Organizational agility key factors for dynamic business process management

International audienceFor several years, Business Process Management (BPM) is recognized as a holistic management approach that promotes business effectiveness and efficiency. Increasingly, corporates find themselves, operating in business environments filled with unpredictable, complex and continuous change. Driven by these dynamic competitive conditions, they look for a dynamic management of their business processes to maintain their processes performance. To be competitive, companies have to respond quickly and nimbly to changing environment. One domain that has dominated the thinking of most managers from few years is organizational agility. It is considered as inescapable feature of today's forward-looking corporates. About 90% of executives surveyed by the Economist Intelligence Unit believe that organizational agility is critical for business success. Many researchers tried to define and characterize organizational agility according to their context and domain application. The first aim of this paper is to tighten and explicate a conceptualization of organizational agility that clarifies what it is and how it can be reached by proposing a framework that leads to improve organizational agility. The second aim of the current research is to suggest ideas on how to make business processes agile and what are the practices of organizational agility that can be transferred to BPM

Strategic use of Scrum framework on BPMS projects

Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Information Systems and Technologies ManagementIt is rare to find nowadays a business methodology that does not involve any kind of technology, whether in the research or development phases. One methodology that rises above the others when it comes to business processes is BPM. This type of methodology when added a specific software with BPMS integrated becomes highly beneficial to implement. Nevertheless, there are always flaws and gaps that could be filled. On the other hand, software development companies have grown exponentially since the digital transformation was accepted. One reason for that is the working methodology these types of companies follow, as they are known as Agile companies. What this document aims to present is enough artefacts and pros for Scrum, an Agile framework, to rule BPMS projects and minimize the current failures. This dissertation follows a design science research approach to apply multiple analytical methods and perspectives to create an artefact. The type of evidence within this methodology is a systematic literature review, to attain insights into the current state-of-the-art research of BPMS projects and Scrum. Thereby, the systematic literature review shall be used to pinpoint, analyse, and comprehend the obtainable empirical studies and research questions. This approach supports the main goal of this dissertation, to develop and propose evidencebased practise guidelines for the implementation of the Scrum framework on BPMS projects strategy

Business Process Model Reasoning: From Workflow to Case Management

AbstractExisting limitations and problems in the current life-cycle of software applications is expected to encourage new development paradigms. New technological trends, aimed at responding to current needs, such as flexibility, dynamics, scalability and creativity will drive the envisaged changes. This article describes the various types of business processes, ranging from structured workflows to semi-structured flexible business processes, and methods to model each type of business process. Development of business process models based on the knowledge economy, changing corporate strategy and organization design, and agile enterprise paradigm requires BPMS technology to support weakly structured business activities and emerging ad-hoc tasks. Increasingly, organizations are expanding the use of BPM beyond their initial focus on structured processes into more challenging, cross-boundary processes that include more unstructured components. Case management technology allows the modeling of cases in which a business goal is achieved by taking decisions in the context of documents and other content objects. Case management is considered dynamic because it focuses on unstructured and ad- hoc processes. It is likewise a continuing process that involves people, information, processes, and technical tools. Furthermore, it is adaptive and adaptable because it can be used by non-technical users and is versatile in its applications in different situations. With the use of case management, circuitous business processes, fragmented communication, repetitive operations, missing documents, and long approval times can be permanently abolished

Project Management Approach on the Adaptive Enterprise Resource Planning

Enterprise Resource Planning (ERP) implementation is one of key success factors for business organization\u27s to endorse their business strategy and goal alignment with information technology recent. In spite of its benefits, yet there are many failures in ERP implementation, whereas between 50% to 75% is categorized has failed due to lack of top level management awareness, change of business processes in project implementation, unsuitable architecture, design, and technological infrastructure. The study proposes an Adaptive ERP system that coverage both management and technology areas with the main characteristic are in visibility, flexibility, and agility. The Adaptive ERP is expected becoming as alternative approach to overcome failures in ERP implementation. The Adaptive ERP has standardized business process transitioning from Project Management (PM) into Operational Management (OM) that generally as baseline for conventional ERP. An addition, Adaptive ERP has standardized Service Oriented Architecture (SOA) in order to manage interoperability of the application services

A Construction Management Framework for Mass Customisation in Traditional Construction

A Mass Customisation model is discussed as a competitive positioning strategy in the marketplace adding value to the customer’s end-use. It includes the user as part of the construction process responding to the customer’s demands and wishes. To the present day, almost all proposals for Mass Customisation have been focused on the design phase and single family houses. The reality is that the processes carried out in the work execution are so inefficient that the costs of the Mass Customisation models are assumed by the customer and they do not offer solutions that support the change management. Furthermore, this inefficiency often makes Mass Customisation unfeasible in terms of deadlines and site management. Therefore, the present proposal focuses on achieving the paradigm of Mass Customisation in the traditional residential construction complementary to the existing proposals in the design phase. All this through the proposal of a framework for the integral management in the work execution, which will address change management introduced by the users offering an efficient and productive model that reduces costs in the process. This model will focus on the synergy between different strategies, techniques and technologies currently used in the construction management (such as Lean Construction or Six Sigma), together with, other strategies and technologies that have proven to be valid solutions in other fields (such as Business Process Management, Service Oriented Architecture, etc.).This work was supported in part by the Vicerrectorado de Investigación, Desarrollo e Innovación, University of Alicante and by the Conselleria d'Educació, Cultura i Esport, Generalitat Valenciana

Integration of BPM systems

New technologies have emerged to support the global economy where for instance suppliers, manufactures and retailers are working together in order to minimise the cost and maximise efficiency. One of the technologies that has become a buzz word for many businesses is business process management or BPM. A business process comprises activities and tasks, the resources required to perform each task, and the business rules linking these activities and tasks. The tasks may be performed by human and/or machine actors. Workflow provides a way of describing the order of execution and the dependent relationships between the constituting activities of short or long running processes. Workflow allows businesses to capture not only the information but also the processes that transform the information - the process asset (Koulopoulos, T. M., 1995). Applications which involve automated, human-centric and collaborative processes across organisations are inherently different from one organisation to another. Even within the same organisation but over time, applications are adapted as ongoing change to the business processes is seen as the norm in today’s dynamic business environment. The major difference lies in the specifics of business processes which are changing rapidly in order to match the way in which businesses operate. In this chapter we introduce and discuss Business Process Management (BPM) with a focus on the integration of heterogeneous BPM systems across multiple organisations. We identify the problems and the main challenges not only with regards to technologies but also in the social and cultural context. We also discuss the issues that have arisen in our bid to find the solutions

Business process management systems in port processes: A systematic literature review

Business Process Management Systems (BPMS) represent a technology that automates business processes, connecting users to their tasks. There are many business processes within the port activity that can be improved through the use of more efficient technologies and BPMS in particular, which can help to coordinate and automate critical processes such as cargo manifests, customs declaration the management of scales, or dangerous goods, traditionally supported by EDI technologies. These technologies could be integrated with BPMS, modernizing port logistics management. The aim of this work is to demonstrate, through a systematic analysis of the literature, the state of the art in BPMS research in the port industry. For this, a systematic review of the literature of the last ten years was carried out. The works generated by the search were subsequently analysed and filtered. After the investigation, it is discovered that the relationship between BPMS and the port sector is practically non-existent which represents an important gap to be covered and a future line of research.INDESS. Universidad de Cádi