Business Process Analysis and Optimization: Beyond Reengineering

Vergidis, Kostas; Tiwari, Ashutosh; Majeed, Basim

doi:10.1109/tsmcc.2007.905812

Cited by 206 publications

(149 citation statements)

References 70 publications

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“…The subsequent implementation and evaluation of the processes is less focused on the models. As modeling activities are the initial steps before the actual implementation of changes in the organization, it is important to assure their quality at earlier phases, because error correction at later stages is expensive [18,19]. We will, therefore, focus on the phases of preparation and modeling, analysis and optimization, because they determine the quality of generated models and, thus, influence the success and costs of the whole project.…”

Section: Related Workmentioning

confidence: 99%

Integrating Process Modeling Methodology, Language and Tool – A Design Science Approach

Becker

Clever

Holler

et al. 2013

Lecture Notes in Business Information Processing

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Part 5: Enterprise Modelling and Information SystemsInternational audienceProviding high quality process models in a timely manner can be of major impact on almost all process management projects. Modeling methodologies in the form of normative procedure models and process modeling guidelines are available to facilitate this cause. Modeling languages and according tools, however, do neglect the available methodologies. Our work searches to close this research gap by proposing a modeling environment that integrates insights from modeling methodologies with a modeling language and a tool. Main features are a simple modeling language that generalizes most existing languages, four layers of abstraction and semantic standardization through a glossary and use of attributes. Our approach allows for rapid preparation of modeling activities and ensures high model quality during all modeling phases, thus minimizing rework of the models. The prototype was evaluated and improved during two practical projects

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Section: Related Workmentioning

confidence: 99%

Integrating Process Modeling Methodology, Language and Tool – A Design Science Approach

Becker

Clever

Holler

et al. 2013

Lecture Notes in Business Information Processing

View full text Add to dashboard Cite

show abstract

“…Accordingly, oil and gas companies seek to adopt and implement a set of operations management practices/ techniques that have been successful elsewhere and that will help them to identify changes in their environment and to respond proactively through radical improvement (Ozcelik, 2010;Khodakaram, Mohammad & Ahmad, 2010;Salaheldin, 2009). One of such management practices/ techniques is Business Process Re-engineering (BPR), which has received great attention in the last two decades (Ozcelik, 2010;Siha & Saad, 2008;Singh & Kant, 2008;Vergidis, Tiwari & Majeed, 2008;Bhatt, 2000;Khodakaram et al, 2010;Al-Mashari, Irani & Zairi 2001;Abdolvand Albadvi & Ferdowsi, 2008;Adeyemi & Aremu, 2008).…”

Section: Introductionmentioning

confidence: 99%

“…In addition, BPR has great potential for increasing productivity through reduced process time and cost, improved quality, and greater customer satisfaction, but it often requires a fundamental organisational change. As a result, the implementation process is complex, and needs to be checked against several success/failure factors to ensure successful implementation (Ozcelik, 2010;Siha & Saad, 2008;Singh & Kant, 2008;Vergidis et al, 2008;Bhatt, 2000).…”

Section: Introductionmentioning

confidence: 99%

Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry

Asikhia

Awolusi²

2015

SAJBM

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Business Process Re-engineering (BPR) is defined as the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures like cost, quality, speed, profitability and services. The purpose of this paper is to identify the critical success factors of BPR implementation, to evaluate their effects on the primary measures as expressed by the operational performance and the secondary measures as expressed by the organizational performance, and to find out the effect of the operational performance on the organizational performance of Nigerian oil and gas companies. To achieve these objectives, an empirical study was conducted via the administration of 650 self-administered copies of questionnaire to a randomly selected senior and management staff of eight (8) re-engineered Oil and Gas Companies in Nigeria. Using the framework from Khong & Richardson (2003), factors manifesting operational performance and organizational performance were regressed on the Critical Success Factors (CSFs) manifesting successful BPR. Findings based on the survey revealed that successful BPR can positively affect both operational and organizational performance measures in the Nigerian oil and gas companies.

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“…Most of the research in business process modeling is focused on alignment of information technology with business processes [3]. Limited research is carried out to represent process knowledge through business process models for improvement [4]. Currently, information is represented with key performance indicators (KPIs), statistics, or visualizations (e.g., pie charts or histograms) which is too abstract and does not provide process details to business analysts.…”

Section: Introductionmentioning

confidence: 99%

“…After specification of an improvement framework, we shift our focus to the main contribution which is representational support for improvement in Sect. 4. From a human-computer interaction viewpoint, we also provide directions where business process modeling can be improved with intelligent human-computer interaction support for business process management.…”

Section: Introductionmentioning

confidence: 99%

Business Process Improvement Framework and Representational Support

Lodhi

Köppen

Saake

2012

Advances in Intelligent Systems and Computing

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Abstract. Business process management and improvement are vital for enterprises in competitive environments. Understanding of a process is a pre-requisite and important step for improvement. Interaction between humans, computers, and business objects provide excellent opportunities for knowledge extraction. However, the specification of a framework is required for business process improvement, which extends from data collection, analytical methods, storage, and representation of knowledge. The process models conceived for information system development are not sufficient for post execution analysis and improvement. In this paper, we specify such a framework briefly and focus on providing representational support for business process improvement. The main objective is to improve the overall improvement process by providing enriched graphical process models. Furthermore, we use a case study to explain the proposed usage and extensions of an existing modeling language for business process improvement.

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Business Process Analysis and Optimization: Beyond Reengineering

Cited by 206 publications

References 70 publications

Integrating Process Modeling Methodology, Language and Tool – A Design Science Approach

Integrating Process Modeling Methodology, Language and Tool – A Design Science Approach

Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry

Business Process Improvement Framework and Representational Support

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