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.
Business Process Management (BPM) has become one of the most widely used approaches for the design of modern organizational and information systems. The conscious treatment of business processes as significant corporate assets has facilitated substantial improvements in organizational performance but is also used to ensure the conformance of corporate activities. This Handbook presents in two volumes the contemporary body of knowledge as articulated by the world' s leading BPM thought leaders. This first volume focuses on arriving at a sound definition of BPM approaches and examines BPM methods and process-aware information systems. As such, it provides guidance for the integration of BPM into corporate methodologies and information systems. Each chapter has been contributed by leading international experts. Selected case studies complement their views and lead to a summary of BPM expertise that is unique in its coverage of the most critical success factors of BPM. The second edition of this handbook has been significantly revised and extended. Each chapter has been updated to reflect the most current developments. This includes in particular new technologies such as in-memory data and process management, social media and networks. A further focus of this revised and extended edition is on the actual deployment of the proposed theoretical concepts. This volume includes a number of entire new chapters from some of the world's leading experts in the domain of BPM.
Business Process Management (BPM) has become one of the most widely used approaches for the design of modern organizational and information systems. The conscious treatment of business processes as significant corporate assets has facilitated substantial improvements in organizational performance but is also used to ensure the conformance of corporate activities. This Handbook presents in two volumes the contemporary body of knowledge as articulated by the world's leading BPM thought leaders. This second volume focuses on the managerial and organizational challenges of BPM such as strategic and cultural alignment, governance and the education of BPM stakeholders. As such, this book provides concepts and methodologies for the integration of BPM. Each chapter has been contributed by leading international experts. Selected case studies complement their views and lead to a summary of BPM expertise that is unique in its coverage of the most critical success factors of BPM. The second edition of this handbook has been significantly revised and extended. Each chapter has been updated to reflect the most current developments. This includes in particular new technologies such as in-memory data and process management, social media and networks. A further focus of this revised and extended edition is on the actual deployment of the proposed theoretical concepts. This volume includes a number of entire new chapters from some of the world's leading experts in the domain of BPM.
I have found that the word process can have a very polarizing effect on people. There are those who like to follow a process and feel lost when one is not clearly defined for them, and there are those who feel unreasonably bound by the process, and generally dislike having to conform to it. I have found very few people in the middle.
Digital Transformation with Business Process Management: BPM Transformation and Real-World Execution
BPM is essential to a company's survival in today's hyper-speed business environment. The goal of Digital Transformation is to help empower enterprises to compete at the highest level in any marketplace. This book provides compelling award-winning case studies contributed by those who have been through the full BPM experience. The case studies describe the processes involved to generate successful ROIs and competitive advantages. Digital transformation describes the changes associated with the application of digital technology in all aspects of human society. These world-renowned authors and leading edge case studies will help you understand the meaning and impact of Digital Transformation and how you can leverage that transformation using BPM you already have. Learn how to extend that into core processes that run the business and thus engage more meaningfully with your customers. The authors discuss the impact of emerging technologies, the mandate for greater transparency and how the ongoing aftershocks of globalization have collectively impacted predictability within the business enterprise.
Collaborative Business Process Management - A Literature-based Analysis of Methods for Supporting Model Understandability
Due to the growing amount of cooperative business scenarios, collaborative Business Process Management (cBPM) has emerged. The increased number of stakeholders with minor expertise in process modeling leads to a high relevance of model understandability in cBPM contexts. Despite extensive works in the research fields of cBPM and model understandability in BPM, there is no analysis and comprehensive overview of methods supporting process model understandability in cBPM scenarios. To address this research gap, this paper presents the results of a literature review. The paper identifies concepts for supporting model understandability in BPM, provides an overview of methods implementing these concepts, and discusses the methods’ applicability in cBPM. The four concepts process model transformation, process model visualization, process model description, and modeling support are introduced. Subsequently, 69 methods are classified and discussed in the context of cBPM. Results contribute to revealing existing academic voids and can guide practitioners in cBPM scenarios.
Jens Ohlsson (doctoral dissertation): Process prioritisation is an ill-structured and complex problem that remains a mystery phase in business process management (BPM) research. More explorative approaches are called upon to tackle process management problems, to facilitate process innovation and to design new processes in dynamic environments. This dissertation aims (i) to design and evaluate a Prioritisation and Categorisation Method (PCM) for addressing process prioritisation problems; and (ii) to explore process innovation by disruptive technologies.
Jan vom Brocke, Sarah Zelt, and Theresa Schmiedel: In this note, we want to make the point that BPM needs to consider the context of a BPM initiative much more than is currently being done. The management of processes in organizations has moved from managing production processes to managing administrative processes, and today there is a need (and a chance) to move beyond incremental improvement of processes towards their complete innovation, particularly through digital technology. The methods used for process management, however, have not followed these developments, and they are essentially the same ones that were developed twenty years ago to streamline operational processes. We find that this causes two important problems: (1) the failure of BPM projects, as methods are used that do not fit the relevant context, and (2) the organizational renunciation of BPM in order to avoid such failure. However, we also find that BPM could successfully meet a variety of contemporary challenges. But in order to leverage this potential, BPM needs to be more sensitive towards the relevant context of its application. For this purpose, we recently developed a contextual framework to help identify and discuss relevant contextual factors and to develop skills and methods that are context-sensitive. It is referred to as the BPM Context Framework. We will introduce the BPM Context Framework in this note and show how it can be applied in BPM practice. The context factors of the BPM Context Framework can be enhanced through additional factors, and we invite everybody to engage in this discussion to help BPM become more context-sensitive and to increase the efficiency and effectiveness of BPM practices.
Weitten by Claus Jensen, IBM chief architect, this Redbook publication explains how to combine business process management (BPM) and Enterprise Architecture (EA) for better business outcomes. This book provides a unique synergistic approach to BPM and EA, based on a firm understanding of the life cycles of the enterprise and the establishment of appropriate collaboration and governance processes. When carried out together, BPM provides the business context, understanding, and metrics, and EA provides the discipline to translate business vision and strategy into architectural change. Both are needed for sustainable continuous improvement. This book provides thought leadership and direction on the topic of BPM and EA synergies. Although technical in nature, it is not a typical IBM Redbooks publication. The book provides guidance and direction on how to collaborate effectively across tribal boundaries rather than technical details about IBM software products. The primary audience for this book is leaders and architects who need to understand how to effectively combine BPM and EA to drive, as a key differentiator, continuous improvement and transformational change with enterprise scope.
Yogish Pai: One of the best practices for Enterprise Architecture teams to redo the enterprise road map on a periodic basis. It is typically reviewed and updated during the yearly budgeting cycle and my preference is to perform this activity every 18 months. The best practices (and the traditional approach) is to first document the as-is, next develop the target or future state (architecture) and finally develop a short term (6 months), mid term (12 months) and long term (18 months) road map. Preferable an actionable road map that ties back to the business initiatives.
Sarbanes-Oxley Compliance Journal: MEGA International will extend its current support for the established Business Process Modeling Notation (BPMN) standard and incorporate the latest version in its MEGA Modeling Suite of business process and enterprise architecture modeling tools. Company executive Antoine Lonjon has played a leading, active role in the BPMN project, an Object Management Group (OMG) initiative. In December 2007, the OMG reached an important milestone in the standardization of process modeling. Along with the BPMN standard, the OMGâ€™s task force on the BPDM Business Process Definition Metamodel (BPDM) project released a complete language that defines the semantics of process models. Business process modeling now has a robust foundation based on a standardized graphical notation and a common language that bridges the gaps between dozens of existing business process modeling languages, tools, platforms, and methodologies. The initiative also provides an XML schema to ensure standard interchanges between the various business process modeling tools on the market.
Bruce Silver in BPMS Watch, 30 January, 2008. The BPMN specification presents lots of technical definitions and rules, but it does not teach you how to create process models that are effective in their primary mission - maximizing shared understanding of the as-is or to-be process. To do process modeling effectively, you need to go beyond the spec and learn a basic methodology, best practices, and specific diagram patterns to use in common situations. Thatâ€™s what we teach in our Process Modeling with BPMN course, available online at BPMEssentials.com in public classes at BPM Institute events. To illustrate the point, here are ten tips for effective modeling in BPMN.
The Role of Event Processing in Modern Business. In eBizQ, 30 July 2007. By Dr. K. Mani Chandy, Simon Ramo Professor of Computer Science, California Institute of Technology and Roy Schulte, Vice President and Distinguished Analyst, Gartner, Inc. Almost everyone wants to have an adaptive enterprise, a company that runs faster and smarter because it has "situational awareness," can "sense-and-respond" to opportunities and threats, and can "track-and-trace" items as they go through their life cycles. What do these three capabilities have in common? They are all achieved through event processing.
Wikipedia: Business process interoperability (BPI) is a state that exists when a business process can meet a specific objective automatically utilizing essential human labor only. Typically, BPI is present when a process conforms to standards that enable it to achieve its objective regardless of ownership, location, make, version or design of the computer systems used. The main attraction of BPI is that a business process can start and finish at any point worldwide regardless of the types of hardware and software required to automate it. Because of its capacity to offload human "mind" labor, BPI is considered by many as the final stage in the evolution of business computing. BPI's twin criteria of specific objective and essential human labor are both subjective.
Learn advanced BPEL concepts and best practices for development, deployment, and administration from the architects implementing them in real-world applications.
Rapid Behavior Change through an intense personal and group learning experience. Our immersion development is not only team building, but also person building and talent building. This level of development is not for everyone.
BPMN consists of one diagram - called the Business Process Diagram (BPD). The BPMN Business Process Diagram has been designed to be easy to use and understand, but also provides the ability to model complex business processes.
This article by Antoine Lonjon, MEGA International is about the many approaches using process modeling, including BPR, BPM, ABC, and BAM. And then there are standards like XPDL, BPML, and BPEL which are process modeling languages that are dedicated to process execution. And UML, BPMN, BPDM and of course ISO 9000.