1,830 research outputs found

    On the Importance of Organisational Culture and Structure in Business Process Maturity.

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    This article is dedicated to advance knowledge of the organisational role that culture and structure may have in business process maturity. The latter is a measure for the expected business process performance. Particularly, a two-fold approach was followed to explore whether the sequence of realising both organisational concepts matters. First, data mining was applied to find an existence dependency between a process-oriented organisational culture and structure among existing maturity types. Secondly, a literature study was conducted to find management theories that explain the interrelationship between business processes and a process-oriented organisational culture and structure. It turned out that a process-oriented organisational culture and structure are important to business process maturity, but to a different degree. As the organisational culture should precede the organisational structure, no business process maturity type affects structure, without affecting culture. This finding may help organisations reorganise properly, and underpins a holistic business process management discipline

    Elastic Business Process Management: State of the Art and Open Challenges for BPM in the Cloud

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    With the advent of cloud computing, organizations are nowadays able to react rapidly to changing demands for computational resources. Not only individual applications can be hosted on virtual cloud infrastructures, but also complete business processes. This allows the realization of so-called elastic processes, i.e., processes which are carried out using elastic cloud resources. Despite the manifold benefits of elastic processes, there is still a lack of solutions supporting them. In this paper, we identify the state of the art of elastic Business Process Management with a focus on infrastructural challenges. We conceptualize an architecture for an elastic Business Process Management System and discuss existing work on scheduling, resource allocation, monitoring, decentralized coordination, and state management for elastic processes. Furthermore, we present two representative elastic Business Process Management Systems which are intended to counter these challenges. Based on our findings, we identify open issues and outline possible research directions for the realization of elastic processes and elastic Business Process Management.Comment: Please cite as: S. Schulte, C. Janiesch, S. Venugopal, I. Weber, and P. Hoenisch (2015). Elastic Business Process Management: State of the Art and Open Challenges for BPM in the Cloud. Future Generation Computer Systems, Volume NN, Number N, NN-NN., http://dx.doi.org/10.1016/j.future.2014.09.00

    A Framework for BPM Software Selection in Relation to Digital Transformation Drivers

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    Business process management (BPM) is nowadays almost a traditional paradigm of assuring operational excellence. Within emerging approaches for boosting organizational readiness and maturity to cope with digital challenges, BPM transforms as well. In order to investigate the role of BPM and BPM software (BPMS) in relation to these approaches we explore drivers of digital transformation (DT). Based on the mapping of BPMS dimensions and drivers of DT, we propose a framework for self-assessment which allows evaluation of the significance of BPMS dimension in relation to DT. The framework was tested on multiple case-studies to analyse what their BPMS priorities are and how these priorities influence their digital transformation. AHP analysis was performed by prioritizing BPM\u27s dimensions mapped with DT drivers and it served as a basis for assessing the level of digital maturity of the observed companies. This article therefore deals with the following: (1) it briefly discusses BPM and DT as concepts, (2) it demonstrates how AHP can serve for selecting BPM software and (3) it shows that BPM dimensions can be linked to Digital Transformation

    Business process trends

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    Business process and business process management (BPM) concepts have matured over the years and new technology, concepts, standards and solutions appear. In this chapter we will therefore focus on the current and future process trends. We will elaborate on the importance of trends, the maturity of the subject, giving a perspective on what emerging trends, industry trends, mega trends are, what is hyped at the moment, and what has reached a market adoption where it has started to become the de facto standard in terms of mega trends that has achieved a dominant position by public acceptance

    THE CORRELATION OF ORGANIZATIONAL CULTURE AND SUCCESS OF BPM ADOPTION

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    Organizational culture has been described as one of the most important factors in BPM adoption, as it is reported to support or hinder BPM efforts in an organization. However, this proposition is still hardly backed up with empirical research. The aim of this paper is to provide a better understanding of the contingent role that organizational culture can play for the success of BPM adoption. To this end, we use a survey design for evaluating the correlation of organizational culture and the success of BPM adoption. Our survey was distributed among top managers and (where applicable) process owners in organizations with more than 50 employees in Slovenia. The results reveal that the highest level of BPM adoption success is achieved in organizations with Clan culture type, whereas organizations achieving the lowest level of BPM adoption success appear to have a Hierarchy culture, as measured by the culture classification of Cameron and Quinn (2006). A significantly negative correlation has been found between Hierarchy culture type and all aspects of BPM adoption success. These insights provide a foundation for further studying on how organizational culture affects BPM adoption success in detail

    From business process outsourcing to business process management: romania as an outsourcing destination for portuguese speaking countries

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    Classificação: M0, M1, L2Trabalho na empresa de BPO Genpact em Bucareste, Roménia como Process Associate Accounts Payable com Português. O cliente com quem trabalho encontra-se em Portugal e expatriou o departamento de Finanças e Contabilidade. Este projeto faz referência às condições para uma ótima colaboração entre os parceiros do processo de outsourcing. Em baixo segue uma visão geral da minha tese. Primeiramente vou explicar a minha motivação para trabalhar numa empresa de BPO. Vou apresentar um dia da minha vida como empregada numa empresa de BPO. Depois vou fazer uma abordagem mais teórica do outsourcing. Vou elaborar uma análise da evolução do processo de outsourcing: como e quando começou; como evoluiu (desde aspectos evidentemente “non-core” terceirizados ate ao outsoursing de processos que parecem “core”); como ganhou vantagem competitiva no contexto da crise económica; como vai desenvolver no futuro: será um aspecto básico duma estratégia empresarial ou perderá importância quando a crise vai se remediar? Depois vou analisar a indústria de outsourcing e os principais competidores deste mercado, incluindo aspectos como market share, serviços, industrias, vantagens competitivas e localizações geográficas. Empresas de países com português como língua oficial (principalmente Portugal e Brasil) optam para Roménia como o destino de outsourcing. A escolha e essencialmente condicionada dos custos baixos e da possibilidade de beneficiar de serviços em português. As maiores empresas que oferecem estes serviços em Roménia, sem os fornecedores apenas de serviços IT, são Genpact, Accenture, WNS e Wipro. Os mais comuns opções das empresas que optam por terceirização são: manutenção, seguridade, transporte, logística, recrutamento, marketing, payroll, finanças e contabilidade, TI, procurement, fabricação, I&D. Vou realizar um inquérito que endereçará o nível de satisfação profissional dos empregados das empresas de BPO e a possibilidade de aumentar este nível quando trabalhar numa empresa normal. No final analisarei a possibilidade de desenvolver desde BPO ate BPM.I am working at the BPO company Genpact in Bucharest, Romania as a Process Associate Accounts Payable with Portuguese. The client with which I am working is located in Portugal and it outsourced its Finance and Accounting department. This project is an analysis of the conditions for an optimal collaboration between the partners of an outsourcing process. Please see listed below a general view on the work which will follow in the next pages. I will first explain my motivation to work in a BPO company. I will then present a day in my life as a BPO company employee. Afterwards I will present a theoretical approach to outsourcing. I will also analyze the evolution of outsourcing: how and when it started; how it evolved up until today (from obvious non-core aspects being outsourced to a more in-depth approach, leading to outsourcing of aspects that might seem like core business); how it gained competitive advantage due to the economic crisis; how it will evolve in the future: is it going to be a regular aspect of a company’s strategy or is it going to lose ground along with the overcoming of the financial crisis? I will then analyze the outsourcing industry and the main players on the outsourcing market, including aspects like market share, services offered, portfolio, industries, competitive advantages and geographical locations. Companies from some of the Portuguese speaking countries (mostly Portugal and Brazil) choose to outsource part of their businesses in Romania, mostly due to low costs and services provided in Portuguese. The main local players, excluding the solely-IT services providers, are Genpact, Accenture, WNS and Wipro. The most common choices for outsourcing are: maintenance, security, transport, logistics, recruiting, marketing, payroll, finance and accounting, IT, procurement, manufacturing, I&D. A survey will address the level of satisfaction that employees of BPO companies associate to their jobs, as well as the possibility of achieving a higher level of professional satisfaction by working at a regular company. In the end, based on all the issues covered, I will address the possibility to evolve from BPO to BPM

    The IT function and robotic process automation

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    BPM Organization and Personnel. Part 1: Building a BPM Support Group that creates Value

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    Mature Business Process Management (BPM) is not achieved overnight. Typically, it takes many years of commitment to build mature BPM capability into an organization’s culture. This paper, which is the first in a series of BPM white papers sponsored by the Innovation Value Institute (IVI), will help organizations understand where they are on the BPM maturity curve, where they are trying to go, and how they can get there. Chevron Corporation, where the author worked for 30 years, serves as a primary case study throughout the series
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