Search results

The techniques for representing and analyzing business processes are referred to as business process modeling. Many business process modeling methods and their associated tools have been used to capture the characteristics of business processes. However, most methods view business processes from different perspectives and have different features and capabilities. Thus, an important research question is how process designers should select appropriate modeling methods for their BPR initiatives. In this paper, we propose a framework for selecting business process modeling methods based on modeling objectives. This framework can serve as the basis for evaluating modeling methods and generating selection procedures. A general selection procedure is also described. We use an expense claim process as an example to illustrate the application of the selection procedure.

This second part of the paper summarizes typical pitfalls as they can be observed in larger process modeling projects.

The identified pitfalls have been derived from a series of focus groups and semi‐structured interviews with business process analysts and managers of process management and modeling projects.

The article continues the discussion of the first part. It covers issues related to tools and related requirements (7‐10), the practice of modeling (11‐16), the way we design to‐be models (17‐19), and how we deal with success of modeling and maintenance issues (19‐21). Potential pitfalls related to strategy and governance (1‐3) and the involved stakeholders (4‐6) were discussed in the first part of this paper.

This paper is a personal viewpoint, and does not report on the outcomes of a structured qualitative research project.

The provided list of intotal 22 pitfalls increases the awareness for the main challenges related to process modeling and helps to identify common mistakes.

This paper is one of the very few contributions in the area of challenges related to process modeling.

This paper summarizes typical pitfalls as they can be observed in larger process modeling projects.

The identified pitfalls have been derived from a series of focus groups and semi‐structured interviews with business process analysts and managers of process management and modeling projects.

The paper provides a list of typical characteristics of unsuccessful process modeling. It covers six pitfalls related to strategy and governance (1‐3) and the involved stakeholders (4‐6). Further issues related to tools and related requirements (7‐10), the practice of modeling (11‐16), the way we design to‐be models (17‐19), and how we deal with success of modeling and maintenance issues (19‐21) will be discussed in the second part of this paper.

This paper is a personal viewpoint, and does not report on the outcomes of a structured qualitative research project.

The provided list of total 22 pitfalls increases the awareness for the main challenges related to process modeling and helps to identify common mistakes.

This paper is one of the very few contributions in the area of challenges related to process modeling.

Previous research suggests that developing dynamic models of business processes prior to their radical change could increase the success of BPR projects. Identifies barriers encountered in existing business processes and presents an overview of business process modelling methods that can be used to identify ways of eliminating these barriers. A case study is used to demonstrate how simulation modelling can be used to effectively re‐engineer manufacturing processes. The developed model is then manipulated, with results being generated to discover the possibilities of increasing the through‐put of the system. The usability of simulation modelling for evaluating alternative business process strategies is then investigated. Guidelines for achieving more widespread use of business process simulation are then proposed.

One way to improve the quality of business and software processes is to make them compliant with standard. This paper seeks to explore the suitability of the BPMN and the teaching method for process modeling, which uses SEI CMMI‐SW standard as input and produces software process models as output.

The research approach consists of two parts. First, the students' responses during practical lectures of process modeling were gathered and studied. Then, the teaching process was modified and students' responses were studied again. The second part involves the survey about students' attitude towards BPMN usability and ease of use.

There are two key findings of the study. First, using the SEI CMMI‐SW standard in early phases of software process modeling is not very effective, because it overloads the students with abstract requirements, which are included in the standard. The more effective way is to use the standard in later phases of process modeling, in the phase of assessment and improvement of the process model. The second key finding is that there is a positive attitude among students towards BPMN usage for process modeling.

There is no evidence that this teaching approach can be generalized beyond the population of information science students and academic environment.

The improved teaching method for business and software process modeling can be used in similar environments (practical lectures of process modeling). Although there is no evidence, quality managers from organizations can also benefit from the lesson learned and avoid a less suitable process‐modeling approach.

The paper is useful to all roles in education and businesses, who deal with process models and standards (teachers, business and software analysts, quality managers, process designers).

The purpose of this paper is to develop a flexible framework through which business processes can be modelled, simulated and reengineered in a cost‐effective way.

This paper is mainly based on a review of the literature and the methodology is discussed in the context of a typical call centre business.

Reengineering business processes involve changes in people, processes and technology over time. In this paper, a flexible business process modelling, simulation and reengineering (BPMSR) approach is presented. Modelling starts with precisely defining model objectives and boundaries, and carrying extensive data analysis. Simulation modelling allows testing and analysis of different scenarios to understand their impact on a broader “system” and evaluate feedback before moving forward with reengineering implementation plans. The need for a flexible and adaptive methodology is stressed to augment efficiency and effectiveness of reengineering cycle.

Flexibility and adaptability in the reengineering cycle are effective to identify early modelling incompatibility and simulation defects. It adds intelligence to BPMSR and accommodates for any technical or process changes that may subsequently arise. This approach is reliable for future process improvement or reengineering endeavours due to its flexible configuration, which can be adapted to both radical or incremental change.

This paper presents a technique for mapping the modelling of manufacturing processes, in which process maps are used to represent information on the models and modelling technique (including assumptions used), process and equipment parameters, physical sub‐processes, process variables, and the process performance in terms of quality and/or defects. The mapping approach uses the top‐down methodology, in which any manufacturing process can be represented in a structured, multi‐layered manner, with each layer representing a different level of the modelling spectrum. This structure is designed to provide a clear overview of the process and sub‐processes, and their interactions, while the finer details of the modelling process are still presented at the lower levels of the map. This mapping approach is illustrated with the modelling of the Printing of Solder Paste for the reflow soldering of SMT devices. This case study shows how the mapping process can be used to identify the key research issues, specify the experimental work required, and also identify the analytical modelling techniques which are appropriate for each process (and sub‐process).

This paper presents a research study conducted for evaluating the effectiveness of a conceptual model of a distributed process management environment in the establishment of a collaborative building design. At the highest level, the conceptual model of the distributed process management environment have the following features: (a) enables description of a plan of a design process, (b) enables enactment of a process according to its plan, and (c) enables control and management of the enactment of a design process. The paper also presents the findings of a verification and validation (V & V) study conducted for evaluating the fit between the needs and expectations of collaborating design groups and the solution provided by the conceptual model of the distributed process management environment.

This paper seeks to offer a step‐by‐step methodology to extract and model business processes with a focus on business process decomposition. The main motivation is the lack of repeatable measurable methods and techniques for extracting business process decomposition.

A step‐by‐step methodology for extracting business process models is provided. This methodology is called “the V methodology” because of its approach to break down the enterprise through a functional hierarchy and then collecting it up again via its process decomposition. Porter's value chain model is noticed as a powerful tool to complete the roadmap. The paper is designed using sections: benefits and necessities of having such a methodology, terminology, the V methodology, learned lessons and further work.

Success stories using the V methodology expressing its impact on quality business process models are mentioned. Experts find it useful to gain unified process models as well as helping them to discover gaps, bottlenecks and redundancies amongst business processes.

It is too hard to receive reliable information about previous experiences from the working companies in the area.

The main implications found when using the V methodology are: practiced analysts feel it dangerous to their position, younger analysts use it as the only source of modeling and people find it difficult to apply Porter's model in practice.

Almost all of the previous papers refer to modeling notations when using the term “methodology”. This paper instead describes the process of business process modeling. Another original value of the paper would be using Porter's model to classify the processes within their right process groups.

The initial objective of the research presented in this paper was to investigate human resource management (HRM) practices from a business process perspective. The paper first demonstrates the level of inconsistency in the field with respect to HRM models. The paper then develops the need for a more formal systems engineering‐based approach for modelling HRM practices from a business process viewpoint. The paper then goes on to describe the model developed for the HRM business process together with the methodology used to validate the model. The paper concludes with a discussion on the validity of the model, which further demonstrates the differing points of view in this complex and multidisciplinary field.