Business Process Performance Measurement Research Articles

NOVEL APPROACH TO BUSINESS PROCESS PERFORMANCE MEASUREMENT

In the paper, some of the most important performance measurement models are considered, and it is noticed that the majority of models takes into account the strat egy or goals while determining performance, most of them don’t specify performance indicators, but give an indication for their determination and none of them link directly organizational goals and performance indicators. In other words, none of them speci fy their interdependence, which would allow model flexibility. Furthermore, the novel approach to business process performance measurement is proposed, which starts from business system goals, decompose them on the lower level objectives and link them to the key processes of business system. Suggested approach allows interconnection between organization’s top level goals and key process performance indicators, by using lower level objectives, which enable model flexibility.

Business Process Performance Measurement Under Conditions of Business Practice

Abstract The paper focuses on the presentation of selected research results related to business process performance measurement carried out in Czech and Slovak enterprises during the period of 2007-2014. There is an emphasis on intermingling and seeking out of mutual associations between theoretical presumptions, previously resolved projects, and realistic observations based on the outcomes of the research conducted and the methodology used. The theoretical part of the paper provides a detailed characterisation of the current state of affairs regarding the investigated performance measurement issue. The following part of the paper defines the basic research methodology and expected contributions of the study. The aim of the paper is also to analyse and synthesize findings regarding the chosen, mainly not traditional methods and models, which have started to be used for business process performance measurement in managerial practice recently. Alternatively, some of them are only been thought of being used in practice in the future. In the final part of the paper, results of the survey are introduced and confronted with those arising from professional studies carried out especially in Germany, Austria and the U.S.A. The results and outcomes of our research studies have confirmed the old saying “What cannot be measured cannot be managed”.

Fuzzy cognitive strategic maps in business process performance measurement

This paper elaborates on the application of Fuzzy Cognitive Maps (FCMs) in strategy maps (SMs). The limitations of the Balanced Scorecards (BSCs) and SMs are first discussed and analyzed. The need for simulated scenario based SMs is discussed and the use of FCMs as one of the best alternatives is presented. A software tool for the development, simulation and analysis of FCM based SMs is also presented. The effectiveness of the resulting software tool and FCM theory in SMs is experimented in two case studies in Banking.