Using Business Process Modelling to Improve Student Recruitment in UK Higher Education

Fakorede, Oluwatoyin; Davies, Philip; Newell, David

doi:10.1007/978-3-030-04849-5_11

Cited by 1 publication

(1 citation statement)

References 15 publications

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“…Simulation technique allows performance analysis to be carried out on a process model which helps to detect flaws, bottlenecks and human resource planning [28]. We use the simulation modelling for reengineering collaboration in higher education methodology [29].…”

Section: Business Process Simulationmentioning

confidence: 99%

Quantitative Measurable Concepts to Visualize Business Process Improvement

Fakorede

Davies

2020

Proceedings of the 2020 3rd International Conference on Big Data Technologies

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Business process improvement evaluation enables performance indicators to be used alongside process improvement techniques in order to quantitatively compare measurement information between the as-is and to-be processes. Limitations of the present methods of business process improvement indicate there is scope for looking at the problem in a different way. Business processes are commonly modelled as diagrams which at their fundamental level are complex networks. This suggests the question as to whether complex network analysis (CNA) has anything to contribute to business process improvement. We develop a technique of projecting a business process model onto the sub-space of a complex network and identify the measurable concepts that can be useful in business process improvement. The measurable concepts from CNA are combined with Time and Cost metrics from the simulation technique to visualize and track improvement efforts and satisfy improvement requirements. CCS Concepts • Applied Computing ➝ Enterprise computing • Business process management ➝ Business process modeling. Keywords Process modeling; measurable concepts; business process improvement; BPMN; complex network analysis. Execution Time Measures Complexity Functionality Quality Quality Coupling Usability Entropy Reliability Density Effectiveness Cohesion Efficiency Modifiability Cycle time Most of the measures in Table 1 are adapted from software engineering but many of them lack empirical validation [4][5]. There is no standard set of metrics that can be used to measure improvement. Other authors have favored metrics such as quality [6], complexity [7], the Quadrangle comprising of Time, Cost, Quality and Flexibility [8].

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Section: Business Process Simulationmentioning

confidence: 99%