Business Process Concepts Research Articles

Enterprise Integration—Business Processes Integrated Management: a proposal for a methodology to develop Enterprise Integration Programs

An approach to develop Enterprise Integration Programs to assist enterprises in their migration path towards integration is proposed. It is called IE—GIP (Enterprise Integration—Business Processes Integrated Management, acronyms in Spanish). The topic is very important in industrial engineering nowadays because of the growing need to improve existing industrial systems and to organise such complex systems faster, better, and in a more systematic way. The contribution to the field of Enterprise Integration is mostly a methodological one. More specifically, it is based on the integration of Purdue Enterprise Reference Architecture (PERA) and Open System Architecture for Computer Integrated Manufacturing (CIMOSA) principles to propose an integration approach for industrial enterprises. Starting from existing leading proposals (CIMOSA, PERA, GERAM), a methodology has been defined and some extension to an architecture and supporting computer tools are discussed. The proposal covers the life cycle of an Enterprise Integration Program in a top-down approach. The approach is centred on the business process concept, but is based on a vision/process/people/technology view of the enterprise. The methodology divides the work into two major phases before system construction: master planning and CIM programme development. The method adapts the system life cycle of PERA but uses, whenever possible, the CIMOSA architecture with its business process approach. New CIMOSA-like constructs are introduced to be used in activities along with the methodology when necessary. To support the modelling phases of the proposal and to provide guidance to users of the methodology, computer supported tools have been developed in the course of this work.

Evaluating Completeness of Conceptual Business Process Models (CBPMs): A Metric Based on Case Studies

Conceptual models representing data and business processes bridge the gap between requirements specified by end-users and software systems specifications used to fulfill these requirements. More often than not, the entire systems development methodology is driven by a specific conceptual model used in a given situation. For example, a well-known database system development methodology uses the Entity-Relationship data model to capture end-user requirements and to drive the development of the ensuing database application.Several models have been proposed and some have been used as front-end inputs for automated tools to help in systems development. The question facing systems development managers is: which conceptual model to adopt? One important criterion for the effectiveness of a model is its completeness. The completeness of conceptual models has been widely accepted as an important attribute for efficient development of an effective system. Our survey of existing work on evaluating and comparing existing conceptual business process models indicates that almost no work has been done on empirically evaluating completeness of the models in real business situations. The primary contribution of this research is the development of a metric to measure the level of completeness of conceptual business process models (CBPMs). A case study demonstrates the use of this metric to evaluate the completeness of a CBPM - the Integrated Definition Standards Model.

Goal-driven business process analysis application in electricity deregulation

Current business challenges such as deregulation, mergers, globalisation and increased competition have given rise to a new process-centric philosophy of business management. The key issue in this paradigm is the concept of business process. From a methodological perspective, this movement has resulted in a considerable number of approaches that encourage the modelling of business processes as a key component of any improvement or re-engineering endeavour. However, there is a considerable controversy amongst all these competing approaches about the most appropriate way for identifying the types and number of relevant processes. Existing business process modelling approaches describe an enterprise in terms of activities and tasks without offering sufficient guidance towards a process-centred description of the organisation. In this paper we advocate the use of a goal-driven approach to business process modelling. A systematic approach to developing and documenting business processes on the basis of the explicit or implicit business objectives is put forward. We argue that such an approach should lead to a closer alignment between the intentional and operational aspects of an organisation. Our approach is exemplified through the use of parts of a large industrial application that is currently making use of a goal-driven business process modelling.

Maintaining reliability of business processes using active monitoring techniques

This paper introduces the concept of active monitoring business processes to maintain their reliability so that a business can continually satisfy key stakeholder requirements. A case study is used to illustrate how a chemical company improved and maintained the reliability of key business processes by using active monitoring techniques. A methodology for designing an active monitoring system for a business process is outlined. A model for a reliable business is introduced in which key processes are actively monitored to ensure the business remains responsive to stakeholder requirements into the future.

Review article

Critically reviews and compares the concepts of business process re‐engineering (BPR), which has recently addressed the issue of changing organizations through the use of information technology (IT) and socio‐technical design (STD), which has traditionally been concerned with the matching of social and technical systems, seen as fundamental to the design of computer systems in organizations. Challenges the notion that STD can humanize BPR and argues that, by promoting this association, STD experts isolate such techniques as employee participation and teamwork from wider issues related to changing managerial discourses and economic contexts. BPR is remarkable in that it goes beyond previous managerial discourses such as total quality management, particularly in how it combines IT‐induced change with “soft” ideas such as empowerment and teamwork, therefore reinforcing management control and diluting issues of power relationships. STD specialists have traditionally been dedicated to promoting emancipation and socially responsible choices, and should therefore seriously examine BPR in terms of its theoretical and ethical assumptions and its practical implications.

Management Behaviour

Identifies barriers to culture change. Discusses a survey which analysed views of companies concerning the ways in which TQ can be implemented. Looks at some of the serious concerns associated with the implementation barriers created in management′s behaviour and culture. Asserts that cultural change was identified as being the major barrier to the successful implementation of TQ. Contends that cultural barriers can fuel disruption through the concept of business processes. Suggests ways to solve the problems. Concludes that culture change in management behaviour is the key. Change in behaviour has to be demonstrated.