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.
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.
A business' choice for using an innovation depends on looking into the variables affecting this use and its favorable circumstances. Innovation deployment significantly influences the way business is led, the optimality of asset usage and increase in the organizations competitive advantage. This research is to identify the role Business Processing Management (BPM) play in selected SMEs in Ghana. The method utilized for this investigation was the descriptive research design. This research is exclusively embraced by the utilization of secondary data. The technique for data analysis will be by the utilization of content analysis. The study revealed that the main principles of BPM implementation in the selected SMEs are commitment from management, customer priority, teamwork, and continuous improvement. The study also showed that BPM has a direct relationship with the productivity of SMEs. The main challenges of BPM on the selected SMEs are the lack of resources, lack of experience in quality management, lack of objectives and strategies, Short term objectives concerns, lack of information technology (IT) experts. Since BPM is a broad and an intense concept that needs to be taken seriously when it comes to SMEs ensuring that the firm produces a high-quality goods and services, it was recommended that SMEs needs to have IT experts who can assist in the integration of BPM in all aspect of the business activities.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
Abstract— The IT industry is considered to be dynamic in nature where strategies are changing faster than policies.
Organizations inherently view merger as a key to business change, especially when they want to make a union play. The
relentless pace of technology change and the constant union of different business models across the industry prompt a “buy
vs. build” decision to generally result in “buy”. Mergers are said to be successful only if they lead to an increment in
shareholder value, but latest study conducted by KPMG in 2013 indicates that 83% of merger deals did not boost
shareholder returns. And one of the most noticeable reasons of failure was lack of HR integration between two companies
undergoing the transition. It is evident from the research done across the globe that there has been negligible attention
shown towards IT industry. The mergers have been increasing in this sector ever since a few decades where the IT industry
has grown manifolds, however not many research studies have been able to capture the essence of the matter. The HR
function in IT industry which deals with high volume of employees who have a significant impact on the performance and
results is often undermined by the Top management. Considering the criticality of mergers as a strategic tool, it has been
reviewed that the study conducted by firms as well as researchers have found that the major challenges faced by HR postmerger
would be change in organization, fusion of culture, managerial challenges, transparency in communication and
employee stress. The limitation of this research paper is that the HR challenges faced by organizations post-merger are
confined to IT industry. According to our extensive research and understanding, recommendations are given which exhibit a
holistic viewpoint on the different practices and imperatives that organizations must embrace in order to create a successful
HR integration post-merger in the sector.
Keywords—Employee Stress, Fusion of Culture, HR integration, Post-Merger, Strategic tool
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONIAEME Publication
The purpose of this study is to identify and understand the various knowledge management practices (KMP) and its influence on Organisational Performance (OP) in the engineering organization. The study has been undertaken with an aim to examine the role of knowledge management practices in enhancing the performance of an organization. A sample of 125 engineers were drawn using structured questionnaire. The responses were analysed using a statistical technique viz., Partial Least Square -Path Modelling (PLS-PM). The results of the analysis revealed that Knowledge Management Practices such as Knowledge Diagnosing, Knowledge Acquisition, Knowledge Generation, Knowledge Sharing, Knowledge Storing, Knowledge Application, have significant effect on financial, non-financial and operational performance of the organization.
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.
A business' choice for using an innovation depends on looking into the variables affecting this use and its favorable circumstances. Innovation deployment significantly influences the way business is led, the optimality of asset usage and increase in the organizations competitive advantage. This research is to identify the role Business Processing Management (BPM) play in selected SMEs in Ghana. The method utilized for this investigation was the descriptive research design. This research is exclusively embraced by the utilization of secondary data. The technique for data analysis will be by the utilization of content analysis. The study revealed that the main principles of BPM implementation in the selected SMEs are commitment from management, customer priority, teamwork, and continuous improvement. The study also showed that BPM has a direct relationship with the productivity of SMEs. The main challenges of BPM on the selected SMEs are the lack of resources, lack of experience in quality management, lack of objectives and strategies, Short term objectives concerns, lack of information technology (IT) experts. Since BPM is a broad and an intense concept that needs to be taken seriously when it comes to SMEs ensuring that the firm produces a high-quality goods and services, it was recommended that SMEs needs to have IT experts who can assist in the integration of BPM in all aspect of the business activities.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
Abstract— The IT industry is considered to be dynamic in nature where strategies are changing faster than policies.
Organizations inherently view merger as a key to business change, especially when they want to make a union play. The
relentless pace of technology change and the constant union of different business models across the industry prompt a “buy
vs. build” decision to generally result in “buy”. Mergers are said to be successful only if they lead to an increment in
shareholder value, but latest study conducted by KPMG in 2013 indicates that 83% of merger deals did not boost
shareholder returns. And one of the most noticeable reasons of failure was lack of HR integration between two companies
undergoing the transition. It is evident from the research done across the globe that there has been negligible attention
shown towards IT industry. The mergers have been increasing in this sector ever since a few decades where the IT industry
has grown manifolds, however not many research studies have been able to capture the essence of the matter. The HR
function in IT industry which deals with high volume of employees who have a significant impact on the performance and
results is often undermined by the Top management. Considering the criticality of mergers as a strategic tool, it has been
reviewed that the study conducted by firms as well as researchers have found that the major challenges faced by HR postmerger
would be change in organization, fusion of culture, managerial challenges, transparency in communication and
employee stress. The limitation of this research paper is that the HR challenges faced by organizations post-merger are
confined to IT industry. According to our extensive research and understanding, recommendations are given which exhibit a
holistic viewpoint on the different practices and imperatives that organizations must embrace in order to create a successful
HR integration post-merger in the sector.
Keywords—Employee Stress, Fusion of Culture, HR integration, Post-Merger, Strategic tool
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONIAEME Publication
The purpose of this study is to identify and understand the various knowledge management practices (KMP) and its influence on Organisational Performance (OP) in the engineering organization. The study has been undertaken with an aim to examine the role of knowledge management practices in enhancing the performance of an organization. A sample of 125 engineers were drawn using structured questionnaire. The responses were analysed using a statistical technique viz., Partial Least Square -Path Modelling (PLS-PM). The results of the analysis revealed that Knowledge Management Practices such as Knowledge Diagnosing, Knowledge Acquisition, Knowledge Generation, Knowledge Sharing, Knowledge Storing, Knowledge Application, have significant effect on financial, non-financial and operational performance of the organization.
Mustafa Degerli - 2013 - SDPS-2013 Proceeding - More about the High-Maturity ...Dr. Mustafa Değerli
Mustafa Degerli - 2013 -More about the High-Maturity for Business Processes: Certain Distilled Practical Implications. Proceedings of the 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013)
Using Machine Learning embedded in Organizational Responsibility Model, added to the ten characteristics of the CIO Master and the twelve competencies of the workforce can help lead the Digital Transformation of the traditional public organizations to the Exponential.
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
Causes of Business Process Reengineering Failure in the Kingdom of Bahrain an...Dr. Amarjeet Singh
Business Process Reengineering (BPR) has been one
of the methodologies which aims at achieving a radical change
that would drive the organization to new heights and assists it
to harness its potential. Even though there are literature that
marked lots of success stories in BPR projects, there are also
other literature that cited a failure rate that reaches 70%. To
investigate the reasons behind BPR project failure, secondary
data from past literature relevant to our research provided a
platform to devise a wide-ranging register of ninety one (91)
potential contributors to BPR project failure. These factors
were reproduced in a Likert type questionnaire to elicit the
views of respondents and allow the researcher carry out causal
analysis. The data collected in the empirical field research
from Kingdom of Bahrain and Kingdom of Saudi Arabia
which accounts for one hundred and ninety two (192)
responses, it was diverse in terms of process, industry,
managerial position, company size and others. The analysis
showed that the improper reengineering of IS legacy systems,
ineffective process redesign problems, IT investment &
sourcing decision, training problems and ineffective use
of consultants are the most significant contributors to a BPR
project failure whereby these factors can collectively explain
about 69.8% of the variation in the BPR project failure. IBMSPSS software was used in the data analysis phase of this
work.
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
A knowledge management-based conceptual model to improve the level of utiliza...IJAEMSJORNAL
The current commercial context for the Small and medium-sized enterprises (SMEs) is an ever-changing environment that is strongly influenced by the information and communication technologies (ICTs). This has led enterprises to implement these technologies as supportive tools for their business processes. Nevertheless, a vast number of SMEs have not obtained favorable results in implementing ICTs, since the lack of knowledge about the potential and application of these technologies has made this technological implementation activity prevail as an action oriented to the simple acquisition of equipment and informatic systems with a short-term vision without considering a business strategy. The aim of this paper is to perform a literature review that shows evidence of the low utilization of ICTs in SMEs, particularly in the Mexican environment, which leads to proposing a different approach where enterprises consider Knowledge Management (KM) in the implementation of the informatic technology, leading to a conceptual model to ensure human, organizational and relational capital provide the proper capabilities to complement a strategy that implies carrying out a correct acquisition and application of knowledge that contributes to improving the utilization of ICTs in the business processes.
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.
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.
Proposal of a Framework of Lean Governance and Management of Enterprise ITMehran Misaghi
Technology and Information are vital to the success of companies.
To leverage the successes in IT projects, companies have at their
disposal, references globally accepted as good practices (COBIT,
ITIL, PMBOK, ISO, TOGAF, etc.). In spite of this, it is still great
the magnitude of spending on IT projects poorly designed or
improperly implemented. This paper presents a brief description
of standards and good practices related to governance and
management of enterprise IT, defines the Lean Thinking, Lean IT, the Processes Management, the Portfolio, Program and Project
Management, and the Work System Theory, and highlights the
purpose of them, showing their characteristics and suggests a
Framework of Lean Governance and Management of Enterprise
IT, by demonstrating how the standards and good practices
presented can work together, because it advocates that the Lean
Thinking, the Process, Portfolio, Program, and Project
Management, and the Work System Theory complement the
standards and good practices of Governance and Management of
Enterprise IT with an approach not referenced in these standards
and good practic
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
Mustafa Degerli - 2013 - SDPS-2013 Proceeding - More about the High-Maturity ...Dr. Mustafa Değerli
Mustafa Degerli - 2013 -More about the High-Maturity for Business Processes: Certain Distilled Practical Implications. Proceedings of the 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013)
Using Machine Learning embedded in Organizational Responsibility Model, added to the ten characteristics of the CIO Master and the twelve competencies of the workforce can help lead the Digital Transformation of the traditional public organizations to the Exponential.
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
Causes of Business Process Reengineering Failure in the Kingdom of Bahrain an...Dr. Amarjeet Singh
Business Process Reengineering (BPR) has been one
of the methodologies which aims at achieving a radical change
that would drive the organization to new heights and assists it
to harness its potential. Even though there are literature that
marked lots of success stories in BPR projects, there are also
other literature that cited a failure rate that reaches 70%. To
investigate the reasons behind BPR project failure, secondary
data from past literature relevant to our research provided a
platform to devise a wide-ranging register of ninety one (91)
potential contributors to BPR project failure. These factors
were reproduced in a Likert type questionnaire to elicit the
views of respondents and allow the researcher carry out causal
analysis. The data collected in the empirical field research
from Kingdom of Bahrain and Kingdom of Saudi Arabia
which accounts for one hundred and ninety two (192)
responses, it was diverse in terms of process, industry,
managerial position, company size and others. The analysis
showed that the improper reengineering of IS legacy systems,
ineffective process redesign problems, IT investment &
sourcing decision, training problems and ineffective use
of consultants are the most significant contributors to a BPR
project failure whereby these factors can collectively explain
about 69.8% of the variation in the BPR project failure. IBMSPSS software was used in the data analysis phase of this
work.
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
A knowledge management-based conceptual model to improve the level of utiliza...IJAEMSJORNAL
The current commercial context for the Small and medium-sized enterprises (SMEs) is an ever-changing environment that is strongly influenced by the information and communication technologies (ICTs). This has led enterprises to implement these technologies as supportive tools for their business processes. Nevertheless, a vast number of SMEs have not obtained favorable results in implementing ICTs, since the lack of knowledge about the potential and application of these technologies has made this technological implementation activity prevail as an action oriented to the simple acquisition of equipment and informatic systems with a short-term vision without considering a business strategy. The aim of this paper is to perform a literature review that shows evidence of the low utilization of ICTs in SMEs, particularly in the Mexican environment, which leads to proposing a different approach where enterprises consider Knowledge Management (KM) in the implementation of the informatic technology, leading to a conceptual model to ensure human, organizational and relational capital provide the proper capabilities to complement a strategy that implies carrying out a correct acquisition and application of knowledge that contributes to improving the utilization of ICTs in the business processes.
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.
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.
Proposal of a Framework of Lean Governance and Management of Enterprise ITMehran Misaghi
Technology and Information are vital to the success of companies.
To leverage the successes in IT projects, companies have at their
disposal, references globally accepted as good practices (COBIT,
ITIL, PMBOK, ISO, TOGAF, etc.). In spite of this, it is still great
the magnitude of spending on IT projects poorly designed or
improperly implemented. This paper presents a brief description
of standards and good practices related to governance and
management of enterprise IT, defines the Lean Thinking, Lean IT, the Processes Management, the Portfolio, Program and Project
Management, and the Work System Theory, and highlights the
purpose of them, showing their characteristics and suggests a
Framework of Lean Governance and Management of Enterprise
IT, by demonstrating how the standards and good practices
presented can work together, because it advocates that the Lean
Thinking, the Process, Portfolio, Program, and Project
Management, and the Work System Theory complement the
standards and good practices of Governance and Management of
Enterprise IT with an approach not referenced in these standards
and good practic
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
Airport World Magazine, Oct/ Nov 2013 - In the first of a regular series of exchanges, David McMullen catches up with Przemysław Przybylski of Warsaw Chopin Airport (WAW) to exchange ideas and explain why maximising the social media potential of your airport begins with having a clear plan.
This report provides tips for moving with children. Moving is never easy or without stress, especially when it involves children and new schools. The good news is that if you are moving to Minnesota, you will have access to some of the best education within our nation. Edina and Wayzata schools often top the charts in terms of performance, but the other schools are not bad. We have a magazine entitled SchoolHouse which I will provide to you if you are moving to the Twin Cities-Minneapolis St Paul and surrounding areas. Visit http://www.MinneapolisStPaulHomes.com to get list of homes for sale in the area you are thinking about relocating to in MN.
Many countries around the world have initiated national ID card programs in the last decade. These programs are considered of strategic value to governments due to its contribution in enhancing existing identity management systems. Considering the total cost of such programs which goes up to billions of dollars, the success in attaining their objectives is a crucial element in the agendas of political systems in countries worldwide. Our experience in the field shows that many of such projects have been challenged to deliver their primary objectives of population enrolment, and therefore resulted in failing to meet deadlines and keeping up with budgetary constraints. The purpose of this paper is to explain the finding of a case study action research aimed to introduce a new approach to how population are enrolled in national ID programs. This is achieved through presenting a case study of a business process reengineering initiative undertaken in the UAE national ID program. The scope of this research is limited to the enrolment process within the program. This article also intends to explore the possibilities of significant results with the new proposed enrolment approach with the application of BPR. An overview of the ROI study has been developed to illustrate such efficiencies.
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.
NAVIGATING THE BUSINESS PROCESS MANAGEMENT (BPM) IMPLEMENTATION JOURNEY: STRA...ectijjournal
Business Process Management (BPM) offers a powerful framework for enhancing organizational efficiency
and effectiveness. However, a significant challenge lies in translating theoretical BPM concepts into
actionable, real-world practices. This research endeavors to investigate and present strategies that
facilitate the seamless integration of BPM theory with practical implementation. The research employs a
comprehensive review of existing literature, supplemented by in-depth interviews with industry experts and
case studies of successful BPM implementations across diverse sectors. By examining these varied
approaches, this research identifies common threads and critical success factors in the journey from BPM
theory to practice. Key findings highlight the importance of stakeholder engagement, organizational
culture alignment, and iterative refinement in the BPM implementation process. Additionally, the research
sheds light on adaptable frameworks and tools that can be employed to bridge the gap between theory and
practice. The outcomes of this research provide a valuable resource for organizations seeking to maximize
the benefits of BPM within their operations. By offering actionable insights and best practices, this
research aims to guide practitioners and decision-makers in navigating the complex terrain of BPM
implementation, ultimately leading to improved operational performance and sustained competitive
advantage.
More about the high-maturity for business processes: Certain distilled practi...Dr. Mustafa Değerli
Değerli, M. and Özkan, S. (2013). More about the high-maturity for business processes: Certain distilled practical implications. 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013) Proceedings, 119-124. ISSN: 1090-9389 - https://sdpsnet.org/sdps/documents/sdps- 2013/SDPS_2013_proceedings.pdf
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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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.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
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ONTOLOGY DRIVEN KNOWLEDGE MAP FOR ENHANCING BUSINESS PROCESS REENGINEERING
1. Computer Science & Engineering: An International Journal (CSEIJ), Vol. 3, No. 6, December 2013
ONTOLOGY DRIVEN KNOWLEDGE MAP FOR
ENHANCING BUSINESS PROCESS REENGINEERING
Mahdi alhaji Musa, Mohd Shahizan Othman, Waleed Mugaheed Al-Rahimi
Department of Information System, Universiti Teknologi Malaysia, Johor Bahru,
Malaysia
ABSTRACT
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.
KEYWORDS
Business process reengineering, knowledge map, organizational modeling.
1. INTRODUCTION
It has been a constant human desire to be dissatisfied with the status quo we always need to
improve upon the way we do things. It is this very desire which has seen the humankind develops
from being cave-dwelling food gatherers to the present- day creators of megacities and a
sprawling industrial civilization. There hasn’t been a single aspect of the human story which has
not been affected by this natural urge to grow and change into something better than it was before
[1].
It is this urge which has brought about a sea change in which business is carried out in the modern
world. Technology has become the very bedrock on which the multimillion dollar businesses are
run and information technology has become a magician’s wand which keeps the wheel of global
economy turning [2].
In last few years, one such business paradigm which has gained a lot of traction in recent years is
business process re-engineering (BPR). BPR is define as “fundamentally rethinking the radical redesign of business processes to achieve dramatic improvements in critical, contemporary
measures of performance such as cost, quality, service and speed.” Whole lot of organizations
both private and public including Universities are either undergoing the BPR exercise or are
looking at awe with the kind of results their peers and competitors have been able to achieve as a
result of BPR.[3]
DOI : 10.5121/cseij.2013.3602
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2. Computer Science & Engineering: An International Journal (CSEIJ), Vol. 3, No. 6, December 2013
This sudden rush for BPR is not something which has happened out of the blue, but rather is a
culmination of a chain of events which started with the assault by Japanese auto companies in the
US market, which gave rise to business paradigms like TQM, and rapid improvements in the
information technology and automation techniques over the years[4].
One of the factors influencing a successful BPR is understanding the environment within which
the business process exists and of automating the identification of the inefficiencies and
inconsistencies in the business process. This lack of understanding of the environment suggests
the need for the integration of knowledge management models and techniques. One such
knowledge management technique that could be relevant is knowledge mapping, as knowledge
maps can be used for several purposes, including finding sources of knowledge or opportunities
for knowledge creation, identifying expertise and increasing knowledge-sharing, and helping to
determine the knowledge competencies that exist within an organization and how they interact.[5]
Firms have been reengineering various business functions for years, ranging from customer
relationship management to order fulfilment, and from assembly lines to logistics. Anecdotal
evidence suggests that many organizations gained benefits from BPR projects[6] For instance, the
CIGNA Corporation successfully completed a number of BPR projects and realized savings of
$100 million by improving its customer service and reducing operating expenses [6]. Similarly,
reengineering the accounts payable process at the Ford Motor Company increased the speed of
payments and improved company relations with suppliers [7]. Arguably, some BPR projects fail
to meet expectations.
This much publicized initial success stories of BPR led to wide acceptance of the concept and as a
result several organizations decide to venture into it. A study by CSC/index reported that 72% of
the 224 firms it surveyed had initiated BPR programmes.[8]. Another study confirmed that 85%
of the respondents to a survey conducted in 2005 regarding BPR have initiated the programmes.
Unfortunately, even though a lot of organizations embraced the concept of this BPR programmes,
but only few of them immerge successful in their effort. Study indicates that many top
management of organizations are disappointed with the result of the programme.[9]. And that the
failure rates are as high as 70% (Lila Rao, 2012). The initiation and diffusion of the BPR like
most of the management concept follows a S-shaped curve. When this concept was first introduce
in early 90s there was an overwhelming success and large scale acceptance. After spate of failures
and difficult nature in implementation, the initiatives become serious challenges to both the
researchers and practitioners[5].
2. RELATED WORK
This section presents the literature review of the theoretical concepts involved in the business
process re-engineering (BPR). It begins by defining and analyzing the nature and role of business
process re-engineering in the modern organisation. This is followed by a discussion of the
environmental issues associated with business process re-engineering initiative indicating the
importance of several supporting concepts such as organizational knowledge, organizational
modeling, considering the environment when embarking on BPR programme, selecting best
methodology for BPR using knowledge mapping, and selecting appropriate tools for modeling
both BPR and environment. Finally, the criticisms and contradictions associated with the concept
of business process re-engineering are presented.
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3. Computer Science & Engineering: An International Journal (CSEIJ), Vol. 3, No. 6, December 2013
2.2 BUSINESS PROCESS REENGINEERING
Business-process reengineering (BPR) is considered by many to have “had its day,” and scholars
such as Hansen (Foster, 1994) have stated that BPR is a misnomer: that reengineering does not
exist because business systems were never engineered in the first place but simply developed.
Others, such as [10] argue that BPR is a fascinating concept that has the potential to “save” a
“failing” company and lead it to survival and growth, with [11] and [12]reporting empirical
evidence to substantiate the “value” of BPR.
The environment within which businesses conduct themselves is going through rapid and farreaching changes, with companies restructuring themselves to fit competitive “lean and agile”
profiles. As a result, they are analyzing their business processes and scrutinizing ways to make
their systems more streamlined and competitive [13]
A variety of definitions of BPR have been proposed in the literature [14]; Davenport and Short,
[13] but the one cited as being normative comes from [15]and was presented in their seminal
book Reengineering the Corporation: A Manifesto for Business Revolution. They define BPR as
“fundamentally rethinking the radical re-design of business processes to achieve dramatic
improvements in critical, contemporary measures of performance such as cost, quality, service
and speed.”
Business-process reengineering is a vehicle with which to improve performance through radically
redesigning strategic, tactical, and operational processes, together with the procedures, policies,
structures, and infrastructure that supports them. Business-process reengineering is cited as
offering organizations a whole host of benefits (strategic, tactical, and operational) with differing
natures (financial, nonfinancial, and intangible). Such benefits include improved quality of
products, processes, flexibility gains, reduced costs, and improved efficiency and effectiveness.
But unless environment is put into consideration the programmes will remain unsuccessful.
2.3 ORGANIZATIONAL KNOWLEDGE
Knowing is defined as how knowledge works in a business system and is important in
understanding how tacit knowledge is used in the [16]. Research in modelling processes suggests
that organizational processes should be modelled based on four perspectives – functional,
behavioral, informational and [17]. The functional perspective describes the tasks performed, why
(i.e. what goals the tasks are achieving) and the informational objects required. The
organizational perspective focuses on and with what resources the tasks are performed). This
perspective considers the roles, actors and other resources that are deployed. The behavioural
perspective focuses on when tasks are performed and how (e.g. the sequencing of tasks). These
four perspectives provide the who, what, where, why, when and how of the process in an
organization.
2.4 KNOWLEDGE MAP
A map is a drawing that reveals physical and/or abstract relationships for places or objects of
interest. Throughout human history, people have been creating physical maps, such as cave
paintings, atlases, and more recently satellite scans and three-dimensional computer visualization.
Examples of abstract maps include Concept Map for learning objects [19] and Mind Map for
improving memorization [20]
A knowledge map is a knowledge representation that reveals the underlying relationships of the
knowledge sources, using a map metaphor for spatial display. For example, a knowledge map for
13
4. Computer Science & Engineering: An International Journal (CSEIJ), Vol. 3, No. 6, December 2013
news articles could highlight the current major news topics and their relationships by using blocks
to represent key concepts and possibly using lines to represent relationships[20]
Table 1: Mapping techniques for the knowledge map context
Simple Mapping Techniques
Mind mapping
Complex Mapping
Techniques
Concept maps
Clustering
Cause maps,
Matrices or portfolio diagrams
Concentric circles or Venn
diagrams
Metaphoric maps (e.g., a
house, a balance, a compass,
or a park)
Process charts or flow charts
Fishbone graphs
Cartesian and polar co-ordinate
systems
Pyramids
Spider web graphs
Hierarchic trees
Decision trees
Geographic maps
3D-environments (e.g.,
globes, landscapes)
The individual items of knowledge included in such a map can be text, stories, graphics, models,
or numbers. Knowledge mapping is defined as the process of associating items of information or
knowledge (preferably visually) in such a way that the mapping itself also creates additional
knowledge.“ types of knowledge maps that can be used in a corporate context. Below we provide
such a distinction: [20]
2.5 ORGANIZATIONAL MODELING
Several organizational modelling paradigms have been proposed, each with its own focus. The
review of the existing organizational modelling literature shows that the major emphasis is on
modelling the roles and the tasks performed Several organizational modelling techniques exist,
for example, AALADIN, Agent/Group/Role (AGR), MOISE+, Agile Integration Modeling
Language (AIML), Enterprise Ontology, each of which focuses on a specific aspect of an
organization. AALADINand AGR focus onmodelling the structural aspect of the organization
(e.g. groups, roles and agents). MOISE+focuses on the functional aspect of the organization (e.g.
goals, plans andmission) [17]. AIML focuses on goals, roles, agents, tasks and interactions [21].
An enterprise ontology considers an enterprise model to be a computational representation of
processes, information, resources, people, behaviour, goals and constraints [22] and therefore can
be considered to be an encapsulation of the other modelling techniques.
3. METHODOLOGY
This paper used design science approach to develop the artifact. In this case the artifact is a
methodology that will enhance the business process reengineering in an organization. The method
will consider the overall environment and model together with the business process. The
researcher will integrate some existing techniques currently used in modeling business process
like knowledge map, organizational ontology and some business process diagrams. The process
consist of 7 steps, the details of each steps will be discussed in the following sections.
14
5. Computer Science & Engineering: An International Journal (CSEIJ), Vol. 3, No. 6, December 2013
3.1 DEVELOP A HIGHLY ORGANIZE ORGANIZATIONAL KNOWLEDGE MAP
The first step in designing the methodology will be developing an organizational map. The
ontology mapping represents the organizational knowledge which provides the means to
understand the relationships between organizational goals, sub-goals, business processes, tasks,
subtasks, resources and decision makers (e.g. groups, actors). It helps to identify the business
processes and the tasks and subtasks required to carry out each of these processes. It can also be
used to identify which roles and/or groups are carrying out particular subtasks and the resources
that are being produced and consumed during the execution of these subtasks. In figure1 below it
represent the knowledge map of the organization. The map describes the details relationship
between various stakeholders of the organization
.
Figure1. Analyse the knowledge map to check for inconsistencies
After carefully developing the organizational knowledge map, the next step is to analyse the map
in order to check for inconsistencies. This including checking the know-what for example and
making sure a particular actor knows where a particular resources is located in the knowledge
asset map. And in the know-who aspect, is by making sure that groups and actors knows which
and where they can interacts to get what they need for a particular task assigned to them. If there
15
6. Computer Science & Engineering: An International Journal (CSEIJ), Vol. 3, No. 6, December 2013
are any inconsistencies in the map we have to the re-address the issues and make sure that the
map is good enough based on the ontology of that organization.
3.2 DEVELOP KNOWLEDGE SOURCE/STRUCTURE MAP FOR THE ORGANIZATION
After building the general organizational map, there is a need to develop a specific source and
structure map for a particular case. This maps will allows us to know the relationship between a
specific actor and his corresponding roles. The maps will help also in achieving specific
organizational sub-goals. It will explain the interaction in deferent types of knowledge sharing
forums that exist in the organization. The maps are usually developed through the documentation
made available in the organization and from series of interview from the employee of that
organization.
Task
Subtask 1
Subtask 2
Group
Role
Resources
Subtask 3
Role
Resources
Group
Resources
Location
Role
Figure2. Knowledge map development
3.3 ANALYSES THE KNOWLEDGE SOURCE MAP
This map normally provides us with very important tools for identifying some possible courses of
mismatch in the organizational ontology. And also will provides us with information on lapses in
business process for that organization. The violation of certain relationship example the
relationship that exists between the actor and his role can hinders consistency of the business
process in the organization. If a doctor violate his role with respect to a nurse this will deter the
consistencies as such will affect the business process re-engineering.
16
7. Computer Science & Engineering: An International Journal (CSEIJ), Vol. 3, No. 6, December 2013
3.4 DEVELOP/ADAPT ORGANIZATIONAL ONTOLOGY USING THE KNOWLEDGE MAP
Organizational ontology is proposed for representing ‘who does what’ and ‘who knows what’ in
an organization. The ontology provides a knowledge perspective of an organization, as it helps in
representing knowledge that is embedded in the actual practices (i.e. the cases) of an organization.
Using the knowledge map already created, the next step is to develop organizational ontology.
3.5 IDENTIFY THE BUSINESS PROCESS IN THE ORGANIZATION TO BE REENGINEERED
In the event of organization trying to reengineer some business process, they will normally
identify the section of the business that is inefficient. This is normally done by interviewing
various stakeholders of that organization. For example in a hospital, the doctors, nurses, health
assistants, clerks, and the patients can be survey and interview on their opinion with respect to
that inefficiencies identify in the process of reengineering. The stakeholders in the organization
can be found by querying the ontology for the decision makers and checking the ontology map to
find the particular actors playing the role of decision makers.
3.6 UPDATE THIS BUSINESS PROCESS IN THE ORGANIZATIONAL ONTOLOGY
The business process gaps identified in section 6 are then evaluated by the team undertaking the
business process reengineering process. They will therefore determine how the business process
or the environment will be address to handle these inconsistencies. This solution can be either
giving enough training to the employee of the organization or outsourcing some information
systems artifact that can help the organization do business in a more efficient easy.
4. CONCLUSION AND FUTURE WORK
In this paper we proposed a methodology based on organizational ontology development. Some
techniques that includes knowledge map, business process models and organizational ontology. It
was found that for successful business reengineering process to be achieved, the team has to
consider the environment where the programme is taking place. The success of this proposed
methodology is strictly depending on the quality of the knowledge source map and structure map.
Only if the stakeholders of the organizational have the full knowledge of the task and sub task of
the organization, a quality knowledge map will be difficult to achieved.
This finding is too general as we did not specify any area of case study, in future there is need to
instantiate the methodology using ontology modeling languages like protégé OWL to validate the
methodology in a particular domain like health care organization.
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Authors Profile
Mahdi Alhaji Musa is currently a PhD Student of Information Systems at Faculty of
Computing, Universiti Teknologi Malaysia (UTM). Mahdi holds M.Sc in Information
Technology from UTM, and B.Eng. in Electrical Engineering from Bayero University
Kano, Nigeria. His main research interests are E-learning, M-learning, Innovative
Solutions for "knowledge-based", BPR, Information Systems that span several areas
applying ontology and Knowledge management for interoperating Information Systems,
Computer Networks, IPV6.Science and Information Systems,Universiti Teknologi Malaysia (UTM)
Mohd Shahizan Othman received his BSc in Computer Science with Specialization in
Information Systems from Universiti Teknologi Malaysia Malaysia, in 1998.Then he
proceeds to Universiti Kebangsaan Malaysia (UKM) where he obtained his Msc in
Information Technology. Shahizan holds a PhD from UKM in Web Information Extract
Information Retrieval and Machine Learning. He is currently a senior lecturer at the
Faculty of Computer Science and Information Systems, UTM. His research interests are
Information extraction,Information retrieval on the web, web data mining, content management and
machine learning.
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9. Computer Science & Engineering: An International Journal (CSEIJ), Vol. 3, No. 6, December 2013
Waleed Mugahed Ali AL-Rahmi , received his BSc in in the Marine Science
Telecommunication in Yemen , in 2002 .Then he earned Diploma in Computer
Information coding from the Department of Electronics and Computer Systems in Yemen
in 2005 . After, then he earned a Diploma Of Computer Science from the National
Institute of Administrative Sciences in Yemen in 2007 .He studied five levels in the
English language in Malaysia in 2010 . He is finshed the master degree from Universiti Teknologi Malaysia
in 2011.He is currently a graduate student (Ph D)at the Faculty of Computer
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