Abstract
Today, Business Process Management (BPM) has established itself as an important cross-functional task in companies. The primary goal of BPM is to optimize the business process design and henceforth the actual execution of business processes. However, since optimizing processes on paper is not sufficient to really boost a company’s performance, it is indispensable to optimize the process execution which defines how business processes are actually performed at the end of the day. Yet before employees are able to carry out processes, they need a given up-front learning time. Hence, to research how business process learning can be realized on-the-job is promising in order to reduce up-front learning time; thus, being able to work efficiently on processes already from the very beginning. In this paper we present a tool-supported approach towards business process learning on-the-job using the concepts of task guidance and process guidance. After introducing the approach and its prototypical implementation, the paper presents an empirical study of this prototype showing that the general approach is useful to optimize workplace learning.
Highlights
Business Process Management (BPM) has established itself as an important crossfunctional task in many companies (Marjanovic & Bandara, 2010)
This paper presents an approach demonstrating how task guidance and process guidance can be used to help employees in learning unfamiliar business processes and changes within existing ones with which they are already familiar
To explain how task guidance and process guidance is realized, we introduce three layers on which the approach and the prototype is based: On the level of the system layer, each received email will be intercepted by the system and subsequently be analyzed, archived, decoded and decomposed
Summary
Business Process Management (BPM) has established itself as an important crossfunctional task in many companies (Marjanovic & Bandara, 2010). In the field of process modeling lots of effort is done. The motivation for this is obvious: a strict documentation of business processes fosters the ability to optimize them starting from their modeled as-is state and ending at the optimized to-be state (Koliadis & Ghose, 2006; Kavakli, 2004). One important facet in the course of BPM—as a continuous company mission—is the process execution that defines how business processes are performed at the end of the day. Before persons are able to perform them, there is a given up-front learning time needed. These startup costs for being able to perform processes for the first time, and the risk of conducting activities wrongly are at a high level at the beginning of gaining experience in processes—no matter whether the processes are of transactional or flexible, i.e. less predictive, nature
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