Procedure and guidelines for evaluation of BPM methodologies

Abstract

Access to this document was granted through an Emerald subscription provided by emerald-srm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to present a methodology that may be used to perform evaluation of business process management (BPM) methodologies. As this area lacks proper formalized approaches, the aim of the publication is to promote the new approach, proposed by the authors. Design/methodology/approach -The authors analyse related methodologies and theoretical background. Based on that, they suggest an evaluation approach, which is used to verify correctness of a semantic BPM (SBPM) methodology. Findings -The proposed evaluation methodology has been practically tested. Additional interviews have been conducted and interviewees stress high value of the approach. The presented evaluation methodology was validated on the example of the SBPM methodology used in a European integrated project.Research limitations/implications -The results of this paper can be used to guide development and verify correctness of new BPM methodologies. Practical implications -The paper demonstrates how validation of BPM methodologies can be conducted in practice. Originality/value -The approach presented in the paper is the first comprehensive approach to provide methodology for evaluating BPM methodologies.

Process Knowledge Discovery in Social BPM

“…Overview of BPM Business Process Management is a discipline which focuses on optimizing, managing and running of business processes [28] and according to Aalst et al [12] it consists of the following main stages: process design/discovery, configuration/implementation, enactment/execution and evaluation.…”

“…Goals are states which are reached through the execution of a number of steps [28] and they provide the intention behind the activities which need to be performed [30]. The type of goals mentioned here are process goals which are set by the different process areas of an organization and upon completion; their status is changed to 'satisfied'.…”

“…In other words goal-based modelling allows the capturing of the 'what' without specifying the 'how' as [28] puts it. The 'how' is similar to the imperative approach in which the tasks order and sequence is explicitly defined, and the 'what' is similar to the declarative approach in which the end goal is important and not how it is achieved [68].…”

A comparative analysis between the quick response manufacturing and time-based competition methodologies

“…Filipowska et al (2009) state that the evaluation is subsequent to the definition of a methodology or procedure of evaluation and the choice of the methodology is dependent on the following aspects: purpose of the evaluation, problem to be solved, and the evaluation characteristics. This article uses the comparative method, which consists of investigating facts.…”

Towards Process Maturity – Triggers of Change

“…An organisational culture, team domain competences and a top management support in this case can be considered the key barriers (CSFs) to the transition to a higher level of maturity (Harmon 2007;Malinova et al 2014;Santos et al 2015). Besides, introducing BPM methodologies may need to adapt them to the abilities, experience of users and specific conditions in which the organization operates (Filipowska et al 2009;Pöppelbuß, Röglinger 2011).…”