Business process management—the third wave: business process modelling language (bpml) and its pi-calculus foundations

Smith, Harry D.

doi:10.1016/s0950-5849(03)00135-6

Cited by 86 publications

(67 citation statements)

References 1 publication

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“…In this sense, interoperability among the different languages is an important BPMS aspect; interoperability allow the interchange (import/export) of business process models between different BPMSs [37], thus, interoperability support is an important criterion in the evaluation of the BPMSs.…”

Section: Modeling Phasementioning

confidence: 99%

A survey on business processes management suites

Meidan

Garca-Garca

Cuaresma

et al. 2017

Computer Standards & Interfaces

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Section: Modeling Phasementioning

confidence: 99%

A survey on business processes management suites

Meidan

Garca-Garca

Cuaresma

et al. 2017

Computer Standards & Interfaces

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“…BPM can play a crucial part in the development of an organization, especially which focuses on a business process view [1] because BPM not only provides discovery, design, deployment and execution of business processes, but due to the fastidious evolution it can also provide interaction, control, analysis and optimization of processes [16]. Today as the complexity of business process is increasing, organizations are becoming more open and distributed.…”

Section: Business Process Managementmentioning

confidence: 99%

A Literature Review on Business Process Management, Business Process Reengineering, and Business Process Innovation

Anand

Wamba²,

Gnanzou

2013

Lecture Notes in Business Information Processing

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Business process management (BPM), business process reengineering (BPR), and business process innovation (BPI) have been the primary strategies adopted by several organizations to manage their business successfully along with IT. In the last few years, the concept of BPM, BPR, and BPI has been a hot topic among the IS community, which is evident in the degree of literatures devoted to it. Due to the dynamic nature of this research area, this paper aims to add knowledge to the existing ones by answering (1) what is the current level of development on BPM, BPR, and BPI within AIS basket of top journals and Science Direct database? and (2) what are the potential future research directions on BPM, BPR, and BPI?. A total of 55 articles from the AIS basket of top journals and 61 articles from the Science Direct database are analyzed based on the year of publications, AIS geographical regions, approaches adopted by the author/s, components of BPM areas and industrial application covered, and potential future research directions are discussed. Abstract. Business process management (BPM), business process reengineering (BPR), and business process innovation (BPI) have been the primary strategies adopted by several organizations to manage their business successfully along with IT.In the last few years, the concept of BPM, BPR, and BPI has been a hot topic among the IS community, which is evident in the degree of literatures devoted to it. Due to the dynamic nature of this research area, this paper aims to add knowledge to the existing ones by answering (1) what is the current level of development on BPM, BPR, and BPI within AIS basket of top journals and Science Direct database? and (2) what are the potential future research directions on BPM, BPR, and BPI?. A total of 55 articles from the AIS basket of top journals and 61 articles from the Science Direct database are analyzed based on the year of publications, AIS geographical regions, approaches adopted by the author/s, components of BPM areas and industrial application covered, and potential future research directions are discussed.

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“…For Lee and Dale (1998), the main objective of BPM is to align business processes with strategic objectives and customer needs. Hence, a fundamental BPM tenet is that processes should be managed from an understanding of customer needs (Smith and Fingar 2003). A practical implication of this principle is that BPM requires the management of processes on an 'end-to-end' basis, from customer initial contact to the fulfilment of customer needs (Maddern et al 2007).…”

Section: The Need For a Systemic Perspectivementioning

confidence: 99%

“…BPM provides the platform for sharing business processes among systems, people, and partners. By adopting BPM, companies hope to design totally customer-focused business processes, integrating all the resources needed to delight customers and eliminate inefficiencies that compromise the quality of the service (Smith and Fingar 2003). However, recent research suggests that although most companies are managing processes well within local business units, just a few are successfully managing 'end-to-end' processes across business units, from first customer contact right through the fulfilment (Maddern et al 2007).…”

Section: Introductionmentioning

confidence: 99%

The systemic perspective of service processes: underlying theory, architecture and approach

Batista

Smart

Maull

2008

Production Planning & Control

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As competition in the service industry grows, delivering high-quality service to meet customers' needs and expectations becomes paramount. In order to achieve a thorough understanding of customers, companies are increasingly adopting Customer Relationship Management (CRM) initiatives. However, CRM does not have the process reach necessary to cope with complex and cross-functional processes. This problem is better handled by Business Process Management (BPM) initiatives, which, by their turn, struggle to built-in customer intelligence in their systems. Based upon systems theory, we discuss the roles of CRM and BPM in an integrated approach to deliver customer fulfilment. As the evolution of service-oriented approaches requires us to consider both customer interactions and experiences as key elements of service processes, we present a broader perception of service processes involving these two perspectives. Also, we discuss the architecture of a customer-facing system comprising customer processes that are aimed at better dealing with customer interactions.

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Business process management—the third wave: business process modelling language (bpml) and its pi-calculus foundations

Cited by 86 publications

References 1 publication

A survey on business processes management suites

A survey on business processes management suites

A Literature Review on Business Process Management, Business Process Reengineering, and Business Process Innovation

The systemic perspective of service processes: underlying theory, architecture and approach

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