Ana Carolina Scanavachi Moreira Campos, Ana Paula Costa, Adiel Almeida, Daniela Calabria, A Multicriteria Model for Strategic Implementation of Business Process Management

1. Ana Carolina S. M. Campos1, Ana Paula C. S. Costa 1, Adiel T. de Almeida1, Daniela G. Calabria2
1Department of Management Engineering, Federal University of Pernambuco,
2São Francisco Hidro Electric Company (Eletrobras Chesf),
Recife, Brazil

2.  Many organizations are adopting BPM
practices:
 Enhance their performance;
 Reduce costs;
Create a competitive advantage!!!
 Many processes within an organization:
difficult task to apply BPM concepts to all of
them;

3.  Solution: list of critical processes (those that
most urgently need to be improved and
monitored)
 Advantages:
 plan the implementation of BPM within his
business unit;
 implement BPM strategically;
 manage his efforts and resources
effectively .

4.  Problem: how to apply BPM concepts to all of
business processes although organization's
resources (money, time, and people) are scarce
and limited?
 Propose of this paper: a model based on
Multicriteria Decision Aid to help managers in his
task of prioritizing business processes;
 Model: classify business processes into classes of
strategic implementation of BPM and thus
indicates which processes to tackle first;

5.  MCDA aims to support decision makers
during a decision process;
 Tools to deal with multiple and conflicting
objectives that occur frequently in most real-
decision situations;

6.  Advantages of use MCDA in this problem:
 several criteria related to the objectives that it
wishes to attain by implementing BPM within a
business unit to be taken into account
simultaneously;
 this methodology can resolve conflicts among
criteria;
 a solution is proposed takes the decision maker's
preference structure into account.

7.  Multicriteria method: ELECTRE TRI-B
Why?
 Tackles a sorting problem;
 Outranking method (non-compensatory method):
classify business processes based on their
performance in all the criteria, and thus it avoids
compensation among criteria;
 Not difficult to define the boundaries of classes for
this problem;

8.  Allocates a set of alternatives (ai) to
predefined ordered class by using outranking
relations;
 Each class is limited by
reference profiles (Irk);
 Irk - determined by decision
maker;

9.  1º -> builds outranking relations S between
each ai and Irk;
 2º -> explores these relations in order to
allocate each alternative to a particular class;
 The ELECTRE TRI-B method has 2 assignment
procedures: pessimistic and optimistic;
 Pessimistic procedure is more demanding ->
use it when it is desirable to be cautious.

10. A) Identify and B) List the objectives that the
define all business organization wishes to attain
processes by implementing BPM
C) Evaluate Presence of an analyst is
business suggested: help the manager
processes structure the problem and
quantify his preferences
D) Apply multicriteria
method
F) Strategic
E) Classification of planning for
business processes implementing
BPM

11.  The model was applied in the Information
Technology Department of the São Francisco
Hidro Electric Company (Eletrobras Chesf);
 Eletrobras Chesf is responsible for
generating, transmitting and selling
electricity in the Northeast of Brazil;
 Decision maker: manager responsible for
applying the management concepts of
business processes in the IT department;

12.  A) Processes: 37 business process;
 B) Objectives: 8;
 The objectives that it wishes to attain by
implementing BPM were established and well
understood by the manager and the criteria for
evaluating the IT business processes were
defined based on those objectives.

13.  Objectives: 8
A) Directly supports achieving the company’s
strategic objectives;
B) Meets external requirements (e.g. compliance with
legal requirements, regulatory agencies, SOX,
certifications such as ISO, OSHAS, adherence to
market best practices/ITIL, COBIT);
C) Incorporation of new technologies;
D) Reduces business costs;
E) Information security;
F) Customer contact;
G) Criticality of automation;
H) Efficiency for the company's business.

14.  C) IT business processes evaluation against the
criteria;
 D) Apply the multicriteria method:
 Analyst elicited the manager’s preferences in
order to define the parameters.;
 The pessimistic procedure was used;
 3 classes;
 E,F) Established for each class a different BPM
implementation strategy:

15. Class Description Implementation Strategy of BPM
Implementing the BPM initiative in the
processes allocated to this class in the short
The business
Immediate processes allocated to
term. Investing effort and resources in business
processes allocated to this class in order to
implementation this class urgently
improve their performance in terms of quality,
need to be improved
of BPM costs, flexibility and time. These processes are
and monitored.
the priority ones.
Implementing the BPM initiative in the
The business processes allocated to this class in the medium
Medium-term processes allocated to term. Investing some effort and resources in
implementation this class need to be business processes allocated to this class in
improved and order to improve their efficiency and
of BPM
monitored. effectiveness.
There is no urgency Implementing the BPM initiative in the
Long-term as to improving and processes allocated to this class in the long-
implementation monitoring the term. Improving the performance of business
business processes processes allocated to this class to the extent
of BPM
allocated to this class. possible. However, they are not priority ones.

16. Immediate • Processes:
implementation of 1;2;4;5;7;8;9;12;15;16;18;22;24;27;31
BPM ;34;35;36;37
Medium-term • Processes:
implementation of 3;6;13;14;17;19;20;21;23;26;28;29;30
BPM ;32;33
Long-term
implementation of • Processes:10;11;25
BPM
 The manager should apply the BPM concepts, and consequently
focus her efforts and resources on the business processes allocated
to the class of “Immediate implementation of BPM”.

17.  The model is very helpful:
 deal with many criteria simultaneously;
 resolve conflicts among criteria;
 consider and compare several business processes
in the same decision-making process.
 Major advantages:
 provide a simple and straightforward way of
assessing business processes;
 serves as a support to managers when making
decisions;
 enable manager to evaluate a business process
using both qualitative and quantitative measures.

18.  Main disadvantage:
◦ all business process within an organization, or
within a division of an organization which intends
to apply BPM, have to be identified and described.
This is a large and complex task!
◦ the ELECTRE TRI-B multicriteria method requires
the manager to establish some parameters.
 Hence, we suggest the presence of an analyst
in order to help the manager structure the
problem and elicit his/her preferences.

19.  Investigations related to the use of this model
by a group of managers need to be carried
out in future studies.

20. Thank you for your attention!
Acknowledgments
This study work received financial support from
CNPq* and CAPES** for which the authors are
grateful.
*Brazilian National Research Council
**Brazilian Government Agency that supports Higher Education
Personnel seeking to enhance their academic qualifications