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Business Process Engineering Proofreading Service
Statement of purpose
This report focuses on reviewing four articles which are relevant to business process engineering or business process management. The aim of this task is to describe the intentions and content of the articles. The review will be centred on discussions relating to the research methods and findings of the journal articles. The purpose of this task is to evaluate areas of significant in business management process as discussed in the articles and in line with international Conference on Business Process Management. The articles to be discussed are as follows
Anand A., Fosso Wamba S.,and Gnanzou D. (2013) A Literature Review on Business Process Management, Business Process Reengineering, and Business Process Innovation. In: Barjis J., Gupta A., Meshkat A. (eds) Enterprise and Organizational Modeling and Simulation. EOMAS 2013. Lecture Notes in Business Information Processing, vol 153. Springer, Berlin, Heidelberg
Gohar, S.R. and Indulska, M., (2016). Business Process Management: Saving the Planet?. arXiv preprint arXiv:1606.02459.
Widmann, V., de Waal, B.M. and Ravesteyn, P., (2018), March. How Do BPM Maturity and Innovation Relate in Large Companies?. In World Conference on Information Systems and Technologies(pp. 87-96). Springer, Cham.
Wynn, M.T., Verbeek, H.M.W., van der Aalst, W.M.P., ter Hofstede, A.H.M., Edmond, D., (2009),"Business process verification - finally a reality!", Business Process Management Journal, Vol. 15 Iss: 1 pp. 74 - 92
The title of the main article is How do BPM Maturity and Innovation Relate in Large Companies? This research report is significant as it aims at evaluating the relationship between level of innovation in institution and business process management maturity. The research model of this article is developed as a result of innovation adoption which takes a quantitative research process. The method of collecting data for this research involved a questionnaire that was sent to 143 respondents drawn from four multinational organizations. The questionnaire comprised a total of 55 questions that were directly related to business process management model with respect to maturity and innovation (Widmann, de Waal and Ravesteyn 2018). The information that was collected from the questionnaire was analyzed using SPSS for the purpose of evaluating descriptive, correlation and regression analysis.
The questionnaire was administered through emails while in other organizations, the administering of the survey question was done on paper. The institutions that were studied were based in Europe. Two companies were from Ireland while the other two were from Austria and Belgium. The measurement of the data was done through factor analysis to determine the validity of scales. The significance of this approach was to simplify the interpretation of the information collected through the questionnaire. As a result, the BPM maturity resulted in a 7 factor which was responsible for 64.6% of the variance while the survey questions relating to innovation resulted to a 56.0% of the variance. For purposes of determining the reliability of the data, Cronbach’s alpha was used. It determined that the dimensions used had relatively high and moderate inconsistency.
The findings of this research process was realized through Pearson correlation analysis that showed moderate relation between innovation adoption and BPM maturity (LUCA 2014). Further, Regression analysis based on the data presupposed that large institutions business process management has a positive influence on innovation. The concluding remarks on this research indicates that the correlation between BPM maturity and adoption is stronger as compared to individual concepts. The regression analysis and moderate correlation attest to positive effect on innovation (Tønnessen 2014).
However, the research indicated that the results do not also imply that by investing in business process management equates to increasing innovation adoption. The research recommends further research on the relationship between business process management and adoption of innovation. Besides, since the study was centered on profitability of the organization, future research should include government organization (Chang 2016). More so, further studies should consider cultural influence between BPM and innovation. The article concludes by indicating that validation of the findings can be achieved through conceptual model with a keen focus on large corporations.
The second article in this report is titled Business process verification-finally a reality. The purpose of this research is to validate that verification process has reached a level where it can be applied practically. The design methodology and approach of the research is based on secondary data to determine the precision of business process in regards to cancellation as well as OR joins (Wynn, et al 2009). More so, the paper takes another approach that seeks to determine how reduction rules can be used to improve efficiency. The presentation of the findings are done through a language that provides support for widely used patterns. Additionally, the article provides an editor that can be used in the development of diagnostics data with respect to methods applied.
The findings of the research suggest four properties that can be used by processes in businesses with cancellation and OR joins. These elements include soundness, irreducible cancellation region, weak soundness and immutable OR joins. The process of verification of soundness is focused on net by satisfying three criteria such as complete, dead transition and proper completion (Hammer 2015). There are various methods that are used in the detection of soundness property. Weak soundness property is satisfied by net if the weak property can verified through the three criteria. Further, weak soundness verification determined that the basic check requirement took significant time to check as result of corresponding net containing double the number of net elements.
When it comes to verification of irreducible cancellation, it is not a prerequisite to have an elements that cannot be marked during the executions of the process. Lastly, the research determined that since the net contains And-split that is followed by OR-join, they should be matched together. The purpose of reduction rules in this research is to enhance the efficiency of the algorithms that are employed (Jeston 2014). The research is significant as it attests to the feasibility of the verification system through complex and realistic business processes. The significance of this research stems from the need for businesses to complete and execute various business processes. This is because existing verification techniques experience challenges in dealing with processes that may require to be cancelled mid-way as well as those that may require time to evaluate.
Therefore, this paper plays a significant role in confirming the process of verification a reality. The conclusion of this research has been fruitful in demonstrating the significant elements that contribute to verification of process models. The verification process was tested using the Australian process of applying for a visa. The findings for Australian visa indicate that the verification process is a reality. The study points out that the previous verification processes failed as a result of relying on simple languages that could not be applicable in a real situation (Bori?, Stanisavljev and Zakin 2016). In addition, it is significant to note that the methods of verification used in this research can be transferred to other languages.
The third article is a literature review on Business Process Management, Reengineering and Innovation. The intentions of the article is to show how these strategies can be used to manage businesses effectively using information technology resources. As a result, the purpose of the article is to increase knowledge by answering research questions regarding current development practices as well as future direction with respect to BPM, BPR and BPI (Anand, Fosso Wamba Gnanzou 2013). The research design used in coming up with this report considered more than 116 articles from AIS and Science direct database to produce the findings contained in this article. The research used only secondary sources for the purpose of drawing insights and tracking development in the three areas examined.
All the articles that were used for this purpose were directly relevant to the subject being discussed and credibility was ascertained because the articles were all journal articles. Several journals that were used include Journal of information systems, Information systems research, Journal of AIS and journal of strategic information system among others. The key terms that were used in searching the literature material include ‘Business Process Management’ ‘Business Process Reengineering and ‘Business Process Innovation’ The verification and reliability of the data was realized after a consensus between two co-authors. The articles were considered in terms of geographical areas in order to draw an overview of practices in specific areas.
Moreover, the classification of the articles were categorized in terms of review, data analysis, survey, experiment, case study, development and other ethnographical research. Among the covered topics that were focused on in this research process include performance management, learning people, change process, knowledge management, resources management, control, planning and customer management (Rinaldi, Montanari and Bottani 2015). The goals that were to be determined in the business process components include integrating and focusing value delivery on customers. Another goal was based on how institutions plan and deliver values to customers as well as measuring operational performance. Regardingknowledge management, the goals was to determine how organizations grow knowledge.
On the other hand, the objectives to be attained included identifying needs and wants, developing products and services, obtaining constant customer satisfaction feedback, establishing goals and policies, developing capabilities, obtaining performance levels among other development solutions through innovation. The findings of this research determined that even though the elements being discussed have existed for a long time, the journals did not focus much on research regarding the specific areas (Huang et al 2015). Few of the journal database that were used actually had significant information that could be used to draw findings.
The research recommended that extensive research should be conducted in the future in order to evaluate both successes and failures of the surrounding subject areas. Since the concentration of the articles were mainly form AIS database, future research could use a balance of different database in order to determine different approaches as perceived by the authors. There was little information regarding development and data analysis which is significant to review BPM, BPR and BPI which future research should address. Besides the paper recommends that research should have been done on various industries such as healthcare which is undergoing significant changes among other industries such as supply chain, logistics and automotive (Esbenshade et al 2016).
The last article that is discussed in this report is based on whether business process management can save the planet. The intention of the paper is to evaluate the impact business process management in improving business processes as well as process performance measurement (Gohar and Indulska 2016). Therefore, the goal of this research is to understand how business process management contributes to environmental management. The research design that is employed in this research used secondary sources narrowing the scope from 2005 since there were no publications on this topic prior to 2005. The relevance of the articles that were studied were fetched from credible scholarly databases such as Google Scholar as well as academic publications. Google was used to identify credibility and authority of the industry reports that were included in the research. The key terms used in the collection of these resource materials were drawn based on relevancy to environmental sustainability. A combination of broad articles in BPM and ES were realized using Boolean operators such as AND. The first approach that was used in the collection of information was to identify publications which had the search terms on the titles (Uhl and Gollenia 2016).
However, many articles were removed in order to maintain relevance on environmental sustainability and business process management. In order to analyze the content of the paper, coding and content analysis was used. Coding was done on 36 publications with an intentions of drawing the concepts and ideas in the papers. The coding aimed to classify the content with a keen focus on sustainability (Sarkis and Sundarraj 2015). The findings of the papers coded indicated that the main contributions were from BPM with respect to Environmental sustainability through optimization performance measurements and reengineering. One of the finding proposed a theoretical framework that could be used in optimizing processes through carbon modelling strategy.
Process design with respect to environmental sustainability was significant in this research to identify frameworks that are used in organization to improve degree of sustainability (CIPACK, Montanari and Bottani 2015). The studies also indicated that business process management is used by organizations to evaluate the current performance as well as identifying areas that require improvement. Other studies indicate that organizations used cloud based applications to introduce environmental sustainability strategies that are termed as green business initiatives. The paper also suggested that new values should be adopted by organizations and should be monitored by local and international bodies that champion planning as a cultural change to realize optimum environmental performance.
The four articles that are discussed in this report have all indicated that Business Process Management, Reengineering and Innovation are vital aspects in improving the performance of businesses. The first article suggested that these practices enhance BPM maturity and innovation in companies through correlation between maturity and adoption of innovation. The second article suggested that business process management can be verified using four elements with specific rules. The third article indicated that business information technology plays a significant role in managing businesses with respect to BPM, BPR and BPI. The last article reviewed determined that business process management with respect to environmental sustainability can be used to optimize business processes.
1. Anand A., Fosso Wamba S.,and Gnanzou D. (2013) A Literature Review on Business Process Management, Business Process Reengineering, and Business Process Innovation. In: Barjis J., Gupta A., Meshkat A. (eds) Enterprise and Organizational Modeling and Simulation. EOMAS 2013. Lecture Notes in Business Information Processing, vol 153. Springer, Berlin, Heidelberg
2. Bori?, S., Stanisavljev, S. and Zakin, M., (2016). Management business process reengineering during moments of crisis and turbulence. Ekonomski vidici, 21(1), pp.67-79.
3. Chang, J.F., (2016). Business process management systems: strategy and implementation. Auerbach Publications.
4. CIPACK, M.R., Montanari, R. and Bottani, E., (2015). Improving the efficiency of public administrations through business process reengineering and simulation. Business Process Management Journal, 21(2), pp.419-462.
5. Esbenshade, J., Vidal, M., Fascilla, G. and Ono, M., (2016). Customer-driven management models for choiceless clientele? Business process reengineering in a California welfare agency. Work, employment and society, 30(1), pp.77-96.
6. Gohar, S.R. and Indulska, M., (2016). Business Process Management: Saving the Planet?. arXiv preprint arXiv:1606.02459.
7. Hammer, M., (2015). What is business process management?. In Handbook on business process management1 (pp. 3-16). Springer, Berlin, Heidelberg.
8. Huang, S.Y., Lee, C.H., Chiu, A.A. and Yen, D.C., (2015). How business process reengineering affects information technology investment and employee performance under different performance measurement. Information Systems Frontiers, 17(5), pp.1133-1144.
9. Jeston, J., (2014). Business process management. London. Routledge.
10. LUCA, M., (2014). Business Process Reengineering. Risk in Contemporary Economy, pp.233-236.
11. Rinaldi, M., Montanari, R. and Bottani, E., (2015). Improving the efficiency of public administrations through business process reengineering and simulation: A case study. Business Process Management Journal, 21(2), pp.419-462.
12. Sarkis, J. and Sundarraj, R.P., (2015). ERP-Enabled Business Process Reengineering: Implications from Texas Instruments. In Business process transformation (pp. 157-170). Routledge.
13. Tønnessen, T., (2014). Business process reengineering. In Managing Process Innovation through Exploitation and Exploration(pp. 27-33). Springer Gabler, Wiesbaden.
14. Uhl, A. and Gollenia, L.A., (2016).Digital enterprise transformation: A business-driven approach to leveraging innovative IT. London, Routledge.
15. Widmann, V., de Waal, B.M. and Ravesteyn, P., (2018), March. How Do BPM Maturity and Innovation Relate in Large Companies?. In World Conference on Information Systems and Technologies(pp. 87-96). Springer, Cham.
16. Wynn, M.T., Verbeek, H.M.W., van der Aalst, W.M.P., ter Hofstede, A.H.M., Edmond, D., (2009),"Business process verification - finally a reality!", Business Process Management Journal, Vol. 15 Iss: 1 pp. 74 - 9