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

A systematic literature review of the use of social media for business process management

In today’s expansion of new technologies, innovation is found necessary for organizations to be up to date with the latest management trends. Although organizations are increasingly using new technologies, opportunities still exist to achieve the nowadays essential omnichannel management strategy. More precisely, social media are opening a path for benefiting more from an organization’s process orientation. However, social media strategies are still an under-investigated field, especially when it comes to the research of social media use for the management and improvement of business processes or the internal way of working in organizations. By classifying a variety of articles, this study explores the evolution of social media implementation within the BPM discipline. We also provide avenues for future research and strategic implications for practitioners to use social media more comprehensively

An Experiment for Measuring Business Process Maturity with Different Maturity Models

Since the 2000s, Business Process Management (BPM) has evolved into a comprehensively studied discipline that goes beyond the boundaries of particular business processes. By also affecting enterprise-wide capabilities (such as an organisational culture and structure that support a process-oriented way of working), BPM can now correctly be called Business Process Orientation (BPO). Meanwhile, various maturity models have been developed to help organisations adopt a process-oriented way of working based on step-by-step best practices. The present article reports on a case study in which the process portfolio of an organisation is assessed by different maturity models that each cover a different set of process-oriented capabilities. The purpose is to reflect on how business process maturity is currently measured, and to explore relevant considerations for practitioners, scholars and maturity model designers. Therefore, we investigate a possible difference in maturity scores that are obtained based on model-related characteristics (e.g. capabilities, scale and calculation technique) and respondent-related characteristics (e.g. organisational function). For instance, based on an experimental design, the original maturity scores are recalculated for different maturity scales and different calculation techniques. Follow-up research can broaden our experiment from multiple maturity models in a single case to multiple maturity models in multiple cases

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

An agile business process improvement methodology

Adoption of business process improvement strategies are now a concern of most organisations. Organisations are still facing challenges and finding transient solutions to immediate problems. The misalignment between IT solutions and organisational aspects evolves across space and time showing discrepancies. Unfortunately, existing business process approaches are not according with continuous business process improvement involving business stakeholders. Considering this limitation in well-known Business Process (BP) methodologies, this paper presents a comparative study of some approaches and introduces agility in the Business Process and Practice Alignment Methodology (BPPAM). Our intention is to present observed problems in existing approaches and introduce agility in our proposal to address features, like the alignment between daily work practices and business process descriptions, in a simple and agile way. (C) 2017 The Authors. Published by Elsevier B.V

Measurements and calibration of the stripline BPM for the ELI-NP facility with the stretched wire method

A methodology has been developed to perform electrical characterization of the stripline BPMs for the future Gamma Beam System of ELI Nuclear Physics facility in Romania. Several prototype units are extensively benchmarked and the results are presented in this paper. The BPM sensitivity function is determined using a uniquely designed motorized test bench with a stretched wire to measure the BPM response map. Here, the BPM feedthroughs are connected to Libera Brilliance electronics and the wire is fed by continuous wave signal, while the two software-controlled motors provide horizontal and vertical motion of the BPM around the wire. The electrical offset is obtained using S-parameter measurements with a Network Analyzer (via the “Lambertson” method) and is referenced to the mechanical offse