented. The HEW framework and process was successfully applied to elicit BPC factors in this case study, with an immediate and effective implementation of process change. This paper will be of particular interest to researchers of change management and business development.

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Section: Business Process Change Decision Makingmentioning

confidence: 99%

Section: Initial Information Elicitation Phasementioning

confidence: 99%

Deriving organisational business process change factors using the hierarchical elicitation workshop

Alrabiah¹,

Drew²

2018

IJBPIM

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show abstract

“…As a consequence, different methodologies (Dumas et al 2013) and techniques (Graml, Bracht, and Spies 2008; Caron and Vanthienen 2016) for transforming business-oriented process models into executable ones have been developed. Still, this transformation is known to be slow and error prone (Alotaibi and Liu 2017). …”

Section: Introductionmentioning

confidence: 99%

“…Concepts like accountability or consultation, common in the domain of responsibility management, have to be implemented during the transformation from business-oriented process models to executable process models by manually adding activities for them. Furthermore, this has to be done for each activity that involves several responsibilities in all automated business processes in the organisation, which is time-consuming and error-prone as these transformation tasks usually are (Alotaibi and Liu 2017). Moreover, if the responsibilities defined for an activity change, the activities added manually to the process model may also change, which adds additional work that may be significant given the continuous organisational changes (Aldin and de Cesare 2011).…”

Section: Introductionmentioning

confidence: 99%

A template-based approach for responsibility management in executable business processes

Cabanillas

Resinas

Ruiz–Cortés

2017

Enterprise Information Systems

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Process-oriented organisations need to manage the different types of responsibilities their employees may have w.r.t. the activities involved in their business processes. Despite several approaches provide support for responsibility modelling, in current Business Process Management Systems (BPMS) the only responsibility considered at runtime is the one related to performing the work required for activity completion. Others like accountability or consultation must be implemented by manually adding activities in the executable process model, which is time-consuming and error-prone. In this paper, we address this limitation by enabling current BPMS to execute processes in which people with different responsibilities interact to complete the activities. We introduce a metamodel based on Responsibility Assignment Matrices (RAM) to model the responsibility assignment for each activity, and a flexible template-based mechanism that automatically transforms such information into BPMN elements, which can be interpreted and executed by a BPMS. Thus, our approach does not enforce any specific behaviour for the different responsibilities but new templates can be modelled to specify the interaction that best suits the activity requirements. Furthermore, libraries of templates can be created and reused in different processes. We provide a reference implementation and build a library of templates for a well-known set of responsibilities.

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“…O gerenciamento e o controle de processos é necessário a fim de garantir a eficiência da pesquisa clínica (FARRELL; KENYON;SHAKUR, 2010). Nesse contexto, o gerenciamento de processos de negócio (BPM) é relevante para o desenvolvimento das organizações (ROLÓN et al, 2015), pois são estes processos que, de forma sequencial e estruturada, auxiliam uma organização na obtenção de seus objetivos (ALOTAIBI; LIU, 2016). BPM é uma abordagem ampla, na qual os processos são analisados em uma perspectiva ponta a ponta, atravessando as diferentes áreas e até diferentes organizações, considerando toda cadeia de valor envolvida na entrega do produto ou serviço ao cliente final (MADDERN et al, 2014).…”

Section: Contexto Do Estudounclassified

Contribuições da modelagem de processos para o controle financeiro: um guia para aplicação em um Centro de Pesquisa Clínica

Villalba¹

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AGRADECIMENTOSAgradeço primeiramente a Deus, por tudo que me proporcionou.Aos meus pais, Catarina e André, e ao meu irmão, André, por todo conhecimento, incentivo, auxilio, dedicação e força ao longo do mestrado. À Juliana Boscolo, por me acompanhar nas etapas dessa jornada, sendo uma luz guia. Agradeço por todo incentivo, paciência, apoio, carinho e companheirismo.Agradeço à minha orientadora Profa. Dra. Silvia pelo aprendizado, disponibilidade e sugestões ao longo de todo desenvolvimento deste trabalho.Ao grupo de estudo, Emerson, Ronaldo, Ana, Cintia, Luiz e André por todo conhecimento, advindo das discussões dos trabalhos, e dos auxílios para meu estudo. À Profa. Dra. Daisy e Profa. Dra. Janaina pelas valiosas sugestões dadas no Exame de Qualificação desta Dissertação.Aos amigos, em especial Fabio e Vanessa, que estiveram presentes ao longo dessa jornada, pelas trocas de opiniões, incentivos e pelos momentos de lazer. Ao Rafael, Sâmia e Fernanda por todo incentivo.Ao pessoal da UPC, em especial ao Prof. Dr. Eduardo, Gabriela e Crislaine, pelo auxílio, apoio, paciência e por todo conhecimento.Aos funcionários do setor de Pós-Graduação, pela paciência e auxílio.Por fim, agradeço a todos os professores e funcionários da FEA RP/USP, que de forma direta ou indireta, me auxiliaram para que eu tivesse uma boa experiência no mestrado. Palavras-chave: Modelagem de Processos. Controle Financeiro. Avaliação de Processos. Guia de modelagem. ABSTRACT VILLALBA, Leonardo Leon Pires. Contributions to process modeling for financial control: a guide for application in a Clinical Research Center. 2019. 117 f. Dissertation (Master in Business Administration) -School of Economics, Business Administration and Accounting of Ribeirão Preto, University of São Paulo, Ribeirão Preto, 2019.The Clinical Research Centers (CPC) are organizations that conduct studies aiming to develop new medicines, so they are very important for the advancement of health. However, due to their complexity, CPCs face management problems, among which is the difficulty in financial control. Business Process Management (BPM) is an approach that presents a process modeling, which makes the identification of inefficiencies of the process can provide a better proposition and creation of a new model for the reduction of these deficiencies; thus, BPM modeling is promising for the effectiveness of CPCs. The present study aims to provide a guide for the identification of financial control development opportunities for Clinical Research Centers through process modeling. To do so, a case study using a BPMN notation was performed. In the case in question, the difficulties faced by the CPC were analyzed to carry out a financial control, in order to base a proposition of a new model to be evaluated with perceptions of users.The results obtained evidenced that the new process model was more clear, efficient and has potential for aid in the reduction and elimination of the problems related to the financial control of the CPC. The steps performed in the case study were used t...

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Survey of business process management: challenges and solutions

Cited by 47 publications

References 169 publications

Deriving organisational business process change factors using the hierarchical elicitation workshop

Deriving organisational business process change factors using the hierarchical elicitation workshop

A template-based approach for responsibility management in executable business processes

Contribuições da modelagem de processos para o controle financeiro: um guia para aplicação em um Centro de Pesquisa Clínica

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