The prioritization and categorization method (PCM) process evaluation at Ericsson: a case study

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to demonstrate and evaluate the prioritization and categorization method (PCM), which facilitates the active participation of process stakeholders (managers, owners, customers) in process assessments. Stakeholders evaluate processes in terms of effectiveness, efficiency and relevance against certain contextual business and industry factors. This collective evaluation serves as a foundation for the management decision-making process regarding process improvement and redesign. Design/methodology/approach -The PCM is examined based on a case study at Ericsson. In total, 55 stakeholders, representing different organizational levels and functions, assessed eight core processes. Follow-up interviews and feedback after the evaluation sessions were collected for triangulation purpose. Findings -The PCM helps Ericsson evaluate its processes within business context and industry environments. The results show that, to realize seamless end-to-end processes in the eight assessed processes, Ericsson has to make a greater effort to improve its process structures, governance and culture for fulfilling the needs of future business. Ericsson Steering Group is satisfied with the insights provided and has decided to train more stakeholders to use PCM.Research limitations/implications -This research is based on a single case within a specific organizational setting. The results may not be necessary generalizable to other business and industry settings. Organizations need to configure PCM in consideration of their own processes and business contingencies to explore and fulfil their process improvement purposes. Originality/value -This paper presents a new context-aware, easy-to-use and holistic method for business process management (BPM), the PCM. The method requires the active engagement of stakeholders, it focusses on developing dynamic BPM capabilities and fully embeds organizational contingencies and contextual factors in the decision-making regarding BPM. This paper contributes a novel method to explorative BPM.

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

“…This evaluation, is related to prioritization of business process. It serves as a foundation for the management decision-making process and improvement and redesign [15]. The away from of the jobs and duties of the parties who are associated with the prioritizing business process, accomplished from the recognizable proof of the present situation and its streamlining to ideal situation, and plan of charts, process manuals, operational guidelines and as well as reciprocal archives gave regular comprehension among the group with respect to the execution of these exercises, along these lines diminishing the varieties and vulnerabilities in their execution.…”

Agile business process management

“…However, these papers are removed from the SLR due to the focus on management side of BPM. Additionally, there are studies like Triaa et al (2016), Vykhovanets and Yatsutko (2013), Ohlsson et al (2017), Goldstein et al (2019), Reichert and Dadam (1997) and Cao et al (2009) point to dynamic or adaptive BPM while contributing to the list of agile components. After removing duplications and non-English publications along with reviewing the papers’ titles and abstracts, 30 papers were selected for the SLR.…”

Investigating How Business Process Ambidexterity Facilitates Business-IT Alignment in Public Sector Organizations

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