Business Process Management Principles Research Articles

ПРИОРИТЕТЫ В УПРАВЛЕНИИ БИЗНЕС-ПРОЦЕССАМИ В ПРЕДПРИНИМАТЕЛЬСКОЙ СФЕРЕ

In a dynamic competitive environment and constant changes, effective business process management is a key success factor for entrepreneurial organizations. This work is devoted to the analysis of priorities in business process management aimed at improving the efficiency and competitiveness of enterprises in the business sector. The study examines the basic principles of business process management, such as customer orientation, process approach, continuous improvement and the use of modern information technologies. Special attention is paid to the key stages of business process management, including analysis, design, implementation and control. The work analyzes various methods of optimizing business processes, such as the introduction of a quality management system, the use of business analysis tools and process automation. The impact of digitalization on business process management is also considered, in particular, the use of technologies such as big data, artificial intelligence, the Internet of things and cloud services. The results of the study emphasize the importance of identifying and implementing priorities in business process management in order to achieve sustainable growth and competitive advantages in the business sector.

Improving the mental health care process in response to Covid-19 pandemic: The case of a penitentiary mental health division.

Covid-19 outbreak led all organizations to reorganize their processes to prevent infection and contagion risk. All healthcare facilities, included penitentiary mental health services, had to redesign their processes to safely deliver care services. In this paper, the case of a Penitentiary Mental Health Division located in southern Italy is presented. Soft System Methodology and Business process management principles and techniques are adopted to analyse and redesign the detainees' mental health care process. The process, characterized by direct, close and prolonged contact with patients, exposes detainees and healthcare staff to a high Covid-19 infection risk. Through document analysis, interviews with the actors involved in the process and direct observation, the process's inefficiencies and criticalities are identified. The process is redesigned to make it compliant with Covid-19 prevention provisions and national penitentiary regulations and address the other criticalities. The proposed methodological approach-which innovatively combines Soft System Methodology and Business Process Management-constitutes a human-centered process-based redesign approach that can be used both in healthcare and other organizational settings.

Analysis of Business Process Management Principles in Performing Remote Audit at the Audit Board of the Republic of Indonesia

The Audit Board of the Republic of Indonesia must quickly adapt to its duties in the COVID-19 pandemic era. BPK forced all work to be done remotely. This study aims to analyze the application of Business Process Management Principles (BPM) in conducting remote audits at BPK following the COVID-19 pandemic. This study applies the descriptive qualitative with study literature and Likert survey on seven representative offices of BPK. The analytical tool used is BPM Principles with pattern matching. The results show that BPM principles in the remote audit have accomplished various implementation qualities. The result is divided into two types: principles that have worked properly and principles that have not maximally worked. The appropriately worked principles are context awareness, enablement, holism, continuity, institutionalization, purpose, and technology appropriation. The BPM principles that have been implemented but not maximized are the principle of involvement, the principle of joint understanding, and the principle of simplicity. Remote audits can only be conducted smoothly if all principles are implemented accordingly.

Roadmap for operational sustainability: an approach based on Integrated Management Systems and Business Process Management

Purpose - This paper proposes a roadmap for the sustainability of operations based on the principles and practices taken from Integrated Management Systems (IMS) and Business Process Management (BPM).Theoretical framework - Companies must consider results based on the economic, social, and environmental dimensions of the Triple Bottom Line, and as such, some researchers point to the contribution made by IMS for sustainability. Another important aspect of changing to more sustainable business models is organizational structure. BPM focuses on implementing horizontal management in the organization through business processes.Design/methodology/approach – Within this context, a Systematic Literature Review (SLR) was carried out to identify IMS and BPM principles, practices and techniques, then a roadmap was designed and field research was carried out by specialists.Findings - Field research findings indicate that the roadmap represents a framework which can support organizations to achieve their sustainability goals.Research limitations/implications - One of the limitations in the study was the reduced number of specialists who analyzed the roadmap. Therefore, it is suggested, as a further study, that this roadmap is validated by other experts, including people from other countries. Another limitation is that the study must progress further on the issues of implementation posed by the proposed roadmap. As such, a further study should be carried out to address this point.Originality/value - This study uses concepts that have already been consolidated in the literature (IMS and BPM) as support for companies that seek to become more sustainable.Key words - Integrated Management System; Business Process Management; Roadmap; Sustainability; IMS; BPM.

Tools of improving the quality of tourist services in the conditions of competition

The article examines the theoretical and practical principles of business process management in the field of tourism. The factors are given and their influence on creation of qualitative tourist service is investigated; the most essential quality criteria influencing activity of the enterprises of tourist sphere are resulted. The subject of the article is the aspects of business process management of modern tourism enterprises, the management of which should be aimed at ensuring the competitiveness of tourism services. To this end, attention is focused on the quality of tourist services in view of the strengthening of individualization of demand. Objective: to consider the structuring of tourist services, to identify general and specific components that are inherent in the tourist offer, to explore the features of the process approach to business process management in the tourism industry through the prism of interpretations of modern scientists. The following general scientific methods were used in the research: analytical, descriptive, comparative, systematic, systemic. The following results were obtained: it was proved that the process approach is a modern, powerful and effective means of managing the activities of a tourist enterprise and significantly improves the quality of tourist services. However, in practice, due to the specifics of the tourism business, the separation of business processes of the tourism enterprise is a difficult task. Conclusions: the main essential properties of the business process of a tourist enterprise are separated, which characterize it as a set of interconnected operations, including organization, interdependence, efficiency, continuity, convenience, application of Internet technologies to increase efficiency and effectiveness of business processes of tourist enterprises. . The business process inherent in the tourist enterprise that distinguishes it from set of the enterprises of other spheres is offered.

Business process management (BPM): terminologies and methodologies unified

Business process management (BPM) is one of the effective performance management methodologies used in managing process-oriented organizations. BPM was adopted by many organizations and impressive results were achieved. However, BPM still in its infancy and many issues yet to be resolved. Having a unified list of the BPM critical success factors (CSFs) and BPM principles considered one of the important research areas. The literature review showed that despite the majority of BPM principles and CSFs are the same or there are minor differences between them, different terminologies were used to describe them. The literature review showed also that the methodologies used for BPM implementation were either very old, it does not cover the human interaction with BPM systems (BPMS), or it describes BPM methodology partially. Therefore, the main objectives of this research are building insights about BPM’s most recent developments, unifying BPM principles and CSFs and proposing a comprehensive BPM. The literature was analyzed to extract BPM’s developments. Moreover, the mapping process was used to propose a unified list of BPM CSFs and BPM principles. A critical success principles (CSPs) name was given to the unified list. 22 CSPs were identified, based on the nature of CSPs and implementation level, CSPs were classified into three main areas or levels namely strategic, supportive and operational CSPs. Out of 22 CSPs, 36.5% of CSPs were classified as a strategic CSPs, 45.5% of CSPs were classified as operational CSPs, and only 18% were classified as a supportive CSPs. A comprehensive BPM methodology was proposed, the proposed methodology combining the steps of generic BPM methodologies and BPMS methodologies and it is unifying the terminologies used in the reviewed methodologies. Pros and cons of the proposed methodology discussed in this research. The implications of this research can be seen in both theoretical and practical sides. For the theoretical side, the researchers can see the most recent developments in the scope of BPM, summarized in this research, and build on it to conduct future research. The proposed CSPs can be further analyzed to find the relationship between CSPs and how each one of them can affect BPM implementation. The proposed BPM methodology can be tested by applying it to the different business sectors and measure organizations’ performance during implementation stages. For the practical side, the proposed methodology can provide a guide for managers and organization leaders about the right steps to be followed during implementing BPM and conducting BPM projects. Moreover, CSPs can guide BPM project managers, organization leaders, and business excellence units to focus their efforts on the significant improvement areas and actions to be taken on strategic and operational levels.

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.

Correlation of Logistics and Marketing Functions in Modern Russia

Introduction Despite the fact that the general principles of business process management in the international arena as a whole do not differ from the principles of business process management on a national scale, of course, both of them have their own features, mainly related to marketing and logistics tasks. Development of marketing and logistics as a separate sphere and functions of production and treatment defines now, on the one hand, the need of a clear distinction, including the range of functional tasks, and on the other hand - the need for effective integration of these two areas. This task is complicated in the case of international business process management in the context of globalization as well as in case of different kinds of sanctions restrictions between countries. Solutions in logistics sphere do not focus on taking into account cultural, traditional and other features of a particular product market, which characterizes the national or local society, serious international marketing is necessary for this. In recent years, the interest of Russian companies in foreign markets has increased considerably, wherein to single out any particular area of interest is very difficult: software development companies and furniture manufacturers, suppliers of building materials and many others are aimed for going beyond the borders of Russia. As for their territorial preferences, they are also different: in addition to Europe, companies are interested in Asian and American countries (Guzelbaeva, 2011). Access to foreign markets for Russian businessmen is characterized by the need to develop new principles of business process management, to use new knowledge, to assess cultural and international values of different countries, to decide fundamentally new challenges of marketing and logistics. Rationale Correlation of logistics and marketing functions which consists in the rather simple phrase: Marketing creates support and increases the demand and Logistics provides it by creating of various systems and schemes of goods traffic (rival and non-rival form) and controlling their passage. At the same time, in terms of pricing, marketing and logistics need to move in the same direction: to establish the competitive price. Marketing strives to achieve this condition by examining the market (consumer preferences, the level of competitor's prices, price elasticity of demand, etc.), taking into account national peculiarities of the market, through the use of certain marketing tools (discounts, different > etc.). The Logistics is aimed to achieve this condition due to the standardization of production, elimination of redundant, duplicated operations, identifying and removing the various types of losses on the basis of new transportation technologies, storage, packaging, labeling and other processes of product distribution and optimization of resources movement of all kinds, i.e. by achieving saving effect. A number of foreign and Russian scientists have recently considered the questions of interconnection between business processes, marketing and logistics in terms of international business. From a practical point of view, Russian companies have long been in need of such solutions. For the last 2-3 years the number of companies which strive to carry out the study of foreign markets in order to reach them has increased, herewith the research increasingly involves the study of marketing and logistics experience of Russian companies-competitors that have already carried out deliveries abroad, as well as the analysis of companies' activity of the country the market of which should be explored. Unfortunately, the individual studies of this kind or made-to-order studies are very expensive, therefore small and medium sized business companies generally prefer to act intuitively, and more large companies study the secondary information and statistical analysis of foreign trade operations. …

Optimizing Your ERM: The Application of Business Process Management to Operations

Organization of electronic resources management (ERM) operations is critical. To build a more effective organizational structure, the ERM team at the University of Maryland University College (UMUC) studied business process management (BPM) principles and applications, including business process reengineering, Six Sigma, and Total Quality Management programs. Six Sigma was adapted to reorganize ERM workflows. The existing infrastructure was rebuilt using small, manageable projects, in order to optimize operations and end up with big results. Planning for the future, the ultimate goal is to attempt to use other BPM principles to coordinate diverse ERM functions throughout UMUC.

The multiple quality models paradox: how much ‘best practice’ is just enough?

AbstractToday, several dozen global, national, and industry‐specific standards compete for attention in the industry. Most companies have limited experience in implementing new quality models and few have experts across multiple quality model domains. For most organizations, the number of standards is excessive and unnecessary. Instead, organizations need a straightforward framework that establishes a systematic, value‐added, and effective governance structure and delivery mechanism based on industry‐accepted business process management principles. They need to do this without having to subscribe explicitly to many different models, standards, and best practices.This paper looks at several key industry standards (ISO 9001, CMMI, ITIL, ISO 27001, eSCM‐SP, Six Sigma) and uses the concept of ‘process DNA’ and ‘Quality Genes’ to analyze the key concepts contained in these standards. The Q‐Genes are then used as the basis to explore several organizational archetypes and how different types of organizations can effectively take advantage of the principles in these standards, while limiting unnecessary and redundant effort.This paper recognizes the value of having processes that are drawn from widely accepted and proven quality models. However, it also seeks to find a suitable balance between process maturity and excessive complexity. Copyright © 2009 John Wiley & Sons, Ltd.

Preface to the special issue on business process management

It is our pleasure to present the special issue of Information Systems and e-Business on Business Process Management. This issue incorporates three select papers that originated from the BPM track of the European Conference on Information Systems 2008. Since then, the papers have gone through several rounds of review and revision, and represent a cross-section of research in the BPM area that touches, in particular, upon managerial and strategic issues. The first paper entitled ‘‘Toward a theory of managing creativity-intensive processes: a creative industries study’’ by Stefan Seidel addresses the application of Business Process Management principles in settings where the creativity of process participants is more highly prized than the performance of highly structured and repetitive operations. Seidel studies processes in the film and visual effects industry and identifies several categories of uncertainty and risk that seem to characterize processes in these settings. His findings provide a foundation for further studies of processes in creative industries as well as processes where client involvement highly dictates the necessary steps and acceptable outcomes. The second paper entitled ‘‘Formalizing process-based risk with Value-Focused Process Engineering’’ by Kristian Rotaru, Carla Wilkin, Leonid Churilov, Dina Neiger and Andrzej Ceglowski proposes a formal notation for the representation of process risk in goal-oriented processes. Drawing from the concept of value-focused process engineering, the authors extend the well-known Event-driven Process Chain modeling notation with constructs to capture risk objectives, adverse events, risk

The multiple quality models paradox: how much ‘best practice’ is just enough?

Today, several dozen global, national, and industry-specific standards compete for attention in the industry. Most companies have limited experience in implementing new quality models and few have experts across multiple quality model domains. For most organizations, the number of standards is excessive and unnecessary. Instead, organizations need a straightforward framework that establishes a systematic, value-added, and effective governance structure and delivery mechanism based on industry-accepted business process management principles. They need to do this without having to subscribe explicitly to many different models, standards, and best practices. This paper looks at several key industry standards (ISO 9001, CMMI, ITIL, ISO 27001, eSCM-SP, Six Sigma) and uses the concept of ‘process DNA’ and ‘Quality Genes’ to analyze the key concepts contained in these standards. The Q-Genes are then used as the basis to explore several organizational archetypes and how different types of organizations can effectively take advantage of the principles in these standards, while limiting unnecessary and redundant effort. This paper recognizes the value of having processes that are drawn from widely accepted and proven quality models. However, it also seeks to find a suitable balance between process maturity and excessive complexity. Copyright © 2009 John Wiley & Sons, Ltd.

Barriers and opportunities to recruitment in mental health: the case of New Zealand

The New Zealand (NZ) Mental Health (MH) sector has expanded rapidly over the last decade, and questions have been posed about the capacity of the MH workforce to meet demand in the forthcoming years. Accordingly, this study examines the recruitment policies, practices, barriers and opportunities of the MH sector of NZ. We find that apart from international trends such as a global shortage in the MH workforce, domestic demographic patterns pose rather unique challenges for recruitment into the sector. These include the dispersion of a thin rural population across far-flung areas and the multi-cultural nature of NZ society. Within the sector, recruitment processes differ between District Health Boards (DHBs) and Non-Governmental Organisations (NGOs). Given the impact of diverse entities such as education providers and the media, a sector-wide approach to recruitment into the MH workforce is necessitated. The application of the principles of business process management to recruitment is also called for.

Enterprise resource planning: A taxonomy of critical factors

This paper presents a novel taxonomy of the critical success factors in enterprise resource planning (ERP) implementation process. ERP benefits cannot be fully realised unless a strong alignment and reconciliation mechanism is established between technical and organisational imperatives based on the principles of process orientation. It is suggested in the taxonomy that measurement takes place in a balanced perspective, and for the purpose of providing useful information that can enable the decision making process and, which can help deliver the corporate objectives and therefore lead the business competitively forward. Upon this premise, the taxonomy is based on a comprehensive analysis of ERP literature combining research studies and organisational experiences. The taxonomy reflects the essential features of ERP systems, as being built based on the principles of business process management. Furthermore, it illustrates that ERP benefits are realised when a tight link is established between implementation approach and business process performance measures.

Business process management: a review and evaluation

The area of business process management (BPM) is a relatively new field and there is little academic literature on the subject. This paper critically examines the literature to pinpoint BPM definitions, approaches and principles. A study is reported of a business unit of a “world class” organisation to examine its application of BPM. It was found that the principles of BPM espoused by the corporate organisation and its approach to BPM application is along the lines of best practice as outlined in the literature. However, in the business unit examined, there is an inadequate understanding of BPM and the application of BPM principles is haphazard. For example, it was discovered that employees have too little time to spend on process simplification and improvement and there are too many in‐process measures for process owners to make effective use of the information. It is also pointed out that if BPM is to be truly effective it requires cross‐functional and process orientated management, which is not easy to attain.

Principles of business process management

Looks at the problems organizations face in moving from a functionally‐based structure to one that is business process‐based. Notes the drivers that demand change, such as the need for simultaneous improvement of customer focus, responsiveness and lead time and cost reductions. Based on research, presents and discusses in detail ten principles for managing business processes. Cautions that success in managing by process is not guaranteed and requires experimentation, but claims that large pay‐offs can be achieved over time.