Business Process Management Framework Research Articles

Enhancing Payroll Systems for Accountability and User Experience: A Case Study at Kanindo Cooperative, Malang

The research aims are to evaluate and develop a payroll accounting information system for the Cooperative Agro Niaga Indonesia Syariah Malang, East Java, which functions as the research object. The analytical approach employs the Business Process Management (BPM) framework, while the system design process employs the ADDIE model. The researcher selected the BPM framework to evaluate the integration of information technology in the accounting information system process more thoroughly. Research is done in five stages. The problem analysis step comes first. At this stage, the information on company issues taken through interviews, documentation, and observational data collection. The second stage involves designing the system using the Business Process Management Notation (BPMN) model and matrix. The third step involves developing a web-based employee payroll accounting information system. The company develops this system to improve the quality of its commercial operations. The implementation stage, which includes evaluation, comes last. This study distinguishes itself by integrating the BPMN framework and ADDIE model to address the complex requirements of payroll accounting systems in a sharia-based cooperative context. Unlike prior studies, this research offers a dual-methodological approach that combines detailed business process visualization with iterative system refinement, ensuring a higher degree of standardization, automation, and user-friendliness. The application in Cooperative Agro Niaga Indonesia Syariah Malang represents a novel contribution by tailoring IT solutions to the unique needs of a rapidly growing sharia financial institution, demonstrating scalability and adaptability for similar organizations.

Exploring the role of new and enhanced BPM capabilities in customer experience management: does BPM matter?

PurposeAlthough improving customer experience (CX) has always been one of the top priorities of business process management (BPM), the evidence on the actual contribution made by traditional BPM to improving CX and customer experience management (CXM) is mixed. Recently, new and enhanced capability areas have been added to the traditional BPM frameworks, yet it is unclear which of them contribute to CXM. Moreover, it is not known which of them are necessary and which are sufficient conditions. The aim of this research is to shed light on the research gap concerning which BPM capabilities, especially new and enhanced ones, are relevant to CXM.Design/methodology/approachQuantitative data from 268 medium and large companies in 3 EU countries were analysed using hierarchical linear regression analysis and necessary condition analysis.FindingsThe results show that traditional BPM capabilities are a necessary condition for CXM, but with minor significance. Most highly significant necessary conditions and also most highly or medium significant sufficient conditions belong to the People or Culture area. Agile Process Improvement is the only new or enhanced BPM capability area in the Methods/IT area that is a necessary and also a sufficient condition for CXM maturity. Advanced Process Digitalisation was identified as neither a significant necessary nor a sufficient condition for CXM.Originality/valueThis research contributes to better understanding of the role played by BPM for CXM, where previous research provides mixed results.

Improving the quality of business processes with Financial information systems

This study aims to analyze the impact of the application of information technology on the company's business processes, especially in the financial administration process. The analysis technique adapts the Miles and Huberman model using the Business Process Management (BPM) framework. The BPM framework was chosen because it can provide a more comprehensive measurement in assessing the implementation of the use of information technology in the financial administration process. There are three research stages: data reduction from documentation, questionnaires, and interviews. Then the data is presented using the matrix and the Business Process Management Notation (BPMN) model. Moreover, the last is the conclusion formulation stage with evaluation using the Business Process Improvement (BPI) framework. This study shows that applying financial information systems in companies has benefits in simplifying processes, saving cycle time, preventing errors, increasing standardization, and improving large-scale processes by automating company processes.

Development of a web application for the optimization of administrative processes: application of the lean methodology for priority classification

This study is part of the context of the Research Project signed between the Ministry of Agriculture, Livestock and Supply (MAPA) and the Federal Institute of Education, Science and Technology Goiano (IF Goiano) for the development of methodologies with a view to implement and operate an agreement monitoring center. Its objective is to present the tool (software) developed via web to organize the structure of the chain of value of the Ministry of Agriculture's system of agreements, map performance indicators and classify process optimization priorities, based on parameters of efficiency and effectiveness of the reengineering processes. This is applied research in the empirical scenario of the Agreements Sector of MAPA, which uses the case study procedure to achieve its objective. The software development is based on the theoretical framework of Business Process Management (BPM) and Lean Six Sigma, with the application of the GUT Matrix tool and the Eisenhower Matrix for decision making. The primary data were collected through unstructured interviews with nine key informants working in the macro-processes of formalization, execution and monitoring and rendering of accounts of agreements. The results contain the characterization of the MAPA agreement area, highlighting the main activities carried out in the three macroprocesses, the description of the modelling characteristics and functionalities of the developed software and the discussion of benefits arising from the application of information technologies to the Business Process Management (BPM). It can be inferred that the Lean methodology is plausible as a logical “production line”, since it is adaptable to a structured algorithm, which provides an orderly solution of problems focused on continuous improvement.

Identifying the Current State and Improvement Opportunities in the Information Flows Necessary to Manage Professional Athletes: A Case Study in Rugby Union.

In sporting environments, the knowledge necessary to manage athletes is built on information flows associated with player management processes. In current literature, there are limited case studies available to illustrate how such information flows are optimized. Hence, as the first step of an optimization project, this study aimed to evaluate the current state and the improvement opportunities in the player management information flow executed within the High-Performance Unit (HPU) at a professional rugby union club in England. Guided by a Business Process Management framework, elicitation of the current process architecture illustrated the existence of 18 process units and two core process value chains relating to player management. From the identified processes, the HPU management team prioritized 7 processes for optimization. In-depth details on the current state (As-Is) of the selected processes were extracted from semi-structured, interview-based process discovery and were modeled using Business Process Model and Notation (BPMN) and Decision Model and Notation (DMN) standards. Results were presented for current issues in the information flow of the daily training load management process, identified through a thematic analysis conducted on the data obtained mainly from focus group discussions with the main stakeholders (physiotherapists, strength and conditioning coaches, and HPU management team) of the process. Specifically, the current state player management information flow in the HPU had issues relating to knowledge creation and process flexibility. Therefore, the results illustrate that requirements for information flow optimization within the considered environment exist in the transition from data to knowledge during the execution of player management decision-making processes.

Business process redesign towards IoT-enabled context-awareness: the case of a Chinese bulk port

PurposeThe purpose of this paper is to contribute to the extant literature about the co-evolvement of Business Process Management (BPM) and the Internet of Things (IoT) by proposing the IoT-enabled Context-aware BPM (IoT-CaBPM) framework to bridge from the IoT infrastructure to context-aware business processes.Design/methodology/approachMotivated by the “Three Waves” of BPM research, IoT-enabled context-awareness is, therefore, expected to be achieved for enhancing the business process design, which pilots a new wave of BPR (Business Process Redesign/Reengineering) to enable the business process coevolve with IoT and analytics. This paper reports an illustrative case study of BPR in a Chinese bulk port, one of the hub seaports that widely adopted IoT technologies over the last few years.FindingsThe IoT implementation and data analytics has increased the efficiency and improve the monitoring effectively. The proposed IoT-CaBPM framework availably helps to identify and match nodes of IoT devices, business decisions and analytic models in order to redesign a business process towards context-aware variability. As IoT is rapidly becoming the new dominant IT paradigm is moving towards mature implementation in various industries, the corresponding BPR must be planned and executed strategically for achieving better benefits.Originality/valueDespite some research extend BPM standard by integrating IoT devices as a sort of resources or report generically that the ports operations are affected by IoT, there is still a lack of layers from the IoT infrastructure to context-aware business processes. An industrial BPR case with business models in detail is also a lack for presenting the specific implications and effectiveness of the adoption of such technologies. This paper fills in this gap.

Barriers to implementation of business process governance mechanisms

Abstract One of the main challenges in implementing process-oriented management is establishing a governance mechanism in the organisation. It creates a coherent framework for the execution, management and perception of business processes, which is the foundation of consistent Business Process Management (BPM). Process governance (PG) refers to an organisation’s ability to manage its relationships with all process stakeholders and support the value chain for its customers. Its implementation involves establishing process regulation mechanisms and stakeholder-oriented criteria to support prioritisation, cascading, and change management within BPM initiatives. A review of the domain literature reveals that while process governance has been discussed from several but separated perspectives (strategy, business roles, performance, and maturity), only a few studies identify and synthesise the barriers to its implementation in organisations. The paper mainly aims to identify and classify the key barriers to the implementation of process governance. The author’s approach refers to the six core elements of Business Process Management capability and process governance frameworks. Research results confirm that most process governance barriers polarise around the competence gaps of the process stakeholders and the immaturity of the process-oriented culture of companies. Another significant group of constraints to process governance arises from the existing organisation’s structure. They are mainly related to the proper division of responsibilities and a weak position or the lack of BPM centres of excellence. The research contributes to the literature on management by identifying potential barriers to business process governance that constrain BPM initiatives. The identified PG challenges can provide a basis for developing a theoretical framework for Business Process Management and models for BPM success factors.

A knowledge-intensive adaptive business process management framework

Business process management has been the driving force of optimization and operational efficiency for companies until now, but the digitalization era we have been experiencing requires businesses to be agile and responsive as well. In order to be a part of this digital transformation, delivering new levels of automation-fueled agility through digitalization of BPM itself is required. However, the automation of BPM cannot be achieved by solely focusing on process space and classical planning techniques. It requires a holistic approach that also captures the social aspects of the business environment, such as corporate strategies, organization policies, negotiations, and cooperation. For this purpose, we combine BPM, knowledge-intensive systems and intelligent agent technologies, and yield one consolidated intelligent business process management framework, namely agileBPM, that governs the entire BPM life-cycle. Accordingly, agileBPM proposes a modeling methodology to semantically capture the business interests, enterprise environment and process space in accordance with the agent-oriented software engineering paradigm. The proposed agent-based process execution environment provides cognitive capabilities (such as goal-driven planning, norm compliance, knowledge-driven actions, and dynamic cooperation) on top of the developed business models to support knowledge workers’ multi-criteria decision making tasks. The context awareness and exception handling capabilities of the proposed approach have been presented with experimental studies. Through comparative evaluations, it is shown that agileBPM is the most comprehensive knowledge-intensive process management solution.

Aligning firm's value system and open innovation: a new framework of business process management beyond the business model innovation

PurposeBusiness process management (BPM) supports the creation and capture of firm value. In a dynamic context, the current approach to BPM appears to be limited and static in the face of the challenges posed by the firm's open innovation (OI) ecosystem. The main purpose of this paper is to shed light on the value co-creation through the integration of OI principles and mechanisms of value system.Design/methodology/approachTo this aim, the paper suggested a conceptual integration of strategy and operations literature on OI and the firm's value creation system. This analysis adopted BPM lenses with specific attention to the alignment between value creation and value capture. Applying BPM lenses to the process of creating shared value sought the attainment of a comprehensive system of decisions articulated between strategy and operations.FindingsThe paper pinpoints key links between strategy models and operational planning, thus proposing a new framework that integrates the characteristics of value system and OI. The paper elaborates a new theoretical framework rooted in the extant literature conducted in BPM, business strategy and business model innovation (BMI) fields.Originality/valueThis paper aims to fill the gap in the literature in which strategy models are separately treated from the operational ones. This conceptual effort contributes to the extant literature by drawing upon a comprehensive frameworkand mapping the complex set of interactions between the firm's value chain and its innovation ecosystem.

BPRIM: An integrated framework for business process management and risk management

Enterprise engineering deals with the design of processes which aim to improve the structure and efficiency of business organizations. It develops approaches based on modeling techniques, particularly on business process modeling, to ensure the quality and the global consistency of enterprise strategies and expectations. Nowadays, risk consideration in enterprise engineering is a growing concern since the business environment is becoming more and more competitive, complex, and unpredictable. To face this concern, a paradigm named risk-aware business process management (R-BPM) has recently emerged. It seeks to integrate the two traditionally isolated fields of risk management and business process management. Despite the significant benefits that can arise from the use of R-BPM, it suffers from a lack of solid scientific foundations and dedicated tooling. This present research work contributes to bridging that gap in a twofold way: (i) by establishing the BPRIM Business Process-Risk Integrated Method framework, and (ii) by designing a dedicated tool, named adoBPRIM which supports the efficient application of the BPRIM framework. This paper first comprehensively presents the foundation of BPRIM which is based on three main components and, secondly, its dedicated tool adoBPRIM which was designed using the ADOxx meta-modeling platform. An evaluation with a real case study in the health care domain shows the relevance of the methodological framework.

BPRIM: An integrated framework for business process management and risk management

Enterprise engineering deals with the design of processes which aim to improve the structure and efficiency of business organizations. It develops approaches based on modeling techniques, particularly on business process modeling, to ensure the quality and the global consistency of enterprise strategies and expectations. Nowadays, risk consideration in enterprise engineering is a growing concern since the business environment is becoming more and more competitive, complex, and unpredictable. To face this concern, a paradigm named risk-aware business process management (R-BPM) has recently emerged. It seeks to integrate the two traditionally isolated fields of risk management and business process management. Despite the significant benefits that can arise from the use of R-BPM, it suffers from a lack of solid scientific foundations and dedicated tooling. This present research work contributes to bridging that gap in a twofold way: (i) by establishing the BPRIM business process-risk integrated method framework, and (ii) by designing a dedicated tool, named adoBPRIM which supports the efficient application of the BPRIM framework. This paper first comprehensively presents the foundation of BPRIM which is based on three main components and, secondly, its dedicated tool adoBPRIM which was designed using the ADOxx meta-modeling platform. An evaluation with a real case study in the health care domain shows the relevance of the methodological framework.

Business process management in the port sector: a literature review

Purpose This paper aims to review the application of business process management (BPM) in the port sector. Its objective is to understand whether BPM principles are applied in the port sector, the role of the procedural factor in port performance evaluation and whether electronic data interchange systems have been used for process management purposes. Design/methodology/approach The objective of this research is to conduct a critical review of existing academic literature in the domain of BPM and its application in the ports sector. This paper assessed more than a hundred recent publications, from key journals in the domains of port economics, BPM and information technology. The two principle platforms used are the online databases of the World Bank Group and the University of Antwerp. Findings Academic literature reviewed reveals a partial application of BPM in the port and maritime sector. BPM related research is conducted via the utilization of modeling algorithms or optimization and simulation tools. There exists evidence that electronic data interchange (EDI) data extracted from EDI platforms can be used to model inter-organizational business processes in several industries. Yet, to the best of the author’s knowledge, no research investigates Port Community System (PCS) or single window (SW) data utilization for BPM purposes, although PCS and SW benefits are well documented. Port performance is largely assessed based on the production theory, and limited number of studies use elements of procedural efficiency as variables for their analysis. Originality/value The holistic application of BPM has been researched in numerous industries but in the port sector. This paper constitutes the first section of an original research study to define key components, assumptions and constraints for developing a comprehensive BPM framework in the port sector.

Development of BPMN Architecture using Integration of Data Mining

Data mining is an important factor of success for modern business processes. Modern Integrating data mining with business solutions will improve the business process model (BPM) and enhance the overall business process management framework. The proposed architecture promises to provide great support for flexible design, deployment and managementof business processes. Incorporating services of data mining in order to choose the appropriate business model, determining missing standards and deploying machine learning techniques in an applicable manner is a challenging task discussed in the paper. Theproposed work describes the overall contribution of data mining services and validates the novelty in architecture by defining user roles for business, decision mining and IT standards. Supervised and unsupervised learning technique is used for determining similarity between the proposed model and the previously stored models.

Identifying do’s and don’ts using the integrated business process management framework

PurposeThe authors observe that actionable guidelines are missing from many reference works on business process management (BPM). Also, success factors are mostly not contextualized in the different phases and concerns of a BPM initiative. The purpose of this paper is to address this research gap.Design/methodology/approachThe research design builds on a literature survey for building an integrated framework for BPM that is referred to as integrated BPM. It integrates lifecycle phases, capability areas and governance aspects. Then, the authors consolidate insights from expert interviews.FindingsAs a result, the authors provide a list of various activities that are associated with the different elements of BPM. Furthermore, the authors describe pitfalls for each of the elements that have been avoided in order to make the BPM initiative a success.Research limitations/implicationsThe findings emphasize the potential to study BPM success and its factors on a more fine-granular activity level.Practical implicationsThe list of activities and the list of pitfalls are directly applicable for practitioners.Originality/valueThe research on the integrated BPM framework consolidates insights from prior research and extends it with an expert perspective on pitfalls.

A Life Cycle-Based Performance-Centric Business Process Management Framework For Continuous Process Improvement

A Life Cycle-Based Performance-Centric Business Process Management Framework For Continuous Process Improvement

A framework to capture and reuse process knowledge in business process design and execution using social tagging

Purpose – The purpose of this paper is to present a framework for social business process management (BPM) in which social tagging is used to capture process knowledge emerging during the design and enactment of the processes. Process knowledge concerns both the type of activities chosen to fulfil a certain goal and the skills and experience of users in executing specific tasks. This knowledge is exploited by recommendation tools to support the design and enactment of current and future process instances. Design/methodology/approach – The literature about traditional BPM is analysed to highlight the limitations of traditional BPM regarding management of ad hoc and semi-structured processes. Having identified this gap, an innovative BPM framework based on social tagging is proposed to address these limitations. This model is exemplified in a real case scenario and evaluated through the implementation of a prototype and a case study in real world non-profit organisation. Findings – An overview of the social BPM framework is presented, introducing the concepts of role and task recommendation, which are supported by social tagging. The prototype shows the buildability of the social BPM framework as an extension of a Wiki platform. The case study demonstrates that the social BPM framework improves user collaborativeness in designing and executing process instances. Research limitations/implications – The applicability of the framework is targeted to ad hoc and possibly semi-structured business processes and it does not extend to highly procedural and codified processes. A single case study limits the generalisability of the evaluation results. Originality/value – The social BPM framework is the first to introduce task and role recommendation supported by social tagging to overcome the limitations of traditional BPM models.

A Goal-Oriented Social Business Process Management Framework

A Goal-Oriented Social Business Process Management Framework

A Goal-Oriented Social Business Process Management Framework

A Goal-Oriented Social Business Process Management Framework

RFID enabled fully automated warehouse management: adding the business context

The EPCglobal has recently ratified the EPC-IS standard, which insulates enterprise applications from understanding the details of how individual steps in a business process are carried out. However, few processes are described on the basis of this framework. In this paper, we present an overview of EPC-IS and accordingly leverage its event semantics to formulate the business context for prominent warehouse management (WM) processes. Specifically, we provide a fairly general description of WM business processes in terms of EPC-IS events. These events have been validated and used in the scope of realistic RFID deployments in different enterprises. Based on this experience we believe that these baseline descriptions could serve as templates for a wide range of RFID WM deployments. We also provide insights on how these descriptions could be used in the scope of a wider business process management framework, which could be amenable by graphical tools.

Understanding Business Process Management: Implications for Theory and Practice

This paper presents an empirically validated framework of business process management (BPM) to enable the pursuit of BPM theory. Phase 1 of the research focused on the development of an initial framework of BPM, derived from a synthesis of current literature. This comprised five key themes, subsequently categorized as ‘application components’ of BPM. The empirical validation of the framework was approached through case‐based research, utilizing semi‐structured interviews with managers of a large financial services organization, to explore the dimensions of the framework. The results suggest that, in addition to confirming the five ‘application components’ of the initial framework, three additional ‘conceptual components’ are important. These concepts differentiate BPM from other process management activities, and suggest that developing a prerequisite ‘process mindset’ is a fundamental component of a BPM approach.