Search results

The purpose of this paper is to present a business process measurement framework for the evaluation of a corpus of business processes modelled in different business process modelling approaches. The results of the application of the proposed measurement framework will serve as a basis for choosing business process modelling approaches.

The approach uses ideas of the goal question metric framework to define metrics for measuring a business process where the metrics answer the questions to achieve the goal. The weighted sum method (WSM) is used to aggregate the measure of attributes of a business process to derive an aggregate measure, and business process modelling approaches are compared based on the evaluation of business process models created in different business process modelling approaches using the aggregate measure.

The proposed measurement framework was applied to a corpus of business process models in different business process modelling approaches and is showed that insight is gained into the effect of business process modelling approach on the maintainability of a business process model. From the results, business process modelling approaches which imbibed the principle of separation of concerns of models, make use of reference or base model for a family of business process variants and promote the reuse of model elements performed highest when their models are evaluated with the proposed measurement framework. The results showed that the applications of the proposed framework proved to be useful for the selection of business process modelling approaches.

The novelty of this work is in the application of WSM to integrate metric of business process models and the evaluation of a corpus of business process models created in different business process modelling approaches using the aggregate measure.

The paper aims to provide business process designers a formal yet user friendly technique to evaluate the implications of a process design on process performance even before its implementation.

Based on practical experience, the paper has built on past research to hypothesize structural metrics for business processes that help assess the influence of process design on organizational goals.

This paper suggests a list of structural metrics that can be used to approximate common performance goals (i.e. soft goals) at the stage of process design. Distinct views for process depiction are discussed to explain how each metric can be calculated and what kind of performance goals it can approximate.

The paper has assumed an intuitive relationship between process structure and process performance which has to be validated empirically. There is scope for developing formal methods to translate changes in structural metrics to monetary value for business and also to refine the structural metrics further if required.

The suggested list of structural metrics and the corresponding process views can be used to compare process design alternatives to select a process design better aligned to organization goals.

A list of structural metrics based on practical experience can be easily applied by business process designers to create a formal yet user friendly approach for process design evaluation.

The purpose of this paper is to investigate the perception of marketing managers in a transition country Montenegro with regards to marketing metrics. The paper examines the degree in which managers are familiar with the way marketing metrics are applied and how important they are in the process of making business decisions in a company operating in a Montenegro.

Data was collected during 2020 through a survey of 171 randomly selected companies and was analyzed using structural equation model and the statistical method of analysis of variance tests.

The obtained results show that managers are quite familiar with financial and non-financial metrics. Both groups are applied to a significant degree, as managers believe that these indicators provide valuable information needed during the decision-making process. Still, more emphasis is placed on the knowledge, implementation and importance of non-financial metrics compared to financial metrics. This is probably due to the specificities of the economic activities of the companies operating in Montenegro, as most of them are service companies, which is why non-financial metrics (such as consumer metrics) are the most important indicators when it comes to ascertaining the market position of the company. Additionally, in recent years the primary focus in Montenegro, as country that is still in the process of transformation from planned economy to a free-market form, has been placed on strengthening of competitiveness and advancing the market orientation of companies. This led to an increase in the importance that managers in transition countries attach to non-financial metrics.

The fact that the survey only covers companies from one country is its limitation.

The obtained results will have a significant empirical contribution, which is reflected in providing guidelines for managers on how to improve the system of measuring and controlling marketing performance, all that to strengthen the competitiveness of the company, and can serve managers of hierarchy levels in a company as guidelines for making decisions on the implementation of marketing strategy and marketing metrics, to improve business performance, multi-context customer interaction, cost-saving and strengthen competitiveness.

Obtaining necessary knowledge management and implementing marketing metrics are important conditions for consideration when it comes to the continuous monitoring and improvement of business results, increasing competitiveness and advancing the market position of the company.

The originality stems from the analysis of the interconnection that exists between marketing metrics and strategic decision-making, which is expected to be positively reflected in the development of society, i.e. strengthening the competitiveness of companies based on knowledge management achieved through the assessment of the degree of knowledge, the implementation and the significance of each of the metrics covered within this research in business decision-making processes. The paper provides insights into the extent to which managers understand the meaning of these indicators and are able to combine different marketing metrics to obtain more complex indicators, serving as necessary inputs when making strategic business decisions.

Enterprises often face a wide variety of adverse events. Adverse events can have negative effects on organizations like failures of resources. In case resources fail, they are not available and cannot perform the assigned work. Enterprises are therefore especially interested in how resilient processes and workflows are in case adverse events occur and resources may fail. For this purpose, process resilience measurement approaches are needed.

To measure the resilience of processes and workflows, a life cycle and five quantitative metrics have been developed. The metrics have been validated using five real-world production and logistics cases to show their applicability on process models and paths. Furthermore, workshops have been conducted with professionals to get additional feedback on the contributions.

Based on the results obtained from applying the metrics to five real-world cases, view-based resilience improvements can be derived. Overall, only one of the five real-world cases can be considered as completely resilient. Furthermore, the metrics and life cycle have been especially valued by professionals with respect to transparency, independency, comparability as well as the ability to determine critical process paths.

Several authors have dealt with different aspects related to the measurement of business processes, resilience or a combination thereof. However, a life cycle or metrics to quantitatively measure the resilience of processes by considering resources has not been found yet. The life cycle and metrics are therefore novel. As a future research direction, they can be applied in different domains for further validation purposes.

Restructuring a business process (BP) model may enhance the BP performance and improve its understandability. So-far proposed restructuring methods use either refactoring which focuses on structural aspects, social network discovery which uses semantic information to guide the affiliation process during its analysis, or social network rediscovery which uses structural information to identify clusters of actors according to their relationships. The purpose of this paper is to propose a hybrid method that exploits both the semantic and structural aspects of a BP model.

The proposed method first generates a social network from the BP model. Second, it applies hierarchical clustering to determine the performers’ partitions; this step uses the social context which specifies features related to performers, and two new distances that account for semantic and structural information. Finally, it applies a set of behavioral and organizational restructuring rules adapted from the graph optimization domain; each rule uses the identified performers’ partitions and the business context to reduce particular quality metrics.

The efficiency of the proposed method is illustrated through well-established complexity metrics. The illustration is made through the development of a tool that fully supports the proposed method and proposes a strategy for the application of the restructuring rules.

The proposed method has the merit of combining the semantic and structural aspects of a Business Process Modeling Notation model to identify restructuring operations whose ordered application reduces the complexity of the initial model.

The purpose of this paper is to present business process point analysis (BPPA), a technique to measure business functional process size, based on function point analysis (FPA), and using business process model and notation (BPMN). This paper also discusses the assessment results of BPPA compared with FPA.

Two experimental studies with participants from academia and industry were conducted. The following aspects in the experimental studies were focused: similarity, application easiness, feasibility, and application benefits. The purpose of the experiment was to assess BPPA comparing with FPA as the BPPA design followed the FPA pattern.

Experimental results showed that both academia and industry groups highly rated similarity and application benefits for BPPA compared with FPA. However, only participants from industry highly rated BPPA for application easiness and feasibility. The results also showed that participants’ previous experiences did not influence their ratings on BPPA.

BPPA helps project managers to measure functional process size of business process management projects. As BPPA is derived from FPA, its mechanism is easily recognizable by project managers who are used to FPA. These results also show that both techniques are in most cases considered rather similar.

This paper revisits the recent work of Chan and Qi which proposed an innovative performance measurement method for supply chain management. While the measurement method has many advantages, it can be unwieldy in practice. This paper aims to address these limitations and to propose a more user‐friendly alternative performance measurement model.

The performance measurement model described in this paper is a combination of two existing methods: Chan and Qi's model and the supply chain operations reference (SCOR) model. To demonstrate the applicability of the combined approach, actual SCOR level 1 performance data and the measurement information from a case supply chain (SC) are collected and processed by Chan and Qi's measurement algorithm.

These two methods complement each other when measuring SC performance.

This paper develops a practical and efficient measurement model that can resolve SC performance problems by incorporating the strengths of two different measurement models to create a synergistic new model.

Empirical evidence suggests that the methodological toolset to implement performance management systems lacks operational qualities. This contribution outlines the limitations identified from an analysis of current approaches. The elements of a business process based method to design, build and operate performance management systems are described. Lessons learned from the validation by case based action research are presented and finally implications for further research are identified.

The purpose of this paper is to introduce a more practical approach for supply chain performance measurement (SCPM) and to approve the promising role of internet of things (IoT) technologies in SCPM systems.

This is a conceptual paper that includes literature review analysis, designing a new approach for SCPM, and a case study scenario for proving its applicability.

The case study scenario shows that IoT can enhance SCPM, as it has the capability to enable real-time data collection, increase data efficiency as long as enable real-time communication within the supply chain (SC).

The proposed approach can help to develop performance measurement systems and applications enabled by IoT technologies. These systems can be used to monitor, manage, and control the overall SC in real time and in a more integrated and cooperative manner.

This paper provides a structured systems building approach tailored to show how to employ IoT technologies in the field of SCPM. This approach could help in establishing new performance measurement applications, and it is believed that both practitioners and researchers will benefit from it.

This paper aims to automate the supply chain operations reference (SCOR) model as an enabler for process‐oriented supply chain business intelligence.

The hypothesis is the following: SCOR model automation is possible using data that is directly extracted from integrated enterprise systems. To test the hypothesis, an alignment product that allows the SCOR model to be automated with information that is directly extracted from the Oracle E‐Business Suite was developed.

In order to achieve the full benefits from the SCOR model, effective business process management and the SCOR key performance indicators (KPIs) must be implemented and used. Unless data collection to support KPI construction is automated, it is difficult to institutionalize the SCOR model as a measurement and benchmarking framework. We have demonstrated that automated support for KPIs is feasible and achievable.

The E‐Business Suite is a single enterprise solution, but we assert that the same procedures could be followed with other enterprise solutions or even applied in a legacy system environment.

The developed solution described in the paper can immediately be applied to the design, development, and deployment of corporate performance management systems.