Business Process Model and Notation

About: Business Process Model and Notation is a research topic. Over the lifetime, 9038 publications have been published within this topic receiving 190712 citations. The topic is also known as: Business Process Modeling Notation & BPMN.

Integrating workflow management systems with business-to-business interaction standards

Abstract: Business-to-business (B2B) e-commerce is emerging as a new market with tremendous potential. Organizations are trying to link services across organizational boundaries in order to electronically trade goods and services. Standards such as RosettaNet, CBL, ED1, OB1, and cXML, describe how electronic B2B interactions should be carried on so that dynamic trade partnerships can be established and transactions can be executed across organizations. While the development of standards is a fundamental step towards enabling e-business, the problem of linking B2B interactions with internal business processes is still a challenge. In addition, as the industry standards evolve continuously based on changing needs, organizations have to adopt new standards quickly. In this paper we describe how workflow technology can be extended in order to support B2B interactions and to link them with the internal workflows. The proposed framework can be used to speed up both the development of new business processes that support B2B interaction standards and the enhancement of the existing business processes by the addition of B2B interaction capability.

PSS business model conceptualization and application

Abstract: The discussion about business models has gained considerable attention in the last decade. Business model frameworks have been developed in the literature as management methods helping companies to comprehend and analyse their current business logic and guide the deployment of new strategies. In response to calls for a deeper understanding of the application of a business model approach to product-service systems (PSS), this study develops a two-level hierarchical framework that (i) includes a set of components with pertinent, second-order variables to take into account when undergoing the shift from products to solutions; (ii) supports industrial companies, especially SMEs, in designing their future business model and in consistently planning the actions needed to implement it. The framework was applied and refined within real-life settings. The application to KINE – a robot solutions supplier – shows how key challenges faced by servitization firms may be thoroughly addressed through the adoption...

Evaluation measures for business process models

Abstract: This work presents a set of measures to evaluate the structural complexity of business process models at a conceptual level, and also the general plan of a family of experiments whose aim is to validate the measures proposed. We believe that the early evaluation of business process models would provide business process management with support which would make their maintenance tasks easier. This proposal is based on the standard notation for business process modelling BPMN and on the adoption and extension of the FMESP framework.

A process model of managing organizational change during business process redesign

Abstract: – Business process implementation has been primarily seen as a redesign of the workflow with the consequent organizational change assumed to be taking place automatically or through a process of “muddling through”. Although evidence suggests that 70 per cent of business process reengineering programmes have failed due to lack of alignment with corporate change strategy, the question of alignment of workflow redesign with the organizational change process has not received adequate attention. The purpose of this paper is to provide a framework for managing organizational change in a structured manner during workflow redesign, a perspective missing in the literature on business process management (BPM) implementation. , – This paper attempts to integrate the 8-S dimensions of Higgins model across the different phases of workflow redesign to develop a process framework of managing organizational change during BPM workflow redesign. As an exploratory study the paper draws on existing literature on BPM and change alignment to conceptualize an alignment framework of associated managerial activities involved during different phases of BPM workflow redesign. The framework is evaluated against two case studies of business process implementation to substantiate how lack of alignment leads to failure in BPM implementation. , – The paper provides a conceptual framework of how organizational change should be managed during BPM implementation. The model suggests the sequence of alignment of the 8-S dimensions (Higgins, 2005) with the different phases of the workflow redesign and identifies the role of the managerial levels in the organization in managing the alignment of the 8-S dimensions during business process change. , – This framework would provide managers with an execution template of how to achieve alignment of the workflow redesign with the 8-S dimensions thus facilitating effective organizational change during business process implementation. , – This paper proposes a process model of how organizational elements should be aligned with the workflow redesign during business process change implementation. No such model is available in BPM literature proposing alignment between hard and soft factors.

A model management approach to business process reengineering

Abstract: A prescriptive and analytical approach is taken to business process reengineering (BPR). The objectives are to provide precise guidelines for process redesign to take full advantage of the efficiencies created by information technologies, and to develop techniques to evaluate alternative structures. A decision-making paradigm of organizations is adopted, and organizational processes are viewed as collections of decision models. Such a simplified analytical model provides an effective methodology to describe and quantify the impact of information technology on organizational structures and processes. The model explains and quantifies a variety of organizational issues such as: the significance of hierarchical structures in organizations, the need for business process reengineering after the introduction of information technology, and the exact conditions under which information technology may (and should) lead to more or less centralized structures. Reoptimization of business processes after the introduction of information technology is formulated as a dynamic programming problem.