Business process management and digital innovations : a systematic literature review

Emerging technologies have capabilities to reshape business process management (BPM) from its traditional version to a more explorative variant. However, to exploit the full benefits of new IT, it is essential to reveal BPM’s research potential and to detect recent trends in practice. Therefore, this work presents a systematic literature review (SLR) with 231 recent academic articles (from 2014 until May 2019) that integrate BPM with digital innovations (DI). We position those articles against seven future BPM-DI trends that were inductively derived from an expert panel. By complementing the expected trends in practice with a state-of-the-art literature review, we are able to derive covered and uncovered themes in order to help bridge a rigor-relevance gap. The major technological impacts within the BPM field seem to focus on value creation, customer engagement and managing human-centric and knowledge-intensive business processes. Finally, our findings are categorized into specific calls for research and for action to let scholars and organizations better prepare for future digital needs

Towards Open Smart Services Platform

The landscape of services in the enterprise has changed significantly for both service providers and service clients over the last few years. In the IT services domain, the mega IT outsourcing service deals with a sole provider are diminishing fast. A typical service client is now consuming multiple IT services, from specialized providers, and services contracts has become smaller in size and duration. More importantly the line of business, not the IT, owns the decisions and the relationship for consuming services. This has also shifted the service consumption input from IT requirements into the business requirements. This new world is posing a new and unique set of opportunities and challenges for service providers in offering services, which include third party providers, to their clients, and for service clients to consume services from multiple providers. To facilitate offering and consuming such multi-vendor services, in this paper, we present a conceptual architecture for an open services platform which enables a given server provider (a service integrator) to offer services to its clients that are a mixture of its own and other services from third party providers. It also enables service clients to look for and choose services from multiple vendors in a seamless, integrated and consistent manner

Virtual learning process environment (VLPE): a BPM-based learning process management architecture

E-learning systems have significantly impacted the way that learning takes place within universities, particularly in providing self-learning support and flexibility of course delivery. Virtual Learning Environments help facilitate the management of educational courses for students, in particular by assisting course designers and thriving in the management of the learning itself. Current literature has shown that pedagogical modelling and learning process management facilitation are inadequate. In particular, quantitative information on the process of learning that is needed to perform real time or reflective monitoring and statistical analysis of students’ learning processes performance is deficient. Therefore, for a course designer, pedagogical evaluation and reform decisions can be difficult. This thesis presents an alternative e-learning systems architecture - Virtual Learning Process Environment (VLPE) - that uses the Business Process Management (BPM) conceptual framework to design an architecture that addresses the critical quantitative learning process information gaps associated with the conventional VLE frameworks. Within VLPE, course designers can model desired education pedagogies in the form of learning process workflows using an intuitive graphical flow diagram user-interface. Automated agents associated with BPM frameworks are employed to capture quantitative learning information from the learning process workflow. Consequently, course designers are able to monitor, analyse and re-evaluate in real time the effectiveness of their chosen pedagogy using live interactive learning process dashboards. Once a course delivery is complete the collated quantitative information can also be used to make major revisions to pedagogy design for the next iteration of the course. An additional contribution of this work is that this new architecture facilitates individual students in monitoring and analysing their own learning performances in comparison to their peers in a real time anonymous manner through a personal analytics learning process dashboard. A case scenario of the quantitative statistical analysis of a cohort of learners (10 participants in size) is presented. The analytical results of their learning processes, performances and progressions on a short Mathematics course over a five-week period are also presented in order to demonstrate that the proposed framework can significantly help to advance learning analytics and the visualisation of real time learning data

Building a complementary agenda for business process management and digital innovation.

The world is blazing with change and digital innovation is fuelling the fire. Process management can help channel the heat into useful work. Unfortunately, research on digital innovation and process management has been conducted by separate communities operating under orthogonal assumptions. We argue that a synthesis of assumptions is required to bring these streams of research together. We offer suggestions for how these assumptions can be updated to facilitate a convergent conversation between the two research streams. We also suggest ways that methodologies from each stream could benefit the other. Together with the three exemplar empirical studies included in the special issue on business process management and digital innovation, we develop a broader foundation for reinventing research on business process management in a world ablaze with digital innovation

Big data and risk management in business processes: implications for corporate real estate

PurposeThe purpose of this paper is to improve understanding of the integration between big data (BD) and risk management (RM) in business processes (BPs), with special reference to corporate real estate (CRE).Design/methodology/approachThis conceptual study follows, methodologically, the structuring inter-textual coherence process – specifically, the synthesised coherence tactical approach. It draws heavily on theoretical evidence published, mainly, in the corporate finance and the business management literature.FindingsA new conceptual framework is presented for CRE to proactively develop insights into the potential benefits of using BD as a business strategy/instrument. The approach was found to strengthen decision-making processes and encourage better RM – with significant consequences, in particular, for business process management (BPM). Specifically, by recognising the potential uses of BD, it is also possible to redefine the processes with advantages in terms of RM.Originality/valueThis study contributes to the literature in the fields of real estate, RM, BPM and digital transformation. To the best knowledge of authors, although the literature has examined the concepts of BD, RM and BP, no prior studies have comprehensively examined these three elements and their conjoint contribution to CRE. In particular, the study highlights how the automation of data-intensive activities and the analysis of such data (in both structured and unstructured forms), as a means of supporting decision making, can lead to better efficiency in RM and optimisation of processes

Identifying industry 5.0 contributions to sustainable development: A strategy roadmap for delivering sustainability values

Scholars believe that the newly introduced Industry 5.0 has the potential to move beyond the profit-centered productivity of Industry 4.0 and to promote sustainable development goals such as human-centricity, socio-environmental sustainability, and resilience. However, little has been done to understand how this ill-defined phenomenon may deliver its indented sustainability values despite these speculative promises. To address this knowledge gap, the present study developed a strategy roadmap that explains the mechanism by which Industry 5.0 delivers its intended sustainable development functions. The study first developed and introduced the Industry 5.0 reference model that describes the technical and functional properties of this phenomenon. The study further conducted a content-centric synthesis of the literature and identified the sustainable development functions of Industry 5.0. Next, the interpretive structural modeling (ISM) technique was employed to identify the sequential relationships among the functions and construct the Industry 5.0-enabled model of sustainable development. The ISM involved collecting the opinions of 11 Industry 5.0 experts through expert panel meetings. Results revealed that Industry 5.0 delivers sustainable development values through 16 functions. Circular intelligent products, employee technical assistance, intelligent automation, open sustainable innovation, renewable integration, and supply chain adaptability are examples of the functions identified. These functions are highly interrelated and should be developed in a specific order so that the synergies and complementarities among them would maximize the sustainable development value gains. The roadmap to Industry 5.0-driven sustainability developed in this study is expected to provide a better understanding of ways Industry 5.0 can contribute to sustainable development, explaining how the development of its functions should be managed to maximize their synergies and contribution to the intended sustainability values. The study also highlights important avenues for future research, emphasizing the potential enablers of Industry 5.0 development, such as Government 5.0 or Corporate Governance 5.0

ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

ProcessGPT: Transforming Business Process Management with Generative Artificial Intelligence

Generative Pre-trained Transformer (GPT) is a state-of-the-art machine learning model capable of generating human-like text through natural language processing (NLP). GPT is trained on massive amounts of text data and uses deep learning techniques to learn patterns and relationships within the data, enabling it to generate coherent and contextually appropriate text. This position paper proposes using GPT technology to generate new process models when/if needed. We introduce ProcessGPT as a new technology that has the potential to enhance decision-making in data-centric and knowledge-intensive processes. ProcessGPT can be designed by training a generative pre-trained transformer model on a large dataset of business process data. This model can then be fine-tuned on specific process domains and trained to generate process flows and make decisions based on context and user input. The model can be integrated with NLP and machine learning techniques to provide insights and recommendations for process improvement. Furthermore, the model can automate repetitive tasks and improve process efficiency while enabling knowledge workers to communicate analysis findings, supporting evidence, and make decisions. ProcessGPT can revolutionize business process management (BPM) by offering a powerful tool for process augmentation, automation and improvement. Finally, we demonstrate how ProcessGPT can be a powerful tool for augmenting data engineers in maintaining data ecosystem processes within large bank organizations. Our scenario highlights the potential of this approach to improve efficiency, reduce costs, and enhance the quality of business operations through the automation of data-centric and knowledge-intensive processes. These results underscore the promise of ProcessGPT as a transformative technology for organizations looking to improve their process workflows.Comment: Accepted in: 2023 IEEE International Conference on Web Services (ICWS); Corresponding author: Prof. Amin Beheshti ([email protected]