A comparative analysis of business process modelling techniques

Business process modelling is an increasingly popular research area for both organisations and academia due to its usefulness in facilitating human understanding and communication. Several modelling techniques have been proposed and used to capture the characteristics of business processes. However, available techniques view business processes from different perspectives and have different features and capabilities. Furthermore, to date limited guidelines exist for selecting appropriate modelling techniques based on the characteristics of the problem and its requirements. This paper presents a comparative analysis of some popular business process modelling techniques. The comparative framework is based on five criteria: flexibility, ease of use, understandability, simulation support and scope. The study highlights some of the major paradigmatic differences between the techniques. The proposed framework can serve as the basis for evaluating further modelling techniques and generating selection procedures

A hybrid approach to workflow modelling

The increase in Business Process Management projects in the past decade has seen an increase in demand for business process modelling techniques. A rapidly growing aspect of BPM is the use of workflow management systems to automate routine and sequential processes. Workflows tend to move away from traditional definitions of business processes can often be forced to fit a model which does not suit its nature. Existing process modelling tools tend to be biased to either the informational, behavioural or object oriented aspect of the workflow. Because of this, models can often miss important aspects of a workflow. As well as managing the relationship between the types of model it is important to consider who will be using it as process models are useful in various ways. This paper reports on a case study in a manufacturing company where users were surveyed to see which are the notation that are most common in modelling based on two main categories (behavioural and informational). Research outcomes showed that there is no prevailing set of standards used for either of these categories, whilst most user feel the need to use more than one approach to model their system at any given time

Hybrid process modelling within business process management projects

Business Process Management (BPM) is still an important research topic amongst both academics and businesses. The recent recession has forced businesses to focus on cost control and efficiency in order to better cope with the economic downturn. Many companies in this situation turn to BPM software as a means of improving their efficiency and costs by reducing aspects of the business such as process lead-times and material costs. In order to identify areas of the business and its processes which require changing the business will most likely adopt a method of modelling their business processes. Because of the large number of available techniques decision makers usually struggle to decide the best approach. Recent literature has also pointed out that prevalent modelling techniques are designed to serve one specific purpose and may not be capable of modelling the whole picture. The key relationship between the information systems and the human behaviour is one example of where existing techniques are biased towards opposite ends of the scale. This paper proposes the use of a hybrid modelling notation composed of multiple existing notations in order to bridge this. The hybrid notation was applied to a BPM project at a company in the construction industry and a case study conducted with its users

Introducing a socio-technical perspective on business processes into enterprise interoperability frameworks

© IFIP International Federation for Information Processing 2015. This paper looks at enterprise interoperability (EI), specifically process-level interoperability, and suggests that the inherent non-determinacy of human-centred business processes introduces another ingredient into the EI puzzle that has thus far been understated in EIF ontologies. A conceptualisation of business process based on socio-technical concepts is presented. It is argued that this provides a better way to accommodate human agency factors, and under the influence of these factors, how business processes inevitably evolve over time, potentially affecting their interoperability. We suggest the extant body of knowledge on the theory of dynamic capabilities is relevant to understanding how organisations can control this potentially undirected process evolution and thereby sustain interoperability. Some initial observations are made concerning how this new ontological element could be accommodated into existing EIFs. The paper aims to stimulate discussion in this area and make a contribution to the EI body of knowledge

Deferred Action: Theoretical model of process architecture design for emergent business processes

E-Business modelling and ebusiness systems development assumes fixed company resources, structures, and business processes. Empirical and theoretical evidence suggests that company resources and structures are emergent rather than fixed. Planning business activity in emergent contexts requires flexible ebusiness models based on better management theories and models . This paper builds and proposes a theoretical model of ebusiness systems capable of catering for emergent factors that affect business processes. Drawing on development of theories of the ‘action and design’class the Theory of Deferred Action is invoked as the base theory for the theoretical model. A theoretical model of flexible process architecture is presented by identifying its core components and their relationships, and then illustrated with exemplar flexible process architectures capable of responding to emergent factors. Managerial implications of the model are considered and the model’s generic applicability is discussed

Determination of the Perceptions of Sport Managers on the Concept of Organization: A Metaphor Analysis Study

This research aims to determine the perceptions of sports managers on the concept of organization with the help of metaphors. The sample of study consists of 45 sports managers. In order to collect data in the study, "metaphor form" was prepared to determine the perceptions of the sport managers on the concept of organization. In the metaphor form, the sport managers were asked to complete the sentence "Organization is like.....; because........". In the study, phenomenological design, one of the from qualitative research approaches was used. In the analysis of the data, content analysis technique was used. The reliability coefficient for the inter-participants was calculated for the reliability of the analysis of the research data and this value was found to be 91%. With the evaluation of the data, it was seen that sport managers produced a total of 34 metaphors. These metaphors were collected in 4 different categories. These are respectively "being systematic", "management", "purpose" and "division of labor". The most produced metaphors by sports managers are family, car, human body, and puzzle. Living, lifeless, abstract and concrete metaphors were generally used for the concept of organization

NEW BUSINESS MODELS – FROM BUSINESS PROCESS REDESIGN TO THE DIGITAL TRANSFORMATION

Companies are today faced with challenges that are driven by the new technologies, innovations or the advent of new companies that are completely adapted to the digital era. Modern technological trends, such as social networks, mobile devices, cloud computing and data analytics together with the complexity of coordinating all these aspects are bringing several new issues and unanswered questions. One of the main challenges of the existing companies is transforming their business models into the digital ones. Easily said; however hardly done. Existing companies are heavily relying on the tradition and their past success making that transformation even harder. However, digital transformation cannot be done without rethinking existing business processes. Companies that want to remain competitive should have well-regulated and optimized business processes that are enabling them to efficiently perform their business. Moreover, changing business models is highly related with business process redesign, which requires additional endeavour particular in companies with a long tradition. The paper will thus focus on the challenges based on the new digital models and examine some practical examples of innovative digital products. Furthermore, the paper will also focus on the business process management as an important prerequisite for successful digital transformation. The paper thus analyses the possibilities to implement business process redesign and key challenges during business process redesign. Lastly, the paper will focus on the trends that should be researched in the future

NEW BUSINESS MODELS – FROM BUSINESS PROCESS REDESIGN TO THE DIGITAL TRANSFORMATION

Companies are today faced with challenges that are driven by the new technologies, innovations or the advent of new companies that are completely adapted to the digital era. Modern technological trends, such as social networks, mobile devices, cloud computing and data analytics together with the complexity of coordinating all these aspects are bringing several new issues and unanswered questions. One of the main challenges of the existing companies is transforming their business models into the digital ones. Easily said; however hardly done. Existing companies are heavily relying on the tradition and their past success making that transformation even harder. However, digital transformation cannot be done without rethinking existing business processes. Companies that want to remain competitive should have well-regulated and optimized business processes that are enabling them to efficiently perform their business. Moreover, changing business models is highly related with business process redesign, which requires additional endeavour particular in companies with a long tradition. The paper will thus focus on the challenges based on the new digital models and examine some practical examples of innovative digital products. Furthermore, the paper will also focus on the business process management as an important prerequisite for successful digital transformation. The paper thus analyses the possibilities to implement business process redesign and key challenges during business process redesign. Lastly, the paper will focus on the trends that should be researched in the future

E-INVOICING AND E-GOVERNMENT – IMPACT ON BUSINESS PROCESSES

Electronic invoicing (eINV) presents a possibility to use information communication technology for both the automating and redesigning business processes. Therefore, several initiatives at European level have been raised in order to facilitate the eINV environment. From the 1st of January 2015, eINV has become compulsory for the Slovenian public sector and companies with a registered office in Slovenia providing public services. However, since not every “e-initiative” is successful, the paper examines the effect of using eINV on business process performance. The paper therefore analyses whether eINV is streamlining administrative procedures, enhancing security and cutting costs. Moreover, it also analyses whether business processes were merely automated or also redesigned. Even though at the moment the regulation only concerns public sector, it may also present a large incentive to eINV in the private sector and therefore it is important to outline both its advantages and its pitfalls