Business Process Management

Abstract. In the private sector business process management is a common and well-established practice. In the public administration in Europe, this does not hold true to the same degree. However, currently we observe some considerable challenges. Important keywords such as eGovernment, networking, interoperability, compliance and governance and their relation to the administration processes are getting increasing focus.

Lean Six Sigma Improve Phase Tollgate Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Improve Phase Tollgate Templates include the most common tools used in the Improve Phase. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the Improve Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Business Process Management (BPM) system helps organizations to measure their processes and optimize their resources. Implementing an Information System is costly and the success of the implementation depends on choice of the appropriate BPM system. This raises the necessity to evaluate the BPM system comprehensively from different perspectives. In this study an evaluation framework is designed to provide a flexible and comprehensive evaluation of a BPM system. The approach makes use of ISO Standards to measure the technical criteria and considers marketing criteria as well. Next a Decision Support System (DSS) is developed and is illustrated by evaluating and comparing two different BPM systems.

A framework for business process management facilitates the implementation, management and improvement of process-based organisations. In order to do so, organisations require new capabilities such as change roadmaps, knowledge management and balanced performance measures.

This paper presents a Business Process Maturity Model (BPMM) for measuring and improving business process competence. The BPMM comprises maturity levels that are associated with the scope of influence of process areas, the capability of monitoring and controlling processes and the influence on process improvement It is based on the principle that any business process essentially consists of activities belonging to four categories; Input, Mechanism, Control, and Output. While constructing our BPMM, we aligned it with the terms, maturity levels, and some elements of Key Process Areas (KPAs) of CMM/CMMI, IS12207, and IS15288. We incorporated the results of the existing researches on Process Maturity Model (PMM) and Process Management Maturity Model (PMMM) and conducted a survey on a group of companies that are actively pursuing Business Process Management (BPM).

Managers come and go, but real leaders of innovation are rare and their tenures in any given role may be short, either because they are in high demand or because senior executives don't really understand how to leverage change agents to achieve their business objectives. Robotics Process Automation (RPA) is one of those disruptive technologies that presents leaders with an opportunity to adapt, change and achieve marked results. But how ready are leaders to embrace the transformation that RPA portends. Assessing RPA Readiness Before embarking on the RPA journey, leaders should ask themselves a few core questions relating to their current and desired states of operation, their existing talent pool and other resources, and the senior executive's willingness to truly sponsor the combination of human and virtual labor. Questions might include the following:  How significant are the competitive and operational related threats and opportunities in the eyes of senior management driving the need for RPA?  How would the shift to combining human and virtual labor reshape the core value propositions for accuracy, efficiency, cost reduction, customer service and profitability?  How disruptive will RPA really be and what are the varying perceptions of IT, compliance, risk management, and business unit leaders regarding its implementation?  How should skill requirements and work processes change to fully realize the potential benefits of RPA? The answers to these questions can help business unit and shared-services leaders build the business case for RPA transformation and can inform their sponsors, stakeholders and critics regarding the longer-term strategy, planning, and resource decisions that RPA will require. As great as the opportunities are for RPA, our practical application of the technology in banks, insurance companies, health care and manufacturing suggests that most companies do not do a great job of socializing RPA adequately among constituent stakeholders before launching their RPA initiatives. Companies seeking to make such a transition face constraints relating to process and work flow, talent development, robotics operating models, RPA governance, IT operational alignment and technology requirements. There may be concerns about integrating legacy systems with RPA technologies, the impact of robotics on PII, SOX, SCC, FRB, FSB, OCC, HIPPA, GAP and other compliance and reporting requirements. There is also a shortage of the talent and skills required to undertake RPA transformation programs, as well as conflicting strategic priorities within leadership teams. Furthermore, while the focus of RPA has been on improving process efficiency, accuracy and transaction speed, there exist equally valuable

Actualmente las organizaciones que buscan permanecer en el futuro, deben hacer planeación estratégica en virtud de los cambio es que ocurren y lo vertiginoso de los mismos, es así que todas las organizaciones, llámense empresas privadas o públicas, instituciones paraestatales, organizaciones de la sociedad civil, centros educativos o fundaciones eclesiásticas, así como los tres órdenes de gobierno requieren de planear su porvenir en el corto, mediano y largo plazo, así como de aprovechar su trayectoria histórica y su legado cultural.

This Paper explores and summarises the Director's Duties of the UK Companies Act 2006 with emphasis on "the duty to promote the success of the company.

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A necessidade de eliminar desperdícios em áreas administrativas amplifica-se à medida que aumenta a competitividade nos setores, pressionando assim a redução de custos e despesas fixas. Neste contexto, além de mostrarem-se relevantes para as operações diretas, os conceitos e ferramentas Lean também ganham importância no escritório e em áreas de apoio. Apesar disto, os métodos disponíveis para a utilização do Lean em áreas administrativas carecem de integração com técnicas consolidadas pela literatura em Gerenciamento de Processos de Negócio. Frente a necessidade das organizações em eliminar desperdícios, e às lacunas identificadas na literatura existente sobre Lean Office, o presente artigo apresenta a proposição de um método para a implantação do Lean em áreas administrativas, incorporando o uso de técnicas de Gerenciamento de Processos. Além disto, este trabalho apresenta a aplicação do método no Sindicato das Indústrias Metalúrgica, Mecânica e de Material Elétrico e Eletrônico de São Leopoldo-SINDIMETAL. Para este objetivo, o trabalho revisa os conceitos Lean e de Gerenciamento de Processos de Negócio, utilizando como método de pesquisa a Design Science Research. Por fim são discutidas implicações a partir destas proposições bem como perspectivas para o desenvolvimento do Lean como alternativa para melhoria em operações administrativas.

Abstract. The paper introduces the problem of process intentionality as a basic condition for fulfilling the contents of the idea of processorientation in process models. Consequently it discusses the role of the business process modeling methodology in achieving the substantial effects of the idea of processoriented management. In   this   context   it   introduces   the   concept   of   business   process patterns as   a   part   of   the  Methodology   for  Business   Process  Analysis   and Management (MMABP)  and explains their important role in the methodology. Different conceptions and meanings of the popular concept of BP Patterns are discussed before   the   specific  meaning   of   this   concept   in   the  MMABP   is explained. The basic BP Pattern is described and explained in detail together with connected principles and features of the MMABP with  the help of the Business Process Metamodel. Specific respect is paid to the role of BP Patterns as an expression and expla...

Organizations seek competitive advantage through innovations in their products, services, management models, or even in their organizational processes. By innovating in process management, organizations gain in dynamism, adding value to the product or service, in addition to making these processes more reliable, making it possible to increase the innovation capacity of their organizational processes. Based on this premise, this article sought, through an integrative literature review, to identify how organizations innovate in the management of their organizational processes. The results showed that most organizations use process innovation incrementally, that is, they develop improvements in existing processes, or add processes that optimize existing ones. The aversion to disruptive innovation in processes may be related to the greater risk associated with it, or, in the case of less structured organizations, the difficulty in obtaining information that enables a reliable decision to change or exclude their processes.

Zastosowanie podejścia procesowego w zarządzaniu publicznymi szkołami wyższymi – wyzwania teorii i praktyki StreSZcZenie. Wyzwaniem dla szkoły wyższej w XXI wieku stają się: jakość usług oraz skuteczność, efektywność i elastyczność działania. W odpowiedzi na nie szkoły dokonują restrukturyzacji syste-mów zarządzania, wdrażając nowoczesne koncepcje i metody oparte na podejściu procesowym, takie jak: TQM, w tym EFQM, ISO 9001, Lean Management, Six Sigma, reengineering, benchmarking, outsourcing, centra usług wspólnych. Celem artykułu jest prezentacja dotychczasowego dorobku teoretycznego oraz praktycznego z zakresu problematyki wykorzystania koncepcji i metod zarzą-dzania opartych na podejściu procesowym w zarządzaniu szkołami wyższymi. Artykuł jest oparty na analizie literatury przedmiotu oraz badaniach własnych w zakresie wdrażania podejścia proceso-wego w szkołach wyższych. Efektem jest wskazanie na podstawowe kwestie podejmowane w bada-niach, przesłanki i bariery oraz luki badawcze w tym obszarze. Słowa klucZowe: podejście procesowe, szkoły wyższe, New Public Management, good governance wstęp W sytuacji ograniczenia funduszy publicznych, rosnącej konkurencji, wprowadza-nia do zarządzania publicznego orientacji rynkowej oraz wymogu transparentności oczekuje się, że system zarządzania uczelnią będzie spełniał postulaty skuteczności, efektywności, elastyczności oraz jakości. Przydatność tradycyjnych zbiurokratyzo-wanych funkcjonalnych struktur zarządzania wyczerpuje się i dezaktualizuje, gdyż coraz bardziej komplikują i wydłużają one realizację działań oraz całościową opty-malizację organizacji (Grajewski 2012: 20), obniżając jej skuteczność, efektywność, elastyczność oraz zdolność do tworzenia wartości. Uniwersytety w coraz większym stopniu są traktowane jako organizacje sektora publicznego, a w coraz mniejszym stopniu jako tradycyjne, historycznie wyjątkowe instytucje akademickie (Kwiek

Globalization, as a term which refers to the processes of international integration, has brought along a number of business and technological challenges. Supply chain applications are at the forefront of discussions that center on globalization. But ultimately, corresponding transactions are captured in the back office; and that means core ERP must be able to deal with issues such as currency exchange, multi-site and multi-company transfer of inventory, consolidation, localization, and translation. Enterprise Resource Planning (ERP) is a mission-critical component of any globalization strategy. Enterprises aiming to compete in the global marketplace need to be able to comply with international financial and legal requirements – they must be able to think globally but at the same time act (and comply) locally. Enterprises cannot focus on gaining competitive advantage if they struggle to integrate their own international operations. Internal operations must be integrated before intero...

In this paper different approaches and key aspects of modeling of business processes, architecture and reference models of business processes and organizations have been analyzed and the results of the research and authors’ approach to the modeling of business processes in the digital economy has been presented.

The monograph describes the organic basis, the phenomena of lexical reflection and the logistics of the formation of new entities in business on the general theoretical positions of the development of activities in transition economies. Using the principles of the market economy and on the tools of political economy, the monograph clarifies the interaction functions, the genesis and the structural-analytical model communication of movement, which arises in business and approximates the reproduction complex to the post-industrial economy. Based on the logistics of stratification and structuration, the monograph develops classification signs and situational provisions of filling business with quality, a conceptual principle of accelerating the transition of relations into business, and a method of forming the sphere of service business.
The monograph is intended for researchers, teachers and professionals who are engaged in the processes of the formation of the organic structure of activity, in the development of the entrepreneurial function of a human and in the management of business processes in a non-equilibrium changing economic space.

Saienko V. Relationship processes in business : monograph / V. Saienko. – Opole : Publishing house of the Academy of management and administration in Opole, 2019. – 160 p. ISBN 978-83-62683-55-0

Saienko, V. (2019). Relationship processes in business : monograph. Publishing house of the Academy of management and administration in Opole, Opole. ISBN 978-83-62683-55-0

Saienko V.: Relationship processes in business: monograph. Publishing house of the Academy of management and administration in Opole, Opole 2019, 160 p. ISBN 978-83-62683-55-0

In the past couple of centuries, humankind has achieved a significant improvement in the quality of life of the world's population, in large due to important advancements in the automation of wealthgenerating activities. Business Process Management (BPM) studies concepts, methods, techniques, and tools that support and improve the way business processes are designed, performed, and analyzed in organizations, including workflow automation and control of business processes and decision-making practices. Artificial Intelligence (AI), in turn, strives to automate natural intelligence exhibited by humans, including the perception of the environment, taken decisions and actions, and learning and problem-solving. In this keynote, the discussion investigates how results in BPM inform and improve solutions to the problems addressed in AI, and vice versa. To exemplify potential synergies of the two fields, the keynote presents two concrete projects in the intersection of BPM and AI that Dr. Polyvyanyy works on together with his colleagues and Ph.D. students, namely applying the ideas from Process Mining, the subarea of BPM, to tackle the problems of Robotic Process Automation [1] and Goal Recognition [2] studied in AI. The screencast of the keynote is publicly available. 1

In order to test the moderating role of corporate strategy and industry environment in the effect of liquidity on investment for Portuguese manufacturing firms, we developed a multiple linear regression model for panel data. It is a static model with three types of variables: financial; strategic/environmental; and interactive. The estimated model was validated through the Breusch-Pagan/Cook-Weisberg and Wald Modified tests (heteroscedasticity tests), Lagrange Multiplier (industry random effects test, using the two-digit National Classification of Economic Activities), Hausman robust test (fixed effects model vs. random effects model test) and likelihood-ratio test (joint effect of industry and time test). The statistical processing of the data revealed that a company’s strategy (diversification and innovation) and the industry environment (growth) moderate the effect of liquidity on investment, which can be explained by the effect of these factors on the cost of asymmetric informat...

In this paper, the authors contrast complex thinking and reductionism in organizational transformation processes, focusing on enterprise resource planning (ERP) systems. ERP has been promoted as a management panacea, and has resulted in immense investments by companies around the globe. Not surprisingly, many implementations fail to match expectations. For those dealing with organizational change, the ERP phenomenon may sound uncomfortably familiar: change theorists and practitioners have witnessed the coming and going of management panaceas for quite some time. This study presents an exploratory survey of 28 implementation experiences and discusses reductionism in the realm of ERP implementations. It is argued that by applying complex thinking we may open new avenues to explain these processes.

Bayangkan suatu saat Anda menjabat sebagai pimpinan DJKN. Pada suatu rapat terbatas dengan Menteri Keuangan, Anda mendadak ditanya nilai aset BMN yang dimanfaatkan saat ini, saldo Piutang Negara PSBDT, dan nilai dividen saham BUMN Persero 5 tahun terakhir. Berapa lama waktu yang Anda perlukan untuk menjawab pertanyaan tersebut? Dua jam? Satu jam? Apakah Anda harus menelepon satu-persatu Direktur terkait atau harus memeriksa laporan rinci mengenai masing-masing poin yang ditanyakan? Percayakah Anda bahwa pertanyaan semacam itu dapat dijawab dalam hitungan detik?

Kondisi manajemen data di DJKN saat ini memang masih perlu ditingkatkan. Mayoritas raw data diunggah dari unit operasional melalui pelaporan, itu pun pihak pengelola data memiliki preferensinya masing-masing terkait sumber data dan tata kelolanya. Pengolahan data primer menjadi data sekunder dan summarized data pun cenderung masih paper-based atau dilakukan secara manual sehingga dualisme sumber data maupun kesalahan penyajiannya dalam beberapa kasus masih terjadi. Efek domino dari situasi ini adalah terganggunya proses monitoring akibat minimnya realtime data, rumitnya proses untuk menyajikan data untuk level pimpinan, dispute dalam pengambilan data dari berbagai sumber, dan minimnya data historis untuk pengambilan keputusan serta perencanaan strategis.

Dalam menghadapi kompleksnya situasi ini, opsi yang dapat diambil adalah mengembangkan Decision Support System (DSS) yang salah satu turunannya adalah Executive Information System (EIS). EIS diartikan sebagai sistem yang memberikan akses langsung terhadap informasi yang relevan dan penting bagi pimpinan.

Hazır Giyim Marka ve Üreticilerinin "Hızlı Moda Stratejilerini" tanımlama ve "Yapısal Dönüşümü" gerçekleştirmeleri yolculuğuna katkı sağlamak amacıyla ekteki yazımı ilgililerle paylaşıyorum.

Hazır Giyim sektöründe Hızlı Moda Stratejisini;

Tüketici beklentilerini (Farklı ürün ve doğru zamanda) önceleyen Pazar Odaklı stratejiyle, ulaşılabilir fiyat ve yüksek kalite beklentilerini karşılayan Ürün Odaklı stratejinin hibrit olarak birlikte uygulanmasını, Hızlı Moda markalarını başarıya ulaştıracak stratejik yaklaşım olarak tanımlıyoruz.

This work is an operational analysis of an initiative of low cost and sustainable housing called EcoLar. In it contains listed the activities previously and afterwards the improvement of processes, tools and materials. EcoLar is a social startup that builds sustainable houses for low income families that live in improvised housing. The company was created in 2014 inside the Mangalo Group, in Sao Paulo. A case of operations management was studied and diagrammed so that people and organizations could build low cost and sustainable housing over the country. Empowering professionals and organizations might reduce significantly the housing deficit in Brazil, and the community of social builders can improve its processes and materials, reducing costs and environmental footprints while building more houses for those who need. After the new operational management EcoLar could reduce its building time from three days to ten hours. The environmental impact was positively maximized with the new materials. More families were endowed and more volunteers were able to help. The building cost reduced as the building time reduced. The planning and productivity are not only good for a company, but also to impact families with low cost and sustainable housing.

The importance and benefits of Business Process Management (BPM) for organizations are nowadays broadly recognized, as not only the business area but also the information technology one are embracing and adopting the paradigm. The implementation of business processes as services helps in reducing the gap between these two areas, easing the communication and understanding of business needs. Although there is a general agreement on the benefits of the joint application of these two paradigms, some issues still need to be addressed; being a key one the automatic generation of services from business process models. In this article, we present MINERVA framework which applies Model Driven Development (MDD) and Service Oriented Computing (SOC) paradigms to business processes for the continuous business process improvement in organizations, supporting the different stages defined in the business process life cycle from modeling to evaluation of its execution.

"Diabetic treatments consider information related to both diabetes and several complications. To cure diabetes, it requires not only contextual data but also sequential data representing medical treatments that have been given. This paper proposes a novel method for giving recommendation in cases of diabetic treatment. The method combines ontology and process mining. Ontology has an important role for matching contextual data of a patient with that of other healthy patients, while process mining is used for conforming medical record of the patient to process model of healthy patients. The method yields three main benefits: (i) to retrieve a similar information about the patient; (ii) to get similar process model of healthy patients; and (iii) to give sequential diabetic treatments."

Business process reengineering efforts suffer from low success rates, due in part to a lack of tools for managing the change process. The Matrix of Change can help managers identify critical interactions among processes. In particular, this tool helps managers deal with issues such as how quickly change should proceed, the order in which changes should take place, whether to start at a new site, and whether the proposed systems are stable and coherent. When applied at a medical products manufacturer, the Matrix of Change provided unique ...

Root cause analysis is perhaps the most widely used tool in healthcare risk management, but does it actually lead to successful risk control? Are there categories of risk control that are more likely to be effective? And do healthcare risk managers have the tools they need to support the risk control process? This systematic review examines how the healthcare sector translates risk analysis to risk control action plans and examines how to do better. It suggests that the hierarchy of risk controls should inform risk control action planning and that new tools should be developed to improve the risk control process.

The research activity outlined in this thesis is devoted to define a general approach, a concrete architecture and a prototype Process Management System (PMS) for the automated adaptation of dynamic processes at run-time, on the basis of a declarative specification of process tasks and relying on well-established reasoning about actions and planning techniques. The purpose is to demonstrate that the combination of procedural and imperative models with declarative elements, along with the exploitation of techniques from the field of artificial intelligence (AI), such as Situation Calculus, IndiGolog and automated planning, can increase the ability of existing PMSs of supporting dynamic processes. To this end, a prototype PMS named SmartPM, which is specifically tailored for supporting collaborative work of process participants during pervasive scenarios, has been developed. The adaptation mechanism deployed on SmartPM is based on execution monitoring for detecting failures at run-time, which does not require the definition of the adaptation strategy in the process itself (as most of the current approaches do), and on automatic planning techniques for the synthesis of the recovery procedure.

Collaborative business models among enterprises require defining collaborative business processes. Enterprises implement B2B collaborations to execute these processes. In B2B collaborations the integration and interoperability of processes and systems of the enterprises are required to support the execution of collaborative processes. From a collaborative process model, which describes the global view of the enterprise interactions, each enterprise must define the interface process that represents the role it performs in the collaborative process in order to implement the process in a Business Process Management System. Hence, in this work we propose a method for the automatic generation of the interface process model of each enterprise from a collaborative process model. This method is based on a Model-Driven Architecture to transform collaborative process models into interface process models. By applying this method, interface processes are guaranteed to be interoperable and defined according to a collaborative process.

Purpose Enterprise systems integration (ESI) is necessary for today’s business environment to access real-time data and quickly respond to fluctuating market demand. business process change (BPC) as a significant prerequisite of ESI encompasses various challenges that must be tackled by employing success factors, techniques and approaches. The purpose of this paper is to focus on BPC challenges and develop a conceptual framework for addressing BPC challenges in ESI. Design/methodology/approach BPC challenges and their success factors were first identified through a literature analysis. Then, the findings from the literature were thematically analysed and qualitatively validated through 35 unstructured interviews for developing the conceptual framework. Findings The findings from the literature suggested 17 BPC challenge along with their success factors. During the validation process, 15 BPC challenges were accepted by all interviewees, while most of the respondents disagreed with th...