SIMULATION MODELING FOR BPR Steps to Effective Decision Support

Warren, James R.; Crosslin, Robert L.; MacArthur, Paul J.

doi:10.1080/07399019508963001

Cited by 18 publications

(6 citation statements)

References 1 publication

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“…The BP domain has largely used BPS models to assess the impact that changes to business processes may have on the organisation and to explore different BP scenarios [9,10,11,12,13]. A Business Process Simulation (BPS) exercise, though, do not consider how new IT may affect business process performance.…”

Section: Modeling Process and Information Technology Using Discrete-ementioning

confidence: 99%

Collaborative information systems and business process design using simulation

Paul¹,

Serrano²

2004

37th Annual Hawaii International Conference on System Sciences, 2004. Proceedings of The

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The Information Systems (IS) community promotes the idea that IS analyst should have a clear understanding of the way the organization operates before attempting to propose an IS solution. It is argued that to take a complete advantage of the underlying Information Technology (IT), organizations should first identify any process flaw and then propose a suitable IT solution. Similarly, many process design approaches claim that Business Process (BP) design should be done considering the advantages provided and the limitations imposed by the underlying (IT). Despite this fact research in these domains provides little indication of which mechanisms or tools can help BP and IS analyst to understand the complex relationships amongst these two areas. This paper describes the insights gained during a UK funded research project, namely ASSESS-IT, that aimed to depict the dynamic relationships between IT and BP using simulation. One of the major limitations of the ASSESS-IT project is that it looked at relationship between BP and IT as a three layered structure, namely BP, IS and Computer Networks (CN), and did not explore in detail the relationships between BP and IS alone. This paper uses the outcomes derived from this project and suggests that, is some cases, the relationship between BP and IT could be analyzed by looking at the relationship between BP and IS alone. It then proposes an alternative simulation framework, namely BPISS, that provides the guideline to develop simulation models that portray BP and IS behavior performance measurements, offering in this way an alternative mechanism that can help BP and IS analyst to understand in more detail the dynamic interactions between BP and IS domains.

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Section: Modeling Process and Information Technology Using Discrete-ementioning

confidence: 99%

Collaborative information systems and business process design using simulation

Paul¹,

Serrano²

2004

37th Annual Hawaii International Conference on System Sciences, 2004. Proceedings of The

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show abstract

“…While jobs wait for resources, they are bottlenecked. Design effort, no matter how ingenious, can hardly improve system throughput if this lowers system performance [24,26]. In a manufacturing environment, a bottlenecked process increases work-in-process inventory costs.…”

Section: Description Of Four Analysesmentioning

confidence: 99%

Assessment of process improvement from organizational change

Lee

Ahn

2008

Information & Management

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“…The BP domain has largely used Business Process Simulation (BPS) models to assess the impact that changes to business processes may have on the organisation and to explore different BP scenarios (Gladwin and Tumay, 1994, MacArthur et al, 1994, Warren et al, 1995, Hlupic and Robinson, 1998, Giaglis, 1999. A Business Process Simulation exercise, though, does not aim to provide information related to the ways new IT may improve business process performance.…”

Section: The Assess-it Framework: Discovery Phasementioning

confidence: 99%

“…The fact that simulation has been successfully used in the process domain posits this technique as one suitable candidate to address the business process and information technology integration challenge. The BP domain has largely used business process JEIM 18,6 simulation (BPS) models to assess the impact that changes to business processes may have on the organisation and to explore different BP scenarios (Gladwin and Tumay, 1994;MacArthur et al, 1994;Warren et al, 1995;Hlupic and Robinson, 1998;Giaglis, 1999). A business process simulation exercise, though, does not aim to provide information related to the ways in which new IT may improve business process performance.…”

Section: The Assess-it Framework: Discovery Phasementioning

confidence: 99%