Framework for process design using stakeholder value and architecture principles

Kummamuru, Supriya; Zope, Nikhil R.

doi:10.1109/icmit.2008.4654556

Cited by 5 publications

(5 citation statements)

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“…The following works focused on design and analysis models: reference models for BPA design (Delafontaine et al , 2014; Millet et al , 2009; Stephens, 2001), a theoretical model for flexible BPA design (Patel, 2007), an empirical best practice model for BPA design and implementation (Flores et al , 2012), a meta-model for process maps (Malinova et al , 2014a, b), an ontology for a BPA design method (Yousef and Odeh, 2011, 2014), preconditions for BPA building (Ould, 2003), a BPA methods classification (Dijkman et al , 2016), BPA design dimensions (Babar et al , 2015; Lapouchnian et al , 2015a, b) and a formal conceptual framework for BPA representation and analysis (Eid-Sabbagh et al , 2012). Studies focusing on design and analysis methods included the following: BPA design and analysis (see Section 4.4), early stages of BPA design evaluation (Klotz et al , 2008), BPA design methods evaluation (Green and Ould, 2005; Pesantes et al , 2013) and BPA-based BP redesign (Kummamuru and Zope, 2008; Veasey, 1994). Works on design and analysis instances consisted mainly of BPA design instances.…”

Section: Resultsmentioning

confidence: 99%

Business process architecture design methodologies – a literature review

Gonzalez-Lopez

Bustos

2019

BPMJ

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Purpose The purpose of this paper is to describe the current state of the research field of business process architecture (BPA) and its design methodologies. Design/methodology/approach A systematic literature review (SLR) was conducted using meta- and content-based perspectives. Findings From over 6,000 candidate studies, 89 were selected. A fifth of these primary works corresponded to BPA design methodologies. Though the BPA research field remains in an early stage of development, it bears promising growth potential. Regarding BPA design methodologies, the following aspects susceptible for further research were detected: identification and modeling of business process relationships; specification of inputs; standardization of models, notations and tool support; consideration of managerial concerns; integration of knowledge from other areas; and validation of methodological and product quality aspects. Research limitations/implications The main limitation of the work lies in not being fully reproducible due to the fixed number of data sources and their digital nature, together with subjective decisions in work selection, data extraction and data analysis. Originality/value To the best of the authors’ knowledge no study has yet analyzed the BPA research field by means of an SLR. This study will benefit practitioners and research groups working on this topic by allowing them to get a rigorous overview of the BPA research field with an emphasis on available BPA design methodologies, and become aware of research gaps within the BPA field to position further research.

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Section: Resultsmentioning

confidence: 99%

Business process architecture design methodologies – a literature review

Gonzalez-Lopez

Bustos

2019

BPMJ

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“…Stakeholders can be grouped or split into two or more Stakeholders. For example, if we have two types of End Users, we could specify them together if they have similar requirements or separately if they have different requirements [4,5].…”

Section: Value To Stakeholdermentioning

confidence: 99%

“…(Scope) [4,5] 4) What is the expectation from the KM? Then we list the primary sources of value for each stakeholder keeping the entire system in focus.…”

Section: Value To Stakeholdermentioning

confidence: 99%

“…[4,5] Stakeholder Value; defined as: The achievement, benefit, experience, saving or profit that a stakeholder values. Some examples of Stakeholder Values:…”

Section: Identifying Stakeholder Valuesmentioning

confidence: 99%

“…• Profit: money made. [4,5] In order to deliver each value or part of it, we need to build certain qualities in the KM system. Qualities are used in the sense of attributes or properties.…”

Section: Identifying Stakeholder Valuesmentioning

confidence: 99%

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Agile Knowledge Management System: Leveraging intra organizational Social Networking platforms for augmenting Knowledge Management system

Vadari

Kummamuru

2010

2010 IEEE International Workshop On: Business Applications of Social Network Analysis (BASNA)

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This paper outlines how the various intra Social Networking platforms in the organization can be leveraged for establishing an Agile Knowledge Management (KM) System. The Authors have looked at the different KM and Social Networking formats which are in vogue. They studied the effectiveness of the purpose for which these were instituted and suggest ways for improving upon them to lead to better utilization of these Social Networking instruments paving way for Agile Knowledge Management in the organization in terms of contribution and usage by employees. The success of this approach has been illustrated through a case of various Social Networking platforms launched in a large IT organization and its effect on making its Knowledge Management nimble.

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