A Methodological Framework with Lessons Learned for Introducing Business Process Management
17 Jun 2013-pp 78-93
TL;DR: A framework for the introduction of BPM that aims at providing systematic guidance through all the steps of a BPM adoption project is presented, which especially tackles the areas of a systematic method- and tool selection, which often cause difficulties in practice.
Abstract: Business process management (BPM) is becoming more and more important for organizations of different sizes However, the introduction of BPM is a non-trivial task, requiring a lot of experience and helpful guidance in order to be successful As existing BPM approaches are usually limited to descriptions on a high level of abstraction, they are typically not sufficient to support practitioners in this regard This paper therefore presents a framework for the introduction of BPM that aims at providing systematic guidance through all the steps of a BPM adoption project Among other aspects, it especially tackles the areas of a systematic method- and tool selection, which often cause difficulties in practice In addition, and more importantly, the paper introduces several lessons learned derived from real-world experience made while using this framework As evidence for the value of these lessons can be presented, they are considered a helpful contribution for industry and academia to make BPM introduction projects more successful
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23 Mar 2015
TL;DR: The SmartOffer project is described, which aims on improving RE during this precontract phase of Requirements Engineering, by consolidating bidding processes of several organizations and providing the potential for automation and tool support.
Abstract: [Context and motivation] Before a software project officially starts, there is a stage that has not received much consideration in literature: the precontract or bidding stage. [Question/problem] In this phase, basic Requirements Engineering (RE) activities are conducted without having a budget, yet. In this paper, the SmartOffer project is described, which aims on improving RE during this precontract phase. [Principal idea/results] Therefore, bidding processes of several organizations were analyzed and commonalities/differences were identified. The consolidated process is described in this paper. It consists out of four abstract phases: assessment of demand, conception, proposal, and actual project conduction. Mandatory and optional process steps within these phases allow for being tailored to different companies and products. [Contribution] The consolidated bidding process provides the potential for automation and tool support. In consequence the precontract phase will be more efficient and effective. Building a tool supporting this process as well as evaluating this tool will be addressed in future work to complement this research preview.
9 citations
Cites methods from "A Methodological Framework with Les..."
...1 Methodology for Process Definition All the workshops were conducted using the IESE business process elicitation method [11], which consists of the following activities: 1 Official Web page of the SmartOffer project: http://www....
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Book•
19 Sep 2007
TL;DR: Matthias Weske argues that all communities involved need to have a common understanding of the different aspects of business process management, and details the complete business process lifecycle from the modeling phase to process enactment and improvement, taking into account all different stakeholders involved.
Abstract: Business process management is usually treated from two different perspectives: business administration and computer science. While business administration professionals tend to consider information technology as a subordinate aspect in business process management for experts to handle, by contrast computer science professionals often consider business goals and organizational regulations as terms that do not deserve much thought but require the appropriate level of abstraction. Matthias Weske argues that all communities involved need to have a common understanding of the different aspects of business process management. To this end, he details the complete business process lifecycle from the modeling phase to process enactment and improvement, taking into account all different stakeholders involved. After starting with a presentation of general foundations and abstraction models, he explains concepts like process orchestrations and choreographies, as well as process properties and data dependencies. Finally, he presents both traditional and advanced business process management architectures, covering, for example, workflow management systems, service-oriented architectures, and data-driven approaches. In addition, he shows how standards like WfMC, SOAP, WSDL, and BPEL fit into the picture. This textbook is ideally suited for classes on business process management, information systems architecture, and workflow management. This 2nd edition contains major updates on BPMN Version 2 process orchestration and process choreographies, and the chapter on BPM methodologies has been completely rewritten. The accompanying website www.bpm-book.com contains further information and additional teaching material.
1,825 citations
"A Methodological Framework with Les..." refers background in this paper
...The book “BPM Concepts, Languages, Architectures” [2] by M....
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...This is the point where business process management (BPM) [2] comes into play....
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Book•
08 May 2006
TL;DR: In this paper, the authors demystify business process management (BPM), and present guidelines of how to use the Framework Organization Strategy phase Process Architecture phase Launch Pad phase Understand phase Innovate phase People phase Develop phase Implement phase Realize Value phase Sustainable Performance phase Essentials Introduction Project Management People Change Management Leadership Part III BPM and the organization BPM Maturity Embedding BPM within the organization Part IV Appendices'tools and techniques Appendsices Bibliography
Abstract: Introduction Part I Frequently asked questions How to demystify BPM What is Business Process Management(BPM)? Why is it important to improve business processes before automating them? When should you do BPM? What are the main drivers and triggers? Who should be involved in BPM? Why are organizational strategy and process architecture important in a BPM implementation? How do you sell BPM technology to the organization?: What are the critical success factors in a BPM project? What are the critical implementation aspects of a BPM solution? Why do you need a structured approach to implementing BPM? Part II The Framework Chapter 11 Framework overview Guidelines of how to use the Framework Organization Strategy phase Process Architecture phase Launch Pad phase Understand phase Innovate phase People phase Develop phase Implement phase Realize Value phase Sustainable Performance phase Essentials Introduction Project Management People Change Management Leadership Part III BPM and the organization BPM Maturity Embedding BPM within the organization Part IV Appendices'tools and techniques Appendices Bibliography
490 citations
"A Methodological Framework with Les..." refers background or methods in this paper
...The book “Business Process Management” [8] by J....
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...Existing approaches like the handbook of Jeston [8] already cover to some extent the steps of BPM adoption as proposed in our framework....
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05 Sep 2011
TL;DR: The methodological approach mainly aims to help system analysts to elicit system requirements from business process models, adequately specify system requirements and derive the object-oriented conceptual schema of an information system from its system requirements by taking advantage of existing solutions and modifying them to better tackle the associated challenges.
Abstract: Two of the main needs when developing an information system for an organization are that system analysts know and understand the application domain and that the system properly supports the business processes of the organization. Consequently, elicitation of system requirements from business process models has been acknowledged as a suitable activity to deal with that needs. In addition, system requirements must be linked to subsequent development stages.
However, system analysts can face many challenges when performing these activities. They may have problems communicating with customer stakeholders and may need to analyse and operationalize the purpose of the information system. Furthermore, system analysts must bridge the gap between business and system domains for specification of system requirements, specify different types of system requirements and guarantee that their specification is precise, consistent and homogeneous.
In relation to object-oriented conceptual modelling-based information system development, system analysts must also avoid potential problems that may arise when a conceptual schema is created from system requirements as part of their link with subsequent development stages. For example, a conceptual schema can be incomplete or inconsistent if it is not properly managed.
As a solution, this thesis presents a methodological approach for business process-based requirements specification and object-oriented conceptual modelling of information systems. The approach consists of four stages: organizational modelling, purpose analysis, specification of system requirements and derivation of object-oriented diagrams.
By following the design research methodology for performing research in information systems, the methodological approach has been designed on the basis of many existing ideas and principles in academia and industry. It also provides new mechanisms and guidance to address the challenges presented above.
The methodological approach mainly aims to help system analysts to elicit system requirements from business process models, adequately specify system requirements and derive the object-oriented conceptual schema of an information system from its system requirements. It does so by taking advantage of existing solutions and by modifying them to better tackle the associated challenges.
The methodological approach has been evaluated in laboratory and industrial contexts, especially focusing on its usefulness for practitioners. Thanks to evaluation, several lessons have been learned and many of them have driven definition of the methodological approach. Furthermore, the lessons learned can be very useful both in academia and in industry for identification of further research areas and for awareness of situations that may occur in information system development projects, respectively.
32 citations