Modeling business process management

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Applying Business Process Mode ling Techniques : Case Study

Applying Business Process Mode ling Techniques : Case Study

Unified Modeling Language is a de facto standard in Software Engineering. Features of the language are discussed in great detail in numerous books, just to mention (Booch, Rumbaugh and Jacobson, 2004), (Dennis, 2005), (Eriksson, Penker, Lyons and Fado, 2004) as well as (Wrycza, Marcinkowski and Wyrzykowski, 2005). Thanks to custom extensions, including Eriksson-Penker Business Extensions (Eriksson and Penker, 2000) as well as Rational UML Profile for Business Modeling (Johnston, 2004), UML is not only a useful business process modeling tool, but most robust and flexible notation available; the notation that can support complexity management, reducing building time as well as increasing the quality of target product (Baker, 2001). Although designed primarily to meet information systems modeling needs, the UML has potential advantages over BPMN. First of all, BPMN is not intended to support organizational structure modeling and lacks features covering relationships among documents used within organization. Secondly, applying UML in business modeling stage enables seamless notational transition to information system modeling stage. Finally, UML is in fact a set of techniques and notations. Business analyst, based on his/her experience, is free to select the diagrams that shall solve a stated problem in most efficient and readable way and exclude potentially not user-friendly UML diagrams. Extended comparison of UML and BMPN features is included in (Marcinkowski, 2008). Current paper verifies usefulness of Rational UML Profile for Business Modeling by providing selected components of a case study that was carried out in a property developer company. 2. Methodology
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Business process analysis of na optoelectronic sector company : process modeling and analysis in a German SME

Business process analysis of na optoelectronic sector company : process modeling and analysis in a German SME

Silvestro & Westley (2002) have determined the process of two UK-based companies. One was the division of a large multi-national electronics company, and the other a major retail organization. Because of the BPR, the companies could achieve increased market responsiveness, better collaboration between functions and alignment of organizational objectives. However, there were also some disadvantages of the BPR initiatives. They identified a duplication of functional expertise and increased operational complexity, resulting in an escalation of cost, the emergence of horizontal silos. In addition, there are inconsistencies in the execution of functional decisions between processes and general erosion of the efficiency of the operations network (Silvestro & Westley, 2002). According to these limitations, the adoption of BPM alone will not bring any contribution to either their operational or strategic goals of an organization. Moreover, BPM can help in the execution of a strategic program by enabling a better match between the organizational strategy and the their business processes (Trkman, 2010). In fact, BPM inherits from the continuous improvement philosophy of Total Quality Management (TQM), as well as other principles and techniques such as operational management, Lean and Six Sigma. BPM combines the named philosophies with the capability offered by modern IT, hence to an optimal alignment with business processes and the performance objectives of an organization (Dumas et al., 2012).
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Modelagem de processos com o BPMN para a melhoria de processos acadêmicos do IFS / Process modeling with BPMN for IFS academic process improvement

Modelagem de processos com o BPMN para a melhoria de processos acadêmicos do IFS / Process modeling with BPMN for IFS academic process improvement

Em uma organização, para que seus processos sejam bem definidos e facilmente visualizados por todos os membros, a utilização da modelagem de processos é essencial. Neste contexto, a modelagem de processos e o uso de uma notação permite com que os processos sejam mapeados e assim aprimorados. Este trabalho apresenta um estudo de caso referente à aplicação da metodologia Business Process Management para modelagem dos processos de matrícula e trancamento de matrícula do Instituto Federal de Sergipe - campus Lagarto. A partir do mapeamento e análise dos processos atuais foram propostas melhorias que resultaram na automatização de atividades e no melhor entendimento dos processos.
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The role of business intelligence in decision process modeling

The role of business intelligence in decision process modeling

Knowledge management and data mining are still in the development phase and they represent interest- ing areas for researchers. Although there is an inte- grative framework for knowledge management in the context of marketing, there are critical research chal- lenges that should be devoted considerable attention. More information about data mining for marketing can be seen in (Berry & Linoff , 2004). Some of them are connected to data mining techniques and knowl- edge discovery process, while others are related to knowledge management. Data research through data mining techniques is an interactive process of learning similar to other processes of acquiring knowledge, like scientii c research. Selection of data mining al- gorithms, hypothesis forming, model evaluation and remodeling are the key components of the research process. Since the cycle of attempts and failures for progressive adopting are made of the most valuable knowledge through data mining, the aspect of learn- ing through experiments can be suitable for that. One of the research challenges is to make sure that this process is multi-structured, and therefore to increase the productivity of data mining trials. Furthermore, it is needed to manage the knowledge in the sense that it outlines organizational borders and further distributes towards the other partners.
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PROPOSTA DE MODELO DE MEDIÇÕES PARA CONTRATAÇÃO DO GERENCIAMENTO DE PROCESSO DE NEGÓCIO (BUSINESS PROCESS MANAGEMENT- BPM).

PROPOSTA DE MODELO DE MEDIÇÕES PARA CONTRATAÇÃO DO GERENCIAMENTO DE PROCESSO DE NEGÓCIO (BUSINESS PROCESS MANAGEMENT- BPM).

digital publication bases chosen. They were also identified the as inclusion and exclusion criteria to be applied to all retrieved publications. All publications retrieved were read and analyzed to build a mind map to consolidate the results. It was also used the GQM (Goal Question Metrics) to elaborate the measurements of the case studies, applied to 13 business models to verify its coherency and to compare the results with their real world executions. Moreover, it was done interviews with specialists in Business Process Modeling to assess their perceptions about the measurements outcomes. The respondents found that the results were appropriate to the market reality considering the outsourcing context.
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Business Process Management Integration Solution in Financial Sector

Business Process Management Integration Solution in Financial Sector

Others have proposed to use a substantially different business process modeling lan- guage, namely Business Process Modeling Notation (BPMN), as a graphical front-end to capture BPEL process descriptions. As an il- lustration of the feasibility of this approach, the BPMN specification includes an informal and partial mapping from BPMN to BPEL 1.1. A more detailed mapping of BPMN to BPEL has been implemented in a number of tools, including an open-source tool known as BPMN2BPEL. However, the development of these tools has exposed fundamental dif- ferences between BPMN and BPEL, which make it very difficult, and in some cases im- possible, to generate human-readable BPEL code from BPMN models. Even more diffi- cult is the problem of BPMN-to-BPEL round-trip engineering: generating BPEL code from BPMN diagrams and maintaining the original BPMN model and the generated BPEL code synchronized, in the sense that any modification to one is propagated to the other.
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Gestão de processos: integração entre CERNE e business process management (BPM) - o caso da incubadora TECCAMPOS / Process management: integration between CERNE and business process management (BPM) - the case of TECCAMPOS incubator

Gestão de processos: integração entre CERNE e business process management (BPM) - o caso da incubadora TECCAMPOS / Process management: integration between CERNE and business process management (BPM) - the case of TECCAMPOS incubator

Studies recently published by MCTI (Ministry of Science, Technology and Innovation), Sebrae, Anprotec and GEM (Global Entrepreneuship Monitor) indicate an increase in entrepreneurial activity in our country. For this growth to be sustained, it is crucial the need for mechanisms to assist and give conditions for entrepreneurs to create, develop and make their prospering business, and incubators serve as habitat for innovation and support instrument and structuring these projects making them viable and urban and regional effects generators. The article aims to show how to use the tools of Business Process Management (BPM) combined with the CERNE model contributes significantly to the solution of problems encountered in the various activities carried out in a business incubator and result in improvement in the quality of services for the incubated companies. Business Process Management (BPM) is a discipline involving a combination of modeling , automation, execution, control , measurement and optimization of business activity, is closely related to corporate goals and performance indicators. The tools used by BPM go against the processes recommended by CERNE methodology for the management of incubated enterprises activities, and it has a strong impact on the standardization and automation of processes in a business incubator. The methodology was qualitative action research, based on the literature and information collected in TECCAMPOS incubator, an incubator for companies oriented to the local and sectoral development of the Fluminense North, and the incubated companies. The information obtained in action research refer to history, what are the benefits and results of the incubator has won to use the concepts and BPM tools to manage their processes and merge them to CERNE model, thus providing advances in management and quality of services for the incubated companies.
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Avaliação de soluções BPM para implantação de gestão de processos na Unisidade Federal do Ceará Campus Quixadá

Avaliação de soluções BPM para implantação de gestão de processos na Unisidade Federal do Ceará Campus Quixadá

É esperado que uma solução BPM permita a modelagem dos processos de negócio, bem como a simulação e documentação dos mesmos, tenham componentes prontos para se integrar como sistemas heterogêneos via Web Services por exemplo. Essas soluções devem possuir componentes de Business Activity Monitoring (BAM) ou se integrar naturalmente a um produto deste tipo. Uma solução de BAM pode monitorar em tempo real os indicadores dos processos, permitindo também que os gestores tomem ações corretivas imediatamente. Essas soluções devem apresentar componentes de Business Rules Management (BRM). Um BRM pode permitir a separação das regras dos processos do código de aplicação, como também possibilitar que os usuários de negócios configurem estas regras de uma forma ágil e transparente. Além disso, devem ser aderente aos padrões da área (BPMN - Business Process Modeling Notation , BPEL - Business Process Execution Language e/ou BPML - Business Process Modeling Language ) (IPROCESS, 2007).
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Gestão de processos de negócio: uma contribuição para a avaliação de soluções de...

Gestão de processos de negócio: uma contribuição para a avaliação de soluções de...

Modelagem de processos de negócio: do inglês business process modeling, trata de uma linha teórica com base na reengenharia de processos (Davenport, 1994) e, pode contribuir com alguns propósitos, como por exemplo: explicitar o conhecimento; entender como funciona; controlar ou monitorar; tomar decisões; analisar alguns aspectos da organização; simular o comportamento de algumas partes; reprojetar e racionalizar (Correia et al., 2002). Tanto a reengenharia ou Business Process Reengineering (BPR) quanto o Total Quality Management (TQM) necessitam que seus processos sejam desenhados. Embora a reengenharia pura tenha insistido em evitar a busca de melhorias incrementais por apregoar mudanças radicais, muitos autores a consideram parte de uma gestão integrada de processos à longo prazo (Moad, 1994; Bennigson, 1996; Caldwell, 1994). Não há evidências práticas que comprovem a separação entre iniciativas de reengenharia e melhoria contínua. Ou seja, a melhoria contínua pode ser sequenciada depois de uma ação de BPR (Guha et al., 1993; Davenport, 1993). Todos os modelos existentes na literatura são variações do modelo de “Descongelar-Mudar-Congelar” formulado primeiramente por Kurt Lewin (Kanter et al., 1992).
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NTELLIGENT INFORMATION SYSTEMS. AN IMPORTANT AID TO NATIONAL SECURITY

NTELLIGENT INFORMATION SYSTEMS. AN IMPORTANT AID TO NATIONAL SECURITY

Once the analysis phase is over, its conclusions lead to the design of management models by using visual tools included in the Business Process Management applications. In fact, modeling business processes is meant to integrate them into the information systems from within an organization. The instruments used are based on UML (Unified Modeling Language) and BPEL (Business Process Execution Language) technology. As a result, the implementation of the solution results in the generation of components from models.

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Data warehouse design using process-oriented requirement analysis: a survey

Data warehouse design using process-oriented requirement analysis: a survey

Abstract- Intelligent and comprehensive analysis systems are a powerful instrument for companies to analyze their business. The implementation of such systems for an enterprise-wide management and decision support cane very different from traditional software implementations. Because analysis systems are strongly data-driven, the development process is highly dependent on its underlying data, which is generally stored in a data warehouse. Data warehouse systems generally concern many organizational units. Therefore, the collection of unambiguous, complete, verifiable, consistent and usable requirements can be a very difficult task. Use cases are considered as standard notation for object-oriented requirement modeling. This paper explains how use cases can be used to elicit requirements for data warehouse systems, and how to involve the organizational context in the modeling process. Keywords: Data Warehouse, Business Process, Process Orientation.
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Hybrid business process modeling

Hybrid business process modeling

For a successfully implementation of BPM in an organization, it’s important to know that on his pillar there will be technology tools. There is already a set of tools designed for that purpose, they are called Business Process Management Systems (BPMS). Its objective is to allow a more efficiently interaction between the organizational and technologic worlds. These tools make possible to execute any necessary operations about business process and monitor a BPM project, form the beginning until the end, trough modelling, implementation, development, execution and process optimization.
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FOSTERING E-PARTICIPATION SUSTAINABILITY THROUGH A BPM-DRIVEN SEMANTIC MODEL

FOSTERING E-PARTICIPATION SUSTAINABILITY THROUGH A BPM-DRIVEN SEMANTIC MODEL

Democracy is an evolving concept. The term, concept and set of practices can be credited to the sophisticated city-state of Athens during classical antiquity (Ober, 2003). Etymologically, the term combines the word demos, which is associated with people, and kratos, which is related to power (Ober, 2008)1. Therefore its underlying concept suggests power exercised by citizens and has been the key source of inspiration for the modern political thought, having become the leading standard of political legitimacy nowadays (Finley, 1983; Held, 1996). The Citizenship concept is thoroughly discussed in social sciences (White, 2005), including its inherent assumption of entitlement to political rights. For Marshal (1950), the first basic element of citizenship is the right to participate in the exercise of political power as a citizen and an elector. Nevertheless, effective Participation is fundamentally dependent on knowledge and, consequently, the keystone of participation is the ability to make free and informed choices about the course of action to be pursued (White, 2005). The critique of democracy and, in particular, the acknowledgement of the threats of uninformed participation and disengaged public are not new and can be traced back to the philosopher Plato (428- 348 BC). Centuries later, Held’s (1996) participatory model highlights the need to engage citizens and civil society organisations in the policy process, yet recognising that participation shouldn't be valued in itself, but only when informed. Furthermore, democracy and the formal political process require effective communication amongst citizens, politicians, officers and other stakeholders who may be impacted by political decisions (Habermas, 1996; Sæbø, Rose, & Skiftenesflak, 2008; White, 2005). Political participation is thus a core component of democracy and can be generically described as citizens’ direct involvement in, or influence over governmental processes. The appeal of technology to strengthen these ideals and overcome their intrinsic barriers has triggered a wealth of experiments since the end of the Second World War, following the advent of computers and the emergence of cybernetics (Chadwick, 2012; Vedel, 2006).
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Business Process Outsourcing

Business Process Outsourcing

nizeze tehnologia în acela şi mod în care companiile utilitare le furnizeaz ă electricita- tea, gazul sau leg ăturile telefonice. După 11 septembrie 2001 s-a amplificat deschiderea c ătre outsourcing, în special datorită flexibili- t ăţii obţinute în contextul instabilităţii eco- nomiei mondiale. Outsourcing-ul este o ten- din ţă de top în lumea afacerilor şi presupune ob ţinerea de servicii specializate de orice fel de la companii externe. Cu toate acestea, outsourcing-ul nu este un concept de o nouta- te absolut ă. De peste 40 de ani, companiile închiriaz ă servicii din exterior pentru a rezol- va sarcini care fie le consum ă prea mult timp, fie nu pot fi îndeplinite pe cont propriu. Dac ă la început termenul cunoscut a fost subcontractarea de resurse (umane, cl ădiri, tehnologie), mai târziu a devenit outsourcing şi a implicat restructurarea eficientă a unor activit ăţi de e-business, prin intermediul unor parteneriate externe. e-Outsourcing înseamn ă închirierea de produse şi servicii IT care pot fi adaptate nevoilor interne 1 . Pentru tot mai multe firme, blocarea personalului în activi- t ăţi colaterale obiectului principal de activita- te se dovede şte nerentabilă, la fel ca şi inves- ti ţiile în infrastructura de dezvoltare şi instru- irea angaja ţilor în această direcţie. În conse- cin ţă, serviciile unei companii specializate, care are deja cuno ştinţele necesare şi care li- vreaz ă servicii profesioniste sunt de preferat, pentru c ă se reduc costurile şi creşte flexibili- tatea companiei.
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Impactos da adoção das novas tecnologias BPM (business process management) nos processos governamentais

Impactos da adoção das novas tecnologias BPM (business process management) nos processos governamentais

Não é permitido o uso das publicações do GVpesquisa para fins comerciais, de forma direta ou indireta, ou, ainda, para quaisquer finalidades que possam violar os direitos autorais aplic[r]

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A gestão de regras de negócio em soluções desenvolvidas sobre business process management systems

A gestão de regras de negócio em soluções desenvolvidas sobre business process management systems

Existem várias formas de fazer a gestão das regras de negócio, mas a mais versátil e económica passa pela utilização de um Business Rules Management System (BRMS) (Graham, 2006). Esta tecnologia desempenha um papel fundamental na diminuição dos custos de desenvolvimento e manutenção de aplicações informáticas que apoiam as operações das organizações (Graham, 2006). O crescente interesse neste tipo de tecnologia deve-se ao facto desta centralizar todas as regras num único repositório que é acedido pelas várias aplicações da organização. Quando é necessário alterar alguma regra de negócio, essa alteração é realizada num único local, propagando-se a alteração para todos os sistemas, uma vez que a sua gestão está centralizada num único serviço (Graham, 2006). Desta forma, os BRMS são a solução ideal para implementar as regras de negócio.
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JISTEM J.Inf.Syst. Technol. Manag.  vol.4 número1

JISTEM J.Inf.Syst. Technol. Manag. vol.4 número1

Neste mesmo período, a Chubb dos Estados Unidos concluía um estudo sobre as possibilidades oferecidas pela tecnologia de Business Process Management System (BPMS) na operação, suport[r]

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Business process management in sustainable property/asset management by using the TotalObserver

Business process management in sustainable property/asset management by using the TotalObserver

TotalObserver [13, 14] is a software solution for FM and PM, which integrates a set of modules and features intended for the management of all business processes. TotalObserver is intended for companies that operate in the field of asset management, and have a tendency to simplify and cut costs of the process while increasing the quality of service and generat- ing savings. The solution provides the establishment and management of the entire spectrum of services and activities related to the asset management. This solution is fully adapted to the local and regional markets and is primarily intended for medium and large companies. The solution was verified through a series of integrations during which a wide range of good practices was identified and incorporated into the software, the solution also allows additional adjustments which are the task that is realized in the process of porting and integration. The business model, in which this solution is offered on the market, can be fully implemented in accordance with the business dynamics and user capabilities of local companies.
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Bringing the Organizational Dimension to IS Management: Re-thinking IS Strategic Alignment

Bringing the Organizational Dimension to IS Management: Re-thinking IS Strategic Alignment

Bartlett and Ghoshal base their management model on extensive research into the management practices of a well managed global corporation (INTEL, Kao Corporation, McKensey, Philips, Skandia and, especially, Asea Brown Boveri), which serve as role models. From the case studies and their academic experience, these academics draw conclusions about new roles (i.e. expected patterns of behaviour) for the three core positions within the management structure of most companies: top management, middle management and front line management. These roles, according to the authors, reflect all the major changes, which have been taking, place in large organizations and, which have been briefly discussed above. Furthermore, they develop the notion of “management processes”. Management processes are the “interlocking behaviours”, the relationships or the interactions of managers with the organization in performing their daily activities. They are the managers’ key tasks, as seen by themselves. This is why the authors claim that this line of thought is leading them towards a new theory of the firm, which they have labelled as the managerial theory of the firm.
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