Generic Process Transformation Model: Transition to Process-based Organization

The competitive global market climate of the new millennium has raised awareness of business processes as the most important management paradigm (Levi, 2002). Consequently, process elements, as well as process-based organizational solutions, have become an emergent need. However, the question is how companies should transform themselves to become more process-oriented? Many attempts under the helm of Business Process Reengineering movement were not successful in reaching benefits of lateral orientation, what additionally emphasizes the delicacy of business process transformation. Concerning the literature, there is a lack of clarity and presence of organizational change models which could provide managers with guidance for process transformation. The models are mostly focused on the transformation generally, and they do not address the specificity of a change from traditional to process paradigm. Furthermore, they are mostly single-oriented, either on the organizational elements or steps which should be taken during the change, thus only partially answering the dilemma. The purpose of the paper is to present an overview of existing transformation models which could be relevant for taking a process journey, as well as propose a Generic Process Transformation Model which should be able to ensure smooth transition, with emphasis on specific problems related to process transformation. Although the proposed model is theoretically and logically based, without empirical evidence, it represents a first step in convergence of process transformation concepts to business world. Ultimately, only its usage in a real world would or would not prove its severity.process transformation, process-based organization, organizational change, transformation models

A software architecture intended for stakeholder management, analysis and optimization

We propose a new software architecture based on the stakeholder analysis of a space endeavour. The information system architectures currently in consideration in the space area are mostly atomized and do not take into account the relevant role of the stakeholders that create value and momentum to the space activities. We first propose that the value chain vector should be considered, in order to identify which stakeholders are most relevant to any space endeavor. We state that from a strategic point of view, the identification and analysis of stakeholders adding value to the process should be the core of the design process. Exploration missions require that people involved in these areas make flow the benefit, tangible or intangible that emerges from the space activity. In the process of creating a value flow model framework, a number of decisions have to be made in order to simplify the value loops, and make the model easily understood. Value loops are defined as value chains that return to the starting stakeholder. Simplification of this map is a non-standard procedure, and is dependent on the level of detail needed in the reengineering. The overall system is then redesigned in order to help the value chain grow, and to lessen interferences and expenditure of resources on to areas that do not really add value in the process. Some metrics can be defined and characterized within the model: individuals, companies, Gross Domestic Product created, public awareness, capital flow, etc. The software is able then to simulate the process of industry development and growth, providing clues on which are the optimal stakeholders’ architecture for maximizing the overall benefits for all partners. .The implementation of such simulation is done via a neural network that is integrated in the software, with an easy user-friendly interface. Results from different scenarios simulation show consistent findings with what are the recent developments in the space sectors due to the appearance of more private companies in the space exploration field. Results are provided in the paper for different space mission scenarios, private and public ones, with conclusions and recommendations, regarding the optimal organization of the different stakeholders involved. In conclusion, our system shows to be capable of predicting the optimal way to efficiently process knowledge through a complex information system, including a stakeholders’ diversity, as we usually find in an international public-private space endeavour.Peer ReviewedPostprint (published version

Adoption of Business Process Orientation Practices: Slovenian and Croatian Survey

Process orientation has been empirically linked to corporate performance. Several studies have shown that more process oriented companies perform better than less process oriented companies. Consequently, many researchers attempted to define what makes a company process oriented, which resulted in numerous frameworks and conceptualizations of process orientation. Based on concepts of business process orientation (BPO) the authors have developed and operationalised a concept of extended BPO to study its adoption in two countries, one EU member and one a candidate for EU membership (Slovenia and Croatia, respectively). Extensive field study has been carried out in these countries. The results of the analysis show that there are many statistically significant differences, namely companies in Slovenia have implemented process oriented practices to a higher degree than their counterparts in Croatia. The paper shows the main differences in BPO areas and practices.business process orientation, process orientation, maturity, empirical research, Croatia, Slovenia

RETHINKING THE BUSINESS PROCESS THROUGH REENGINEERING

Rethinking business through reengineering is based on the assumption that to meet contemporary demands of quality, service, flexibility, and low cost, processes must be kept simple. Examples of simplifying processes are combining several jobs into one, letting workers make decisions, performing the steps in a process in a natural order, and performing work where it makes the most sense. The net result is that work may be shifted across functional boundaries several times to expedite its accomplishment. Traditional inspection and control procedures are often eliminated or deferred until the process is complete, providing further cost savings. The authors, focusing their research on enterprises from Oltenia Region, demonstrate how reengineering can be carried out in a variety of corporate settings. But although workers are the ones who need to be empowered to carry out reengineering, the authors are adamant that the process must start at the top. This is because it involves making major changes that are likely to cut across traditional organizational boundaries. Those empowered to make the changes at lower levels must know they have the support of top management, or change won�t occur.reengineering, rethinking business processes, regional economy, leadership, organization

Using contextual goal models for constructing situational methods

Situation and intention are two fundamental notions in situational method engineering (SME). They are used to assess the context of an ISD project and to specify method requirements in this context. They also allow defining the goals of the method chunks and the conditions under which they can be applied. In this way, the selection and assembly of method chunks for a particular ISD project is driven by matching situational method requirements to method chunks’ goals and context descriptions. In this paper we propose the use of contextual goal models for supporting all SME steps. Our approach is based on iStar2.0 modeling language that we extend with contextual annotations.Peer ReviewedPostprint (author's final draft

Understanding Process Performance Measurement Systems

The purpose of this paper is to analyze the current state of Process Performance Measurement Systems (PPMS) by means of a systematic review of literature. The PPMS literature is reviewed using a systematic approach. Based on an extensive literature review only twelve articles that contain the term PPMS in the title were found. The literature analysis showed that PPMS is a relatively new topic in the area of performance measurement. In order to understand PPMS, it was crucial to explain the concepts of business process management, business performance measurement and Performance Measurement System (PMS) which are well known and used in the literature and practice. PPMS is a special type of PMS that should be used in process-oriented organizations. Limitations of this research lie in the fact that all the conclusions were derived only from the literature, not empirical research. The results presented in the paper continue towards providing an updated overview of the current state of performance measurement, especially PPMS in order to identify the existing research gaps on which ongoing and future research efforts regarding this topic can be focused.business process management; process orientation; performance indicators; business performance measurement; Performance Measurement System; Process Performance Measurement System

Business Process Management Education in Academia: Status, challenges, and Recommendations

In response to the growing proliferation of Business Process Management (BPM) in industry and the demand this creates for BPM expertise, universities across the globe are at various stages of incorporating knowledge and skills in their teaching offerings. However, there are still only a handful of institutions that offer specialized education in BPM in a systematic and in-depth manner. This article is based on a global educators’ panel discussion held at the 2009 European Conference on Information Systems in Verona, Italy. The article presents the BPM programs of five universities from Australia, Europe, Africa, and North America, describing the BPM content covered, program and course structures, and challenges and lessons learned. The article also provides a comparative content analysis of BPM education programs illustrating a heterogeneous view of BPM. The examples presented demonstrate how different courses and programs can be developed to meet the educational goals of a university department, program, or school. This article contributes insights on how best to continuously sustain and reshape BPM education to ensure it remains dynamic, responsive, and sustainable in light of the evolving and ever-changing marketplace demands for BPM expertise