Business process modelling to improve incident management process

Business process management (BPM) is an approach focused on the continuous improvement of business processes, providing for this a collection of best practices. These best practices enable the redesign of business processes to meet the desired performance. IT service management (ITSM) defines the management of IT operations as a service. There are several ITSM frameworks available, consisting in best practices that propose standardizing these pro- cesses for the respective operations. By adopting these frameworks, organisations can align IT with their business objectives. Therefore, the objective of this research is to understand how BPM can be used to improve of ITSM processes. An exploratory case study in a multinational company based in Lisbon, Portugal, is conducted for the improvement of the time performance of an inci- dent management process. Data were gained through documentation, archival records, interviews and focus groups with a team involved in IT support service. So far, the as-is process was elicited, and respective incongruences clarified. During the next months the authors intend to identify the main problems and simulate the appropriate BPM heuristics to understand the impact in the busi- ness organisation.info:eu-repo/semantics/acceptedVersio

How to Exploit the Digitalization Potential of Business Processes

Process improvement is the most value-adding activity in the business process management (BPM) lifecycle. Despite mature knowledge, many approaches have been criticized to lack guidance on how to put process improvement into practice. Given the variety of emerging digital technologies, organizations not only face a process improvement black box, but also high uncertainty regarding digital technologies. This paper thus proposes a method that supports organizations in exploiting the digitalization potential of their business processes. To achieve this, action design research and situational method engineering were adopted. Two design cycles involving practitioners (i.e., managers and BPM experts) and end-users (i.e., process owners and participants) were conducted. In the first cycle, the method’s alpha version was evaluated by interviewing practitioners from five organizations. In the second cycle, the beta version was evaluated via real-world case studies. In this paper, detailed results of one case study, which was conducted at a semiconductor manufacturer, are included

Designing an Ecosystem Value Model Based on a Process Model – An Empirical Approach

Part 6:Business Process ModelingInternational audienceEcosystems have both inter-organizational process models and corresponding business value models. Whereas process models show how actors interact in terms of message flows and the time-ordering of activities, business value models present what is exchanged of economic value and abstract away from operational activities and their control flows. As organizations usually have process models but not explicit value models, we propose to derive a value model from a process model. We hypothesize on how these two models conceptually correspond to each other. We employ a real-world case to verify our hypotheses and learn about the applicability of the proposed design

The Service Portfolio of a BPM Center of Excellence

A key concept for the centralized provision of Business Process Management (BPM) is the Center of Excellence (CoE). Organizations establish a CoE (aka BPM Support Office) as their BPM maturity increases in order to ensure a consistent and cost-effective way of offering BPM services. The definition of the offerings of such a center and the allocation of roles and responsibilities play an important role within BPM Governance. In order to plan the role of such a BPM CoE, this chapter proposes the productization of BPM leading to a set of fifteen distinct BPM services. A portfolio management approach is suggested to position\ud these services. The approach allows identifying specific normative strategies for each BPM service, such as further training or BPM communication and marketing. A public sector case study provides further insights into how this approach has been used in practice. Empirical evidence from a survey with 15 organizations confirms the coverage of this set of BPM services and shows typical profiles for such BPM Centers of Excellence

The service portfolio of a BPM center of excellence

A key concept for the centralized provision of Business Process Management (BPM) is the Center of Excellence (CoE). Organizations establish a CoE (aka BPM Support Office) as their BPM maturity increases in order to ensure a consistent and cost-effective way of offering BPM services. The definition of the offerings of such a center and the allocation of roles and responsibilities play an important role within BPM Governance. In order to plan the role of such a BPM CoE, this chapter proposes the productization of BPM leading to a set of fifteen distinct BPM services. A portfolio management approach is suggested to position these services. The approach allows identifying specific normative strategies for each BPM service, such as further training or BPM communication and marketing. A public sector case study provides further insights into how this approach has been used in practice. Empirical evidence from a survey with 15 organizations confirms the coverage of this set of BPM services and shows typical profiles for such BPM Centers of Excellence

A new framework for defining realistic SLAs: An evidence-based approach

In a changing and competitive business world, business processes are at the heart of modern organizations. In some cases, service level agreements (SLAs) are used to regulate how these business processes are provided. This is usually the case when the business process is outsourced, and some guarantees about how the outsourcing service is provided are required. Although some work has been done concerning the structure of SLAs for business processes, the definition of service level objectives (SLOs) remains a manual task performed by experts based on their previous knowledge and intuition. Therefore, an evidence-based approach that curtails humans involvement is required for the definition of realistic while challenging SLOs. This is the purpose of this paper, where performance-focused process mining, goal programming optimization techniques, and simulation techniques have been availed to implement an evidence-based framework for the definition of SLAs. Furthermore, the applicability of the proposed framework has been evaluated in a case study carried out in a hospital scenario. © Springer International Publishing AG 2017