Business Process Management (BPM) is considered as a management approach that primarily focuses on analyzing and continuously improving business processes. It has been a key strategy adapted by organizations to manage their businesses successfully along with information technology. In the past few decades BPM has been one of the promising research areas. This paper adds knowledge to the existing research by answering following questions: (1) what is the status of BPM research domain? And (2) what are the possible future research directions on BPM? A thematic review was conducted focusing a series of literature on BPM which have been published between 2001 and 2020. The findings highlight that the integration of BPM into new digital innovations, such as process mining, is essential for an effective and efficient organization. More research on BPM and IT management needs to be conducted to support this integration between BPM and digital innovations.
Evaluating phase level for critical success factors of BPM-system implementat...IJMER
International Journal of Modern Engineering Research (IJMER) is Peer reviewed, online Journal. It serves as an international archival forum of scholarly research related to engineering and science education.
ASSESSING THE ORGANIZATIONAL READINESS FOR IMPLEMENTING BI SYSTEMSijitcs
Implementation of business intelligence systems (BIS) is very complex and requires a lot of resources and
time. Business intelligence (BI) is a difficult concept and has a multi-tier architecture. The metadata causes
the complexity of the BI. That is why a BI readiness model is required. The frequency of BI maturity
models, such as the data warehousing (TDW), has been provided, but there are few frameworks for
measuring the readiness. Moreover, readiness frameworks often provide a general model for all
organizations. Hence, the objective of this study was to examine whether the factors affecting the
organizational readiness for BI implementation in all organizations are identical. For this purpose, based
on a comprehensive literature review, four factors of culture, people, strategy, and management were
extracted as the most important factors affecting the readiness and implementation of BI, and they were
studied in three educational, commerce, and IT organizations. Based on the findings, different factors
affect various organizations, and using a general model should not be advised.
Companies’ perception toward manufacturing execution systems IJECEIAES
The use of information systems in manufacturing sector is very crucial to reach a high level of operational excellence and improve companies’ competitiveness. The use of such systems will definitely increase in the upcoming years, considering the digitalization strategies. Manufacturing execution systems gained a lot of attention in recent years due to showcased benefits in production management operations. Companies that adopted such systems witnessed an increase in process efficiency and enhancements with regards to cost savings and products quality. This paper seeks to analyze what makes the usage of manufacturing execution systems successful among manufacturing companies. We analyzed how the integration capabilities of such systems with other business applications and the company profile impact their usage and consequently the perceived benefits. A case study was conducted with 51 manufacturing companies and data were analyzed using partial least square structural equation modeling technique. The results confirmed the positive and significant impact of the company profile and solution integration capabilities on system usage. In addition, a ranking of solution modules importance for companies was also provided.
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
IT solutions that supports the whole Strategic planning workflow, from defining Mission, Vision, SWOT analyses, Strategic objectives, action plans, KPI's, strategic monitoring through Strategic maps, Dashboards, with great Analyses possibilities through OLAP and excel, can be used for Balanced scorecard, TQM, 20 keys and other performance methodologies. More on www.tomasdse.com.Please EMAIL me on igor.matjasic@tomasdse.com , if you would like some more information about this solution.
Currently, most companies or organizations can select a number of methodologies to improve their business processes, which include Six Sigma, Lean Thinking, Lean Six Sigma, Business Process Reengineering, Total Quality Management, Kaizen and Poka-Yoka. However, selecting an appropriate methodology has to be guided by the organization’s objectives. In this respect, the BPR is one of the best methodologies that can help organizations to ensure the continuity of their businesses so they will remain relevant for a long time.
Evaluating phase level for critical success factors of BPM-system implementat...IJMER
International Journal of Modern Engineering Research (IJMER) is Peer reviewed, online Journal. It serves as an international archival forum of scholarly research related to engineering and science education.
ASSESSING THE ORGANIZATIONAL READINESS FOR IMPLEMENTING BI SYSTEMSijitcs
Implementation of business intelligence systems (BIS) is very complex and requires a lot of resources and
time. Business intelligence (BI) is a difficult concept and has a multi-tier architecture. The metadata causes
the complexity of the BI. That is why a BI readiness model is required. The frequency of BI maturity
models, such as the data warehousing (TDW), has been provided, but there are few frameworks for
measuring the readiness. Moreover, readiness frameworks often provide a general model for all
organizations. Hence, the objective of this study was to examine whether the factors affecting the
organizational readiness for BI implementation in all organizations are identical. For this purpose, based
on a comprehensive literature review, four factors of culture, people, strategy, and management were
extracted as the most important factors affecting the readiness and implementation of BI, and they were
studied in three educational, commerce, and IT organizations. Based on the findings, different factors
affect various organizations, and using a general model should not be advised.
Companies’ perception toward manufacturing execution systems IJECEIAES
The use of information systems in manufacturing sector is very crucial to reach a high level of operational excellence and improve companies’ competitiveness. The use of such systems will definitely increase in the upcoming years, considering the digitalization strategies. Manufacturing execution systems gained a lot of attention in recent years due to showcased benefits in production management operations. Companies that adopted such systems witnessed an increase in process efficiency and enhancements with regards to cost savings and products quality. This paper seeks to analyze what makes the usage of manufacturing execution systems successful among manufacturing companies. We analyzed how the integration capabilities of such systems with other business applications and the company profile impact their usage and consequently the perceived benefits. A case study was conducted with 51 manufacturing companies and data were analyzed using partial least square structural equation modeling technique. The results confirmed the positive and significant impact of the company profile and solution integration capabilities on system usage. In addition, a ranking of solution modules importance for companies was also provided.
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERINGcseij
It has been a constant human desire to be dissatisfied with the status quo as there is always need to
improve upon the way business is being done. As a result, Business process reengineering is introduced
into organization in order to overcome these challenges of inefficiencies and high running cost. A lot of
problems were encountered during the process of reengineering programmes. One of many factors that are
identified as the possible reason for the failures in most business process reengineering is the lack of giving
much emphasis on the knowledge available within the environment in which the business process is taking
place. In this paper therefore we propose a methodology that addresses this issue through the use
knowledge source map and formal organizational ontology. The organization and business process are
model together to provides most efficient way of utilizing the knowledge in the organization in the event of
business process reengineering.
IT solutions that supports the whole Strategic planning workflow, from defining Mission, Vision, SWOT analyses, Strategic objectives, action plans, KPI's, strategic monitoring through Strategic maps, Dashboards, with great Analyses possibilities through OLAP and excel, can be used for Balanced scorecard, TQM, 20 keys and other performance methodologies. More on www.tomasdse.com.Please EMAIL me on igor.matjasic@tomasdse.com , if you would like some more information about this solution.
Currently, most companies or organizations can select a number of methodologies to improve their business processes, which include Six Sigma, Lean Thinking, Lean Six Sigma, Business Process Reengineering, Total Quality Management, Kaizen and Poka-Yoka. However, selecting an appropriate methodology has to be guided by the organization’s objectives. In this respect, the BPR is one of the best methodologies that can help organizations to ensure the continuity of their businesses so they will remain relevant for a long time.
CHANGE MANAGEMENT: IMPLEMENTATION AND BENEFITS OF THE CHANGE CONTROL IN THE I...ijait
In the competitive environment, companies have given increasing importance to the IT sector and the
resources it delivers as strategic. As a result, IT becomes a living being within the company. This sector is
being subject to continuous changes in this scenario. These changes can occur within the own IT sector or
whether IT to other sectors of the company. For both scenarios, it is important to have a good change
control to avoid unnecessary trouble and expense. This paper aims to show through a case study, the
benefits and results obtained with the implementation of a process of managing and controlling changes in
the information technology environment of a large government company in Brazil.
CRITICAL SUCCESS FACTORS FOR IMPLEMENTING AN ERP SYSTEM WITHIN UNIVERSITY CON...IJMIT JOURNAL
Nowadays, Information Technology (IT) plays an important role in efficiency and effectiveness of the
organizational performance. As an IT application, Enterprise Resource Planning (ERP) systems is
considered one of the most important IT applications because it enables the organizations to connect and
interact with its administrative units in order to manage data and organize internal procedures. Many
institutions use ERP systems, most notably Higher Education Institutions (HEIs). However, many projects
fail or exceed scheduling and budget constraints; the rate of failure in HEIs sector is higher than in other
sectors. With HEIs’ recent movement to implement ERP systems and the lack of research studies examining
successful implementation in HEIs, this paper provides a critical literature review with a special focus on
Saudi Arabia. Further, it defines Critical Success Factors (CSFs) contributing to the success of ERP
implementation in HEIs. This paper is part of a larger research effort aiming to provide guidelines and
useful findings that help HEIs to manage the challenges for ERP systems and define CSFs that will help
practitioners to implement them in the Saudi context.
The Role of Balanced Scorecard for Measuring Competitive Advantage of Contain...inventionjournals
The Balanced Scorecard (BSC) is a valuable management system which is used for different companies to elucidate and translate their strategies into execution; nevertheless the BSC has not been planned for container terminals and ports users' satisfaction in a great extent. This article addresses the issue of deploying BSC as an accepted management tool for measuring competitive advantage of ports users with a focus on container terminals. Use of balanced scorecard helps port and terminal managers to understand better strategic vision as well as their own contribution to implementation of strategic goals. The BSC can be used by the companies which are responsible for handling container terminals operation in order to achieve value, controlling core competencies, satisfying the terminal's users or customers and offering bonus to the terminal's shareholders
Critical Success Factors for Implementing an ERP System within University Con...IJMIT JOURNAL
Nowadays, Information Technology (IT) plays an important role in efficiency and effectiveness of the organizational performance. As an IT application, Enterprise Resource Planning (ERP) systems is considered one of the most important IT applications because it enables the organizations to connect and interact with its administrative units in order to manage data and organize internal procedures. Many institutions use ERP systems, most notably Higher Education Institutions (HEIs). However, many projects fail or exceed scheduling and budget constraints; the rate of failure in HEIs sector is higher than in other sectors. With HEIs’ recent movement to implement ERP systems and the lack of research studies examining successful implementation in HEIs, this paper provides a critical literature review with a special focus on Saudi Arabia. Further, it defines Critical Success Factors (CSFs) contributing to the success of ERP implementation in HEIs. This paper is part of a larger research effort aiming to provide guidelines and useful findings that help HEIs to manage the challenges for ERP systems and define CSFs that will help practitioners to implement them in the Saudi context.
This research proposes a maturity model that focuses on providing organizations a holistic view of the alignment between BPM/SOA in their current situation and in relation to their desired state. As such, it supports the organization in evolving towards BPM/SOA alignment, striving for a truly agile and flexible business-driven service-oriented enterprise that is highly responsive to the market dynamics in collaboration with their partners, customers and stakeholders within the ecosystem.
Integrated Project Management Measures in CMMIijcsit
Project management is quite important to execute projects effectively and efficiently. Project management
is vital to projects success. The main challenge of project management is to achieve all project goals,
taking into consideration time, scope, budget constraints, and quality. This paper will identify general
measures for the two specific goals and its ten specific practices of Integrated Project management Process
Area in Capability Maturity Model Integration (CMMI). CMMI is a framework for improvement and
assessment of computer information systems. The method we used to define the measures is to apply the
Goal Questions Metrics (GQM) paradigm to the two specific goals and its ten specific practices of
Integrated Project management Process Area in CMMI.
Diagramming Change to Better Inform Business Process RenovationCognizant
To gain the full benefits of business process management, banks must apply a business process model and notation-driven approach that identifies organization-wide process re-engineering and change management issues before they undermine project success.
Management Assignment Help | by Onlineassignment.NetOnline
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Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
Engineering Research Publication
Best International Journals, High Impact Journals,
International Journal of Engineering & Technical Research
ISSN : 2321-0869 (O) 2454-4698 (P)
www.erpublication.org
CHANGE MANAGEMENT: IMPLEMENTATION AND BENEFITS OF THE CHANGE CONTROL IN THE I...ijait
In the competitive environment, companies have given increasing importance to the IT sector and the
resources it delivers as strategic. As a result, IT becomes a living being within the company. This sector is
being subject to continuous changes in this scenario. These changes can occur within the own IT sector or
whether IT to other sectors of the company. For both scenarios, it is important to have a good change
control to avoid unnecessary trouble and expense. This paper aims to show through a case study, the
benefits and results obtained with the implementation of a process of managing and controlling changes in
the information technology environment of a large government company in Brazil.
CRITICAL SUCCESS FACTORS FOR IMPLEMENTING AN ERP SYSTEM WITHIN UNIVERSITY CON...IJMIT JOURNAL
Nowadays, Information Technology (IT) plays an important role in efficiency and effectiveness of the
organizational performance. As an IT application, Enterprise Resource Planning (ERP) systems is
considered one of the most important IT applications because it enables the organizations to connect and
interact with its administrative units in order to manage data and organize internal procedures. Many
institutions use ERP systems, most notably Higher Education Institutions (HEIs). However, many projects
fail or exceed scheduling and budget constraints; the rate of failure in HEIs sector is higher than in other
sectors. With HEIs’ recent movement to implement ERP systems and the lack of research studies examining
successful implementation in HEIs, this paper provides a critical literature review with a special focus on
Saudi Arabia. Further, it defines Critical Success Factors (CSFs) contributing to the success of ERP
implementation in HEIs. This paper is part of a larger research effort aiming to provide guidelines and
useful findings that help HEIs to manage the challenges for ERP systems and define CSFs that will help
practitioners to implement them in the Saudi context.
The Role of Balanced Scorecard for Measuring Competitive Advantage of Contain...inventionjournals
The Balanced Scorecard (BSC) is a valuable management system which is used for different companies to elucidate and translate their strategies into execution; nevertheless the BSC has not been planned for container terminals and ports users' satisfaction in a great extent. This article addresses the issue of deploying BSC as an accepted management tool for measuring competitive advantage of ports users with a focus on container terminals. Use of balanced scorecard helps port and terminal managers to understand better strategic vision as well as their own contribution to implementation of strategic goals. The BSC can be used by the companies which are responsible for handling container terminals operation in order to achieve value, controlling core competencies, satisfying the terminal's users or customers and offering bonus to the terminal's shareholders
Critical Success Factors for Implementing an ERP System within University Con...IJMIT JOURNAL
Nowadays, Information Technology (IT) plays an important role in efficiency and effectiveness of the organizational performance. As an IT application, Enterprise Resource Planning (ERP) systems is considered one of the most important IT applications because it enables the organizations to connect and interact with its administrative units in order to manage data and organize internal procedures. Many institutions use ERP systems, most notably Higher Education Institutions (HEIs). However, many projects fail or exceed scheduling and budget constraints; the rate of failure in HEIs sector is higher than in other sectors. With HEIs’ recent movement to implement ERP systems and the lack of research studies examining successful implementation in HEIs, this paper provides a critical literature review with a special focus on Saudi Arabia. Further, it defines Critical Success Factors (CSFs) contributing to the success of ERP implementation in HEIs. This paper is part of a larger research effort aiming to provide guidelines and useful findings that help HEIs to manage the challenges for ERP systems and define CSFs that will help practitioners to implement them in the Saudi context.
This research proposes a maturity model that focuses on providing organizations a holistic view of the alignment between BPM/SOA in their current situation and in relation to their desired state. As such, it supports the organization in evolving towards BPM/SOA alignment, striving for a truly agile and flexible business-driven service-oriented enterprise that is highly responsive to the market dynamics in collaboration with their partners, customers and stakeholders within the ecosystem.
Integrated Project Management Measures in CMMIijcsit
Project management is quite important to execute projects effectively and efficiently. Project management
is vital to projects success. The main challenge of project management is to achieve all project goals,
taking into consideration time, scope, budget constraints, and quality. This paper will identify general
measures for the two specific goals and its ten specific practices of Integrated Project management Process
Area in Capability Maturity Model Integration (CMMI). CMMI is a framework for improvement and
assessment of computer information systems. The method we used to define the measures is to apply the
Goal Questions Metrics (GQM) paradigm to the two specific goals and its ten specific practices of
Integrated Project management Process Area in CMMI.
Diagramming Change to Better Inform Business Process RenovationCognizant
To gain the full benefits of business process management, banks must apply a business process model and notation-driven approach that identifies organization-wide process re-engineering and change management issues before they undermine project success.
Management Assignment Help | by Onlineassignment.NetOnline
Get your Homework / Assignments done by Experts at OnlineAssignment.Net
Online Assignment is an early pioneer of online tutoring and homework assistance , helping K-12, College and Graduate students succeed in their academics since 2003.
With expert tutors available 24/7, help is within reach when you need it most. Whether you are a parent looking for qualified tutoring on Math for your kid or a college student needing urgent assistance on your difficult case study you need to submit in tomorrow, you need to look no further than OnlineAssignment. Our affordable, expert tutors have helped over 200,000+ students understand their difficult assignment problems or prepare for an upcoming exam.
Get your homework done by experts.
We’re faster than your Deadlines.
Website: www.Onlineassignment.Net
Mail: homework@onlineassignment.net
Regards
Online Assignment
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
Engineering Research Publication
Best International Journals, High Impact Journals,
International Journal of Engineering & Technical Research
ISSN : 2321-0869 (O) 2454-4698 (P)
www.erpublication.org
Utilizing the BSC and EFQM as a Combination Framework; Scrutinizing the Possi...Waqas Tariq
Increasing the competition between organizations in the field of productions and services leads them to use the samples and patterns to assess their activities and performance. Appearing this kind of needs and inefficiency of measuring systems with traditional activities assessment causes to create new models of activities assessment in organizations. These models could be divided in two groups. The first group is based on self assessment and the second group is based on measurement and improvement of business trade process. Among mentioned models, Balanced score Card (BSC) and European Foundation for Quality Management (EFQM) have had more chance to be used by many companies. Regarding the high acceptance of these two models in the world and existence many similarities between them; this study is going to present exact glance of these two models and present a comparison between them. Moreover, after recognizing the weaknesses and powers of them, the possibility of using them at the same time will be evaluated. In order to gain this goal, an automobile company’s performance has been assessed based on BSC and EFQM and the results are analyzed with TOPSIS method.
Suggest an intelligent framework for building business process management [ p...ijseajournal
As companies enter into the digital world, information technology is playing a major role in bringing
process improvements to the forefront of business management. In the recent decades, many organizations
have struggled to redesign and improve their business processes to reduce their total cost. The main
contribution of this research study is to propose an intelligent framework that possesses the ability to
employ a database of best practices, business standards, and business activity history in order to permit the
manager to analyze and improve the design of the business processes.
In addition, the other objective of this research is to build a business process or workflow directly from its
process design logic in order to enable rapid process development and deployment. This procedure
requires some technical improvements of the business design, as it is mainly based on building the business
process using Microsoft Office Visio, which communicates the defined business process to the business
process management engine.
A method for business process reengineering based on enterprise ontologyijseajournal
Business Process Reengineering increases enterprise's chance to survive in competition among
organizations , but failure rate among reengineering efforts is high, so new methods that decrease failure,
are needed, in this paper a business process reengineering method is presented that uses Enterprise
Ontology for modelling the current system and its goal is to improve analysing current system and
decreasing failure rate of BPR, and cost and time of performing processes, In this method instead of just
modelling processes, processes with their : interactions and relations, environment, staffs and customers
will be modelled in enterprise ontology. Also in choosing processes for reengineering step, after choosing
them, processes which, according to the enterprise ontology, has the most connection with the chosen ones,
will also be chosen to reengineer, finally this method is implemented on a company and As-Is and To-Be
processes are simulated and compared by ARIS tools, Report and Simulation Experiment
Business Process Management JournalBusiness process manageme.docxfelicidaddinwoodie
Business Process Management Journal
Business process management: a maturity assessment of Saudi Arabian
organizations
Omar AlShathry,
Article information:
To cite this document:
Omar AlShathry, (2016) "Business process management: a maturity assessment of Saudi Arabian
organizations", Business Process Management Journal, Vol. 22 Issue: 3, pp.507-521, https://
doi.org/10.1108/BPMJ-07-2015-0101
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(2016),"Process improvement for professionalizing non-profit organizations: BPM approach",
Business Process Management Journal, Vol. 22 Iss 3 pp. 634-658 <a href="https://doi.org/10.1108/
BPMJ-08-2015-0114">https://doi.org/10.1108/BPMJ-08-2015-0114</a>
(2016),"Ownership relevance in aspect-oriented business process models", Business
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Business process management:
a maturity assessment of Saudi
Arabian organizations
Omar AlShathry
Department of Information Systems,
Imam Mohammed Bin Saud University, Riyadh, Saudi Arabia
Abstract
Purpose – Business Process Management (BPM) has become increasingly common among organizations
in d.
Management Control in Contemporary Organization: Opportunities, Challenges an...Dr. Amarjeet Singh
This paper deals with management control as an
important instrument for managing performances in modern
organizations. The paper indicates to the circumstances in
which classical theory of management control was created,
and describes its process of functioning, with the specifics in
large organizations. The aim is to point to some open questions
and directions of further development of the management
control, as well as to at least partially fill the gap that exists in
the domestic literature. The conclusion is that the existing
management control framework remains still valid. Open
questions can be best resolved within the concept that observes
this matter as a "package" of different control systems, not
just those that are oriented to accounting-based performance
measures.
Process driven software development methodology for enterprise information sy...csandit
In today’s process-centered business organization, it is imperative that enterprise information
system must be converted from task-centered to process-centered system. Traditional software
development methodology is function-oriented, in which each function manages its own data
and it results in redundancy because data that belongs to one object are stored by several
functions. Proposed in this paper is a process-driven software development methodology, in
which business process is a major concern and workflow functionalities are identified and
specified throughout the entire development life cycle. In the proposed methodology, the
development process, modeling tools and deliverables are clarified explicitly. Proposed
methodology can be a guideline to practitioners involved in enterprise software development, of
which workflow is an essential part.
Similar to A THEMATIC LITERATURE REVIEW ON BUSINESS PROCESS MANAGEMENT (20)
6th International Conference on Machine Learning & Applications (CMLA 2024)ClaraZara1
6th International Conference on Machine Learning & Applications (CMLA 2024) will provide an excellent international forum for sharing knowledge and results in theory, methodology and applications of on Machine Learning & Applications.
HEAP SORT ILLUSTRATED WITH HEAPIFY, BUILD HEAP FOR DYNAMIC ARRAYS.
Heap sort is a comparison-based sorting technique based on Binary Heap data structure. It is similar to the selection sort where we first find the minimum element and place the minimum element at the beginning. Repeat the same process for the remaining elements.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
NUMERICAL SIMULATIONS OF HEAT AND MASS TRANSFER IN CONDENSING HEAT EXCHANGERS...ssuser7dcef0
Power plants release a large amount of water vapor into the
atmosphere through the stack. The flue gas can be a potential
source for obtaining much needed cooling water for a power
plant. If a power plant could recover and reuse a portion of this
moisture, it could reduce its total cooling water intake
requirement. One of the most practical way to recover water
from flue gas is to use a condensing heat exchanger. The power
plant could also recover latent heat due to condensation as well
as sensible heat due to lowering the flue gas exit temperature.
Additionally, harmful acids released from the stack can be
reduced in a condensing heat exchanger by acid condensation. reduced in a condensing heat exchanger by acid condensation.
Condensation of vapors in flue gas is a complicated
phenomenon since heat and mass transfer of water vapor and
various acids simultaneously occur in the presence of noncondensable
gases such as nitrogen and oxygen. Design of a
condenser depends on the knowledge and understanding of the
heat and mass transfer processes. A computer program for
numerical simulations of water (H2O) and sulfuric acid (H2SO4)
condensation in a flue gas condensing heat exchanger was
developed using MATLAB. Governing equations based on
mass and energy balances for the system were derived to
predict variables such as flue gas exit temperature, cooling
water outlet temperature, mole fraction and condensation rates
of water and sulfuric acid vapors. The equations were solved
using an iterative solution technique with calculations of heat
and mass transfer coefficients and physical properties.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
ACRP 4-09 Risk Assessment Method to Support Modification of Airfield Separat...
A THEMATIC LITERATURE REVIEW ON BUSINESS PROCESS MANAGEMENT
1. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 12, No. 1, March 2021
DOI:10.5121/ijmvsc.2021.12101 1
A THEMATIC LITERATURE REVIEW ON BUSINESS
PROCESS MANAGEMENT
C.R.Oruthotaarachchi and W M J I Wijayanayake
Department of industrial Management, University of Kelaniya, Sri Lanka
ABSTRACT
Business Process Management (BPM) is considered as a management approach that primarily focuses on
analyzing and continuously improving business processes. It has been a key strategy adapted by
organizations to manage their businesses successfully along with information technology. In the past few
decades BPM has been one of the promising research areas. This paper adds knowledge to the existing
research by answering following questions: (1) what is the status of BPM research domain? And (2) what
are the possible future research directions on BPM? A thematic review was conducted focusing a series of
literature on BPM which have been published between 2001 and 2020. The findings highlight that the
integration of BPM into new digital innovations, such as process mining, is essential for an effective and
efficient organization. More research on BPM and IT management needs to be conducted to support this
integration between BPM and digital innovations.
KEYWORDS
Business Process Management, thematic literature review, digital innovation, process mining
1. INTRODUCTION
Business processes are a part of any organization and they shape how the respective organization
runs its business. The way processes are designed and performed affects both the quality of service
that customers perceive and the efficiency with which services are delivered [1]. At present,
organizations behavior and their customers’ expectations are changing rapidly due to many reasons
such as technological upgrades, and new inventions [2]. As such, business processes need to be
continuously monitored and relevant changes should be introduced.
Business Process Management (BPM) is the practice of evaluating, enhancing, and monitoring the
business processes for continuously improving them [3]. In other words, BPM is a way to oversee
what kind of tasks are there in the organization and how those tasks are executed and performed.
Moreover, BPM helps an organization to keep continuous eye on what is going on and discovering
opportunities for process development and improvement [1, 4]. Therefore, BPM can be broadly
described as a provider of tools and techniques to efficiently manage business processes [5]. BPM
plays a key role in the advancement of an organization, especially which focuses on a business
process view [6] because BPM can provide interaction, control, analysis, and optimization of
processes [7].
BPM was originated as the next big thing after the workflow wave [8]. Currently, it has evolved to
many concepts such as workflow management (WFM), case handling (CH), enterprise application
integration (EAI), enterprise resource planning (ERP), and customer relation management (CRM)
[9].
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1.1. Research Objectives and Research Questions
Currently, awareness of BPM is highly expected by researchers and practitioners since BPM is one
of the most developing research scopes [8, 10]. The purpose of this paper is to review a series of
literature on BPM which have been published between 2001 and 2020 to accumulate the knowledge
base and the current development in this domain. It is expected that the findings from this paper
will emphasize the current development of BPM domain and contribute towards future research
for both researchers and practitioners by answering following questions.
1. What is the current development of BPM domain?
2. What are the potential future research directions on BPM?
The remainder of this paper is structured as below. Section 2 discusses the background of the
research, section 3 discusses the research design used in this research, and section 4 presents
research results and their brief discussion. Section5 concludes the paper and suggests future
research.
2. BACKGROUND
Origin of BPM can be traced as early as in 1980s in terms of ‘process management’ [11]. “Porter’s
value chain” and “Deming’s flow diagram” concepts guided process management towards a more
powerful method of reshaping business processes [12]. In 1990s the concept of Business Process
reengineering (BPR) emerged incorporating radical process redesigning. This BPR movement
highlighted the importance of maintaining inter-functional processes (not just processes) [13].
“BPM is a revival of BPR, as indeed BPM adopts the process-centered view on organization” [1].
Business Process Change (BPC), which is defined as the analysis, redesign, and improvement of
existing processes to achieve competitive advantage in operations [14], is a most recent term used
in the context of BPM [11]. BPC is implemented in the BPM program itself to manage the
complexity of business processes, especially in large organizations.
Implementation of BPM can have two different aspects: broader aspects and deeper aspects [15].
Broader aspects include integrating the business process with other enterprise applications, such as
taking in electronic forms and e-documents, populating transactional databases, and providing a
single point of interfaces for users. Deeper aspects include process modelling and simulation,
reusable process modules, and process monitoring and optimization. However, when considering
the developing nations implementation of BPM mostly follow the broader aspects as BPM is in its
genesis in those nations [16].
Although BPM continues to be a top business priority, building business process capability is still
a major challenge [17]. BPM initiative should be approached from a holistic perspective
considering all factors that could facilitate or hinder process improvement of an organization [18].
These factors are known as BPM core elements. Literature has revealed strategic alignment,
people, culture, methods, information technology and governance as core BPM elements [18, 19].
For instance, different hierarchical levels in an organizational structure (e.g., board of directors,
managers, and assembly line workers) need to support the organization’s BPM adoption [20].
Moreover, bridging the cultural gap in communication between BPM vendors and clients from
different cultures is crucial for successful BPM adaptation in organizations [21]. The contextual
factors of an organization’s external environment (e.g., stakeholders, customers and competitors)
also impacts the BPM initiatives [22]. These contextual factors can be summarized into four
groups, namely goal-related, process-related, organization-related and environment-related factors
[23].
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BPM brings significant benefits to organizations such as improved process transparency, enhanced
process standardization, and improved employee communication [24]. Achieving one or many of
these benefits has become the reason for organizations to adopt BPM [25]. [26] categorize the
objectives of adopting BPM to organizations into two groups: business objectives (e.g.: improving
business performance) and technical objectives (e.g.: an ERP implementation). However, both
these objectives should be aligned with the organization’s strategy [18]. Accordingly, depending
on the strategic direction of the organization, the steps undertaken for the BPM implementation
should be defined [19].
3. RESEARCH METHODOLOGY
The purpose of this research is to gather insightful information about the status of BPM domain in
terms of its practical applications, BPM frameworks, and success and failure factors of BPM
initiatives and exploring future research directions. The data sources utilized for this purpose are
scientific journals, books, reports, and conference proceedings from different databases such as
Emerald, IEEE Xplore, Science Direct, and SAGE journals. Figure 1 shows the literature review
process that was followed during this study.
Figure 1: Research Methodology
4. RESEARCH RESULTS
This section summarizes the most notable observations from the literature review.
4.1. Business Process Management Lifecycle
The BMP Life Cycle is characterized by an iterative set of activities that are conducted in phases
[1]. This means that the cycle can be repeated, instead of ending once the final phase is over.
4. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 12, No. 1, March 2021
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Several BPM lifecycle models were introduced in the literature such as [27], [1], [28], [29], and
[18]. All these models distinguish between several phases that a BPM initiative can go through.
The phases these models consist of are partially different in terms of detail. For instance, [28] and
[29] discusses more on strategy and governance of the organization where as others discuss more
on culture of the organization.
Figure 2: BPM lifecycle according to Mathias (2012)
Figure 3: BPM Lifecycle according to Dumas et al. 2013
5. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 12, No. 1, March 2021
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The number of phases in each model is also different. For instance [27] discusses four phases
namely, evaluation, design and analysis, configuration, and enactment (see Figure 2), whereas [1]
discusses six phases namely, identification, discovery, analysis, redesign, implementation, and
monitoring and control (see Figure 3). However, all the models have considered a business process
as an object that is continuously being improved.
4.2. Business Process Management Suits
The interest in BPM has prompted significant academic and commercial work aiming toward
advanced BPM solutions [19]. Business Process Management Suits (BPMS) is an example for
such BPM solutions. BPMS is a software that provides a central point of control to define the
business processes and orchestrate their execution [30]. A business process can be described as
workflows that consist of activities which are either human-based, system-based, or a combination
of the two. BPMS contain a workflow execution engine which coordinates the execution of the
workflow of a business process. Each business process instance is tracked by BPMS and insights
on success or any failures of the entire process are provided [31]. In case of a failure, BPMS
supports to identify, monitor, and evaluate the respective part of the business process.
According to an IT architectural perspective, a BPMS acts as an extra layer of software that locates
above other software applications and uses business process specifications to decide when to call
on other software applications [32]. Figure 4 adapted from [32] shows the architecture of BPMS
emphasizing its components and the functionalities provided by each component.
Several BPMS vendors provide complete software suites such as Oracle BPM Suite [33], Appian
BPM Suite [34], Bizagi [35], jBPM [36], and Activi [37] that can support the BPM lifecycle:
process modelling, process analysis, process implementation, and process monitoring and
evaluation. These BPMS can be either opensource software or commercial software. Several
research studies, for instance [38], [39], and [32] have compared the features and applicability of
both opensource and commercial BPMS focusing on different regions of the world. [32] suggest
that BPMS must provide management tools that can associate Key Performance Indicators (KPI)
with each of the business processes and support its monitoring through KPI measurements and
target values. Thus, BPM would be able to support business process evaluation and management
lifecycles.
4.3. Critical Success Factors of BPM Initiatives
Figure 4: IT architecture of BPMS adapted from Antonio et al. 2012
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Literature provides different definitions for the success of BPM initiatives based on their unit of
analysis such as project and organization. Thus, [25] proposes a more general definition; “BPM is
successful if it continuously meets pre-determined goals, both within a single project scope and
over a longer period of time”. Critical Success Factors (CSF), namely the reasons for the success,
are any attribute in business that guarantees a competitive performance in the organization only if
they perform well [40]. Even though several common causes of failure and success are known and
identified, a generic model to describe attitudes of organizations that should have to succeed in
BPM implementations is not yet available (Castro et al., 2019).
The literature mainly discusses similar and general CSFs for BPM initiatives. Followings are
almost always discussed by the research studies: top management support [41-43], project
management and project management skills [44, 45], communication and inter-departmental
cooperation [46-48], and preparedness for organizational change [49, 50]. Among these factors
top management support is often considered as the most important – it must initiate and support
BPM efforts [51]. Moreover, other familiar CSFs that are often referred in traditional information
systems management such as, leadership, investment, IT infrastructure, and ICT awareness also
apply to BPM initiatives [52].
Despite the investment that organizations make on BPM initiatives, 60 to 80 percent of such
initiatives have failed [25]. Such risky nature of BPM domain motivates further detailed
evaluations of its critical success and failure factors [53].
4.4. Frameworks for Measuring BPM Success
Even though there are plenty of studies available in the literature that identify success and failure
factors of BPM adoption, research studies that investigate the interplay of these factors to build a
general BPM adoption framework are limited. The major reason for this limitation is the
complexity of the BPM concept itself [19].
[54] Introduced a model for presenting the effect of the factors on BPM implementation success.
The model categorizes the success factors into seven groups namely, (1) strategy, (2) people, (3)
optimization and process management, (4) process architecture, (5) IT architecture, (6) project
management, and (7) standards and measurement. Three BPM success measures, (1) process
efficiency, (2) process agility, and (3) process quality, were introduced based on the logical
interrelationship between these categories. However, this model assumes that the BPM
implementation success should only be achieved when the BPM initiative delivers measurable
degrees of success measures.
[19] Developed a BPM success assessment framework that comprises ten elements that are
interlinked with each other. This framework is based on the six phases of BPM implementation
lifecycle as proposed by [1] and four core elements that affect BPM implementation as proposed
by [18]. However, this framework has not taken information technology as a core measurement in
BPM success which plays a major role in todays’ organizational context.
Further research is needed to empirically evaluate the BPM success measuring frameworks using
survey data or case studies. Moreover, these frameworks need to be further refined incorporating
new developments in BPM domain to achieve their maximum usefulness.
4.5. Business Process Management and Digital Innovations (DI)
With the new drifts in information technology such as IOT, blockchains, process mining, Artificial
intelligence, and virtual reality, organizations are struggling to incorporate these new technologies
7. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 12, No. 1, March 2021
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into their business processes [55]. Traditional version of BPM also has been reshaped creating
new opportunities for improving business processes [22]. For example, internet-based and
intelligent devices help automate several manual BPM tasks and help during process analysis by
tracking and monitoring in a fast and efficient manner [3].
Emerging blockchain technology, a public ledger and public transactions stored in a chain, provides
the potential to drastically change the interorganizational processes operating environment.
Application of blockchain technology in the traditional BPM lifecycle introduced by [1] is
discussed in several research studies such as [56, 57]. BPM capabilities that are supported by
blockchain technology for instance, governance, strategy, information technology, people, and
culture were identified by [57, 58]. Application of blockchain technology in BPM is limited due
to several reasons such as scalability problem and privacy leakage [58]. To overcome these
limitations [59] proposes a blockchain lifecycle which combines BPM and Internet-of-Things (IoT)
concepts. This blockchain lifecycle includes seven steps; analysis, IoT security people, design,
strategy, execution, implementation, and security. They have also proved the application of this
concept by combining it with smart cities.
[60] Proposed three future research and development directions for BPM and DI, namely,
ambidextrous BPM, value-driven BPM, and customer process management. Ambidexterity BPM
is more explorative variant of traditional BPM which is a mixture of two aspects: (1) exploitative
BPM (exploiting the benefits of existing technologies), and (2) explorative BPM (exploring the
benefits of new IT) [61]. The notion of ambidextrous BPM highlights importance of exploring
innovation opportunities instead of only utilizing existing BPM methods and techniques. Value‐
driven BPM (VBPM) focus on shaping the BPM project to achieve the values which motivated the
BPM initiative rather than mapping the BPM project with traditional hierarchical value-chains [62].
Transparency, efficiency, quality, agility, compliance, integration, and networking can be
considered as the values that motivate any BPM initiative [60]. Customer Process Management
suggests incorporating a design-inspired view on the customers’ experience of the process into the
traditional internal organizational view of BPM [60]. However, BPM practitioners need to develop
strong design capabilities such as empathy, integrative thinking, optimism, experimentalism, and
collaboration, to successfully work with customer process management [63].
Practitioners’ opinions on future BPM trends were evaluated with respect to emerging technologies
and digital innovation by [64]. Based on empirical data their study revealed following seven BPM-
DI trends that future of BPM would evolve.
1. Intelligent BPM/collaboration BPM/case driven BPM
2. Value-driven BPM
3. Agile BPM
4. Collaboration BPM
5. New CxO role to bring BPM and DI to the Board
6. BPM becomes more appealing
7. Less resistance to BPM and digital innovation
[65] Discussed how BPM and digital innovations can be combined and highlighted how
methodologies from each stream could benefit the other. Seven paradoxes that the BPM discipline
must solve when developing new IT artifacts were introduced by [66]. These paradoxes emphasize
the application of smart devices and digital transformation to align BPM with IT. However, more
research on BPM and IT management need to be conducted to support the growing awareness of
the linkage between BPM and DI [64].
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4.6. Process Mining and its Impact on BPM
Anyone working in the field of BPM or business optimization today is increasingly working across
the term “process mining” [67]. Process Mining is the practice of visualization and analysis of
event logs with the help of algorithms and mathematical procedures [68]. Particularly, from
looking at the steps someone takes to complete a task, a model of the business process can be
automatically constructed. By continuing to gather this data over time, process analyst can start to
see where bottlenecks occur or where inefficiencies lie within the process.
Process mining can be distinguished into three types: (a) process discovery, (b) conformance
checking, and (c) model enhancement [67]. Process discovery is about tracking event logs to
discover what people are doing and then defining a process around those actions in a form of a
process model. Currently, many process discovery algorithms are developed targeting different
domains such as, e-learning, banking, insurance, and health care [69]. Conformance checking
diagnose deviations between the event log and the corresponding process model. These checks
help process analysts to judge the quality of discovered process models and support auditing, six
sigma, and compliance checking [67]. Model Enhancement describes the analysis of the process
model for optimization potentials. For instance, analysis of an event log containing information
about resources would discover possible roles, work distribution mechanisms, and resource
characteristics [67].
BPM tools such as BPMS, enable organizations to generate process models and analyze, execute,
implement, and monitor those models. However, these models are often completely disconnected
from the actual operation of the process [70]. A new approach to traditional BPM initiatives which
is much capable in improving and optimizing business processes is enabled by process mining [71].
Specifically, process mining techniques facilitate a dynamic system that reflects the changes in the
process in real time.
Process mining combined with the traditional BPM lifecycle offers several advantages [70]. Table
1 describes benefits and key challenges of using process mining in BPM lifecycle.
Table 1: Challenges and benefits of using process mining in BPM lifecycle
BPM lifecycle phase Key challenges Process mining
capability
Benefits
Process modelling Uncovering the real
process as it is and
representing it in a
model.
Process discovery:
taking the event log and
producing a model.
Less time is spent on
human judgments,
subjectivity and
arguments from personal
experiences, and the
process is more
accurately described.
Process redesigning Providing insights into
what process changes
are needed.
Process enhancement:
enhancing or extending
existing process models
by using additional data
from the recorded logs.
Timing, frequency, and
deviation information is
made handy for
assertive process
improvement
recommendations.
Process execution
and monitoring
Extracting process
information,
calculating the KPIs
and putting the
information in the ideal
Process monitoring:
automatically
consolidating data as
soon as it is generated
during process
There is no need of
spending time collecting
and calculating KPIs.
(Real–time data is
automatically feeding
9. International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 12, No. 1, March 2021
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formats for leadership
to evaluate.
execution (real time)
and updating
dashboards.
KPIs, so that off-track
behaviors can be quickly
identified and
corrected).
Process refinement Achieving full
transparency and
identifying potential
issues as soon as they
happen or even
before it happens.
Process refinement:
refining real–time
information for
advanced machine
learning and artificial
intelligence
enablement.
Important insights are
provided by the tool
to identify potential
improvements and
changes
needed.
Source: Adapted from [70]
Managing the interaction between human resources when executing processes is a common and
significant problem that is faced by BPM practitioners [72]. Process mining offer a major
contribution to manage such problems within BPM disciplines [73] since analysis of the processes
and their activities in different process perspectives is possible with process mining tools.
The ultimate use of process mining in BPM is to provide a google map-like facility to
organizations’ business processes [74]. At any time, there should be an up-to-date map for each
process with real-time information so that information systems can visualize “traffic jams” in
processes and suggest alternative routes for any delayed cases.
5. DISCUSSION
The study of the research sources discussed in this paper has revealed the status of BPM research
and practices, and relevant insights for future research. Despite the other management disciplines,
the interest in BPM remains very high among researchers.
Based on the insights of the researchers reviewed in this paper, it can be argued that BPM is neither
a separate autonomous concept nor a management concept focused exclusively on IT. Moreover,
it is not just a method of automation that governs the process lifecycle improvement and
optimization. It can be called as an integral part of all quality management paradigms that helps to
achieve business goals [11]. Most particularly, BPM focuses on how to manage the flow of value-
creating processes across the organization.
Organizations that implement digital technologies are much more innovative than other
organizations [75]. [76] Argues that BPM can be treated as a “missing middle” between business
strategy and IT. Currently, information systems have paid special attention to BPM and incorporate
BPM concept into the domain of the IS architecture, research, and practice [76]. The number of
scientific sources on IT-based BPM topics is ever-growing. However, BPM is essentially a
management concept, and IT remains as its peripheral field [12].
We accept that this paper is not without limitations. Firstly, a quantitative review of research
sources has not been performed. This paper is based on researchers’ insights identified in the BPM
literature to communicate the current state and future trends of BPM. In the future studies, it would
be beneficial to conduct a systematic literature review, involving a quantitative analysis of
literature. Second, this study does not deeply investigate the link between BPM and digital
innovations. This domain is highly recommended for future research as BPM is currently aligned
with digitization concepts.
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6. CONCLUSIONS
This paper contributes to the information systems research community by discussing the status of
Business Process Management domain with evidence-supported data. It is also relevant in the
practical sense. Conclusions drawn below are useful for both practitioners and researchers that
work in the BPM domain.
Emerging technologies and digital innovations such as IOT, blockchains, process mining, Artificial
intelligence, and virtual reality, enable rethinking and streamlining BPM. For example, internet-
based and intelligent devices help automate several manual BPM tasks and help during process
analysis by tracking and monitoring in a fast and efficient manner. Among these new digital
innovations, BPM domain is increasingly incorporating the term “process mining”. Process mining
enables analysis of the processes and their activities in different process perspectives using event
logs created by information systems. Process mining tools offer a dynamic system that can reflect
the changes in the process in real time. Even though process mining is a popular research domain,
contribution of Asian region to this domain is limited. Further research is required from this region
such as evaluating how process mining concepts can be incorporated with BPM, revealing critical
success and failure factors of BPM and process mining projects.
The integration of BPM into new digital innovations opens new avenues for the development of an
effective and efficient organization. For instance, digital process innovations help accomplish tasks
in faster and smarter ways. Organizations should not view BPM as separate and independent
management discipline. BPM can be seen as a tool that is integrated into organizations’ value
creation process. Thus, organizations can achieve its goals by efficiently and effectively managing
processes.
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AUTHORS
C. R. Oruthotaarachchi is currently a M.Phil. candidate at the Department of
Industrial Management, University of Kelaniya, Sri Lanka. She received her B.Sc.
(Honors) in Information and Communication Technology degree from the University
of Colombo School of Computing, Sri Lanka. Her main field of research concerns
Business Process Management, Enterprise Information Systems, and Data Engineering.
Prof. W M Janaka I Wijayanayake is a Senior Professor at the department of
Industrial Management, University of Kelaniya Sri Lanka. He received PhD in
Management Information Systems from Tokyo Institute of Technology Japan. He holds
a Bachelor’s degree in Industrial Management from the University of Kelaniya, Sri
Lanka and Master’s degree in Industrial Engineering and Management from Tokyo
Institute of Technology. His research interests are Information System Engineering,
Data Engineering, Software Engineering, Business Intelligence, and Knowledge
Management.