Business Process Management An Approach

Business Process Management ELSE_bpm-john_Prelims.qxd 2/27/2006 3:41 PM Page i i To our families Yvonne, Brittany, Connor, Cassie and Kurt and Sandra, Angelique and Mystique Without the support and inspiration of our families this would not have been possible; we know it has been tough at times, your understanding will never be forgotten. Thank you. We will now endeavor to make up the time we have lost with you. John and Johan ELSE_bpm-john_Prelims.qxd 2/27/2006 3:41 PM Page ii ii Business Process Management Practical Guidelines to Successful Implementations John Jeston and Johan Nelis A MSTERDAM B OSTON H EIDELBERG L ONDON N EW Y ORK O XFORD P ARIS S AN D IEGO S AN F RANCISCO S INGAPORE S YDNEY T OKYO B UTTERWORTH -H EINEMANN IS AN IMPRINT OF E LSEVIER ELSE_bpm-john_Prelims.qxd 2/27/2006 3:41 PM Page iii iii Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP, UK 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA First edition 2006 Copyright © 2006, John Jeston and Johan Nelis. Published by Elsevier Ltd. All rights reserved. The right of John Jeston and Johan Nelis to be identified as the authors of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permis- sion of the publisher Permissions may be sought directly from Elsevier's Science & Technology Rights Department in Oxford, UK: phone (+44) (0) 1865 843830; fax (+44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively you can submit your request online by visiting the Elsevier web site at http://elsevier.com/ locate/permissions, and selecting Obtaining permission to use Elsevier material Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a mat- ter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. Because of rapid advances in the medical sciences, in particular, independent verification of diagnoses and drug dosages should be made British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is availabe from the Library of Congress ISBN-13: 978-0-7506-6921-4 ISBN-10: 0-7506-6921-7 Printed and bound in Great Britain 06 07 08 09 10 10 9 8 7 6 5 4 3 2 1 For information on all Butterworth-Heinemann publications visit our web site at books.elsevier.com ELSE_bpm-john_Prelims.qxd 2/27/2006 3:41 PM Page iv iv Contents Contributors xi Foreword xiii Preface xvii Introduction xix Acknowledgements xxiii Part I Frequently asked questions 1 Chapter 1 How can we demystify business process management? 3 Brief history of business process management 3 The next big thing (or how mystification begins) 4 BPM hype cycle 4 What is mystifying about BPM? 5 The iceberg syndrome 5 Exploring ‘reality’ 7 Change management and performance measurement 8 Conclusion 8 Chapter 2 What is business process management? 9 Chapter 3 Why is it important to improve business processes before automating them? 12 So, what’s the problem? 12 Why isn’t this working? 13 Why do automated solutions fail to deliver expected benefits? 13 What have we learned from history? 14 Conclusion 15 Chapter 4 When should you do BPM – what are the main drivers and triggers? 16 ELSE_bpm-john_Contents.qxd 2/28/2006 5:09 PM Page v v Chapter 5 Who should be involved in BPM? 20 Management of business processes 20 Use of external BPM experts 23 Chapter 6 Why are organizational strategy and process Business Process Management – An Approach to Deploy the Web-based Software Nguyen Van Vy1, Phan Thanh Duc2  Abstract—This article presents an overview of how to develop the web-based software to solve the automation of business process The development process of software in this way is nearly similar to the formalization method rather than the traditional approach with all the steps: analysis, design, programming, testing, and evolution Thanks to the advancement of the graphic identity that after specifying a business process with a visual graphical model, we can compile automatically the specifications into the source code The remaining task is to form the web-services for each module to perform a specific activity and install it in every position in this process This approach allows us to manage the business processes, and can be quickly modified to suit the changing needs of the business activities of the organization or to restructure the existing business processes On the other hand, the web-services can be reused for the different processes These characteristics allow a rapid development of software, shorten the time and reduce costs significantly, particularly appropriate in an era where every business activity in the world require quick changes Index Terms—Business Process Management (BPM), Business Process (BP), Business Process Modeling Notation (BPMN), Business Process Execution Language (BPEL) I BUSINESS PROCESS AND PROBLEMS Any action creating a product or a service is called a business process (BP) Thus, a BP will include a set of activities carried out by a certain sequence done by human or machines in various positions for processing the input, producing the output continuously to get the product or service in the last step For example, a cafeteria is making some cups of coffee when required A BP here is shown in the Figure Processes Coffee bean Grind Coffee powder Making up Cups of Coffee Guests Movement Additions Fig Process for coffee making To solve the problems raised with the BP, the researchers have tried to define BP exactly, more completely, such as: business process is "a set of activities having one or many types of input with the aim to create the output for the customer" [1] James F Chang [2], defined BP by two points of view: In terms of system engineering, the process is a set of Hanoi National University, College of Technology, Vietnam Banking Academy, Faculty of Management Information System, Vietnam activities using inputs to produce results In term of business, the process is a continuous range of activities done by human or machines to divide the departments, working place to achieve business goals, create internal values and satisfy the customer's requirements Two problems relating to BP: Problem 1: The most common basic economic problem is always posed to BP at every age that is: how could BP create many quality products (productivity) with the least cost? In some specific cases, the problem may have fewer objectives, only one or two criteria (eg, the fastest, or quality and low cost) Additionally, the following problem also relating to BP: Problem 2: In terms of management, the BP is the knowledge of the organizations, or the enterprises For a long time, a manager taking many years working in the organization can understand this knowledge Therefore, the problem is that when necessary, how can give out immediately the BP description for use without making the material from the first step The use here not only includes the knowledge in the activities of the organizations that a manager should know, but also includes the modification, and reuse of them In the context of rapidly changing world, the professional activities of all organizations should change to adapt to changing environments, to meet the competitive requirements in the products, goods services This urgent problem is posed not only because of the practical needs, but also including its economic content: that is, how to restructure the BP rapidly with as low cost as possible This is the problem of Business Process Management (BPM) as the complex data II SOLUTIONS TO THE PROBLEMS RELATING TO THE BP Solving the first problem is to reduce the time of the entire process making the products and ensure their quality It can be seen from the diagram that there are two kinds of typical activities of each process those are: "processing" impacting on the products and "movement" is to move the products Therefore, to achieve the set objectives, the four specific contents as follows should be solved: How can the activity of "processing" of BP form the outputs fastest as possible, and with quality (the problem of activity specialization and automation)? How can "movement" of inputs, intermediate products and final products fastest as possible? ie shortening the maximum movement time of the product formed between the processing activities of the BP, thereby shortening the time to operate the whole BP (the problem of ... Queensland Fisheries Management Plans Amendment Management Plan (No. 1) 2006 Subordinate Legislation 2006 No. 25 made under the Fisheries Act 1994 Contents Page Part 1 Preliminary 1 Short title . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2 Commencement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Part 2 Amendment of Fisheries (Coral Reef Fin Fish) Management Plan 2003 3 Regulation amended in pt 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 4 Replacement of s 2 (Commencement). . . . . . . . . . . . . . . . . . . . . 8 2 What is the reef line fishery . . . . . . . . . . . . . . . . . . . . 8 5 Amendment of s 3 (Application of plan) . . . . . . . . . . . . . . . . . . . . 9 6 Amendment of s 4 (Main purpose of plan and its achievement) . 9 7 Amendment of s 5 (Interpretation) . . . . . . . . . . . . . . . . . . . . . . . . 9 8 Omission of ss 6, 127, 158 and 159. . . . . . . . . . . . . . . . . . . . . . . 9 9 Amendment of s 8 (Prohibited activities) . . . . . . . . . . . . . . . . . . . 9 10 Amendment of s 9 (Fish regulated by number—sch 4, pt 1) . . . . 10 11 Amendment of s 10 (Exemption for recreational fishers on particular commercial fishing tours) . . . . . . . . . . . . . . . . . . . . . . . 10 12 Amendment of s 15 (Restrictions on writing ‘RQ’ fishery symbol) 11 13 Amendment of s 22 (Application of div 2 to relevant licences) . . . 11 14 Amendment of ss 36B and 37 . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 2 Fisheries Management Plans Amendment Management Plan (No. 1) 2006 No. 25, 2006 15 Omission of ch 3, pt 1, div 3 (Changing fishery symbol ‘RQ’ to another authority) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 16 Amendment of s 43 (Simplified outline of pt 2). . . . . . . . . . . . . . . 12 17 Amendment of s 48 (Nature of a line unit) . . . . . . . . . . . . . . . . . . 12 18 Amendment of s 69 (Meaning of entitlement of line unit holder) . 12 19 Amendment of s 70 (When line unit entitlement is used for a line year) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 20 Amendment of s 71 (No carrying forward of unused entitlement) 13 21 Amendment of s 72 (Line unit certificates). . . . . . . . . . . . . . . . . . 13 22 Amendment of s 73 (Evidentiary provision for line unit certificate) 13 23 Replacement of s 75 (Purpose and application of div 7) . . . . . . . 13 Subdivision 1 When line units may or may not be transferred 24 Replacement of ss 78 and 79. . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Subdivision 2 Other provisions about line unit transfers 78 Line unit certificate changes required . . . . . . . . . . . . 14 25 Amendment of s 81 (Entitlement of transferee) . . . . . . . . . . . . . . 14 26 Omission of ch 3, part 2, div 8 (Substituting RQ licence to which line units relate) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 27 Amendment of s 98 (Application of subdiv 1–3). . . . . . . . . . . . . . 15 28 Amendment of s 108 (Using tender boats). . . . . . . . . . . . . . . . . . 15 29 Amendment of s 110 (Purpose of subdiv 4) . . . . . . . . . . . . . . . . . 15 30 Amendment of s 111 (Definitions for subdiv 4). . . . . . . . . . . . . . . 15 31 Amendment of s 112 (Requirements for taking or possessing fish on authorised boat) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 32 Amendment of s 116 (General requirements after prior notice given) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 33 Amendment of s 117 (Additional requirements if prior notice stated fish will be unloaded) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 34 Amendment of s 123 (Notices to chief executive under this subdivision) . . . . . . . . . . . . . . . . . . DATAFLOW ANALYSIS AND WORKFLOW DESIGN IN BUSINESS PROCESS MANAGEMENT by Sherry Xiaoyun Sun __________________________ Copyright © Sherry Xiaoyun Sun 2007 A Dissertation Submitted to the Faculty of the COMMITTEE ON BUSINESS ADMINISTRATION In Partial Fulfillment of the Requirements For the Degree of DOCTOR OF PHILOSOPHY WITH A MAJOR IN MANAGEMENT In the Graduate College THE UNIVERSITY OF ARIZONA 2007 UMI Number: 3257364 3257364 2007 UMI Microform Copyright All rights reserved. This microform edition is protected against unauthorized copying under Title 17, United States Code. ProQuest Information and Learning Company 300 North Zeeb Road P.O. Box 1346 Ann Arbor, MI 48106-1346 by ProQuest Information and Learning Company. 2 THE UNIVERSITY OF ARIZONA GRADUATE COLLEGE As members of the Dissertation Committee, we certify that we have read the dissertation prepared by Sherry Xiaoyun Sun entitled Dataflow Analysis and Workflow Design in Business Process Management and recommend that it be accepted as fulfilling the dissertation requirement for the Degree of Doctor of Philosophy _______________________________________________________________________ Date: 4/19/2007 J. Leon Zhao _______________________________________________________________________ Date: 4/19/2007 Jay F. Nunamaker, Jr. _______________________________________________________________________ Date: 4/19/2007 Daniel Zeng _______________________________________________________________________ Date: 4/19/2007 Martin Frické Final approval and acceptance of this dissertation is contingent upon the candidate’s submission of the final copies of the dissertation to the Graduate College. I hereby certify that I have read this dissertation prepared under my direction and recommend that it be accepted as fulfilling the dissertation requirement. ________________________________________________ Date: 4/19/2007 Dissertation Directors: J. Leon Zhao 3 STATEMENT BY AUTHOR This dissertation has been submitted in partial fulfillment of requirements for an advanced degree at the University of Arizona and is deposited in the University Library to be made available to borrowers under rules of the Library. Brief quotations from this dissertation are allowable without special permission, provided that accurate acknowledgement of source is made. Requests for permission for extended quotation from or reproduction of this manuscript in whole or in part may be granted by the copyright holder. SIGNED: ____Sherry Xiaoyun Sun ________ 4 ACKNOWLEDGEMENT I am greatly indebted to my dissertation advisor, Professor J. Leon Zhao, who has truly been a mentor to me. It is he who has firstly introduced me to the field of business process management and who has continually encouraged me to achieve the best I can in my academic life. Without his inspiration, guidance, support, and professional advice, I would be nowhere close to completing this work. He has been a role model for me in being a rigorous and dedicated scholar. I am truly grateful to his tremendous help with my academic growth and career development. I would like to thank my dissertation committee members, Professor Jay F. Nunamaker, Professor Daniel Zeng, and Professor Martin Frické, for their invaluable suggestions, stimulating discussions, and insightful advices, which have been guiding me along my academic journey. I would like to extend special thanks to Professor Olivia Sheng at the University of Utah, who never stops supporting, helping, and encouraging me ever since I chose The Effects of Business Process Management Cognitive Resources and Individual Cognitive Differences on Outcomes of User Comprehension by Bret R. Swan Dissertation submitted to the Faculty of the Virginia Polytechnic Institute and State University In partial fulfillment of the requirements for the degree of Doctor of Philosophy in Industrial and Systems Engineering Dr. Eileen M. Van Aken (Chair) Dr. Steven E. Markham (Co-Chair) Dr. C. Patrick Koelling Dr. Tonya Smith-Jackson Dr. David P. Tegarden March 26, 2007 Blacksburg, Virginia Keywords: Business Process Management (BPM), BPM Systems, Business Process Modeling, Enterprise Modeling, Graphical Process Models, Tacit Knowledge, Explicit Knowledge, Metagraphs, UML, User Comprehension, Ontological Completeness © Copyright 2007 Bret R. Swan UMI Number: 3256134 3256134 2007 UMI Microform Copyright All rights reserved. This microform edition is protected against unauthorized copying under Title 17, United States Code. ProQuest Information and Learning Company 300 North Zeeb Road P.O. Box 1346 Ann Arbor, MI 48106-1346 by ProQuest Information and Learning Company. Extended Abstract The Effects of Business Process Management Cognitive Resources and User Cognitive Differences on Outcomes of User Comprehension by Bret R. Swan EXTENDED ABSTRACT There is a growing need to study factors that affect user comprehension of Business Process Management (BPM) information portrayed by graphical process models (GPMs). For example, deployment of BPM Systems, unique types of enterprise-level information systems, has dramatically increased in recent years. This increase is primarily because BPM Systems give a variety of managers across an enterprise the ability to directly design, configure, enact, monitor, diagnose, and control business processes that other types of enterprise systems do not. This is possible because BPM Systems uniquely rely on GPMs derived from formal graph theory. Besides controlling the business processes, these GPMs, such as metagraphs and Unified Modeling Language (UML) diagrams, portray business process information (BPI) and prompt BPM managers to apply their training and expertise to deal with BPM situations. As a result, GPMs are the primary information artifacts for decision-making and communication among different, often geographically dispersed stakeholders. Therefore, user comprehension of these unique GPMs is critical to the efficient and effective development, deployment, and utilization of BPM Systems. User comprehension outcomes are jointly affected by the (1) BPM cognitive resources available to each manager (including the type of GPM, BPI, and user educational training and experience), and (2) cognitive differences between individual BPM managers (such as their mental workload, cognitive styles and cognitive abilities). Although research has studied GPMs in various contexts, there is apparently no empirical research investigating GPM user comprehension in the context of BPM Systems. This research makes an important contribution by addressing this gap in the literature. Statement of the Objective The purpose of this ĐẠI HỌC QUỐC GIA TP HỒ CHÍ MINH ĐẠI HỌC CÔNG NGHỆ THÔNG TIN Tiểu luận môn: HỆ HỖ TRỢ QUYẾT ĐỊNH Nội dung: Dịch bài báo “Business Intelligence and Business Process Management in Banking Operations” Giảng viên hướng dẫn: PGS TS. Đỗ Phúc Học viên thực hiện: Võ Tấn Lực MSHV: CH1301098 Lớp cao học khóa 8 TP Hồ Chí Minh, tháng 06/2014 Nội dung 1. Giới thiệu 1 2. Kinh doanh thông minh 3 3. Môi trường hoạt động ngân hàng và kỹ thuật BI 4 4. Các ứng dụng kinh doanh thông minh trong ngân hàng 6 4.1. Quản lý rủi ro 6 4.2. Bán các sản phẩm bổ sung cho các khách hàng hiện tại 6 4.3. Việc giảm tỷ lệ Churn 7 4.4. Phân khúc 7 4.5. Giá trị vòng đời khách hàng 8 4.6. Sự kích hoạt 9 5. Quản lý quá trình kinh doanh (BPM) 9 5.1. BPM và BI 10 5.2. Quy trình kinh doanh thông minh (BPI) 11 6. Kết luận 12 Tài liệu tham khảo 14 Trang 1 Kinh Doanh Thông Minh Và Quy Trình Quản Lý Kinh Doanh Trong Hoạt Động Ngân Hàng Tiến sĩ: Katarina Curko, Tiến sĩ: Mirjana Pejic Bach Đại học Zagreb, Khoa Kinh tế, Ngành tin học ứng dụng trong kinh doanh kcurko@efzg.hr, mpejic@efzg.hr Thạc sĩ khoa học. Goran Radonic Viện công nghệ kỹ thuật Croatia, Zagreb goran.radonic@hit.hr Tóm tắt. Thành công của hoạt động ngân hàng có tương quan mạnh mẽ với chất lượng của các mối quan hệ khách hàng và hiệu quả của các quy trình ngân hàng. Các ngân hàng tìm kiếm phương pháp cho việc phân tích hiệu quả của số lượng lớn các dữ liệu thu thập được từ các hệ thống CNTT ngân hàng. Ngân hàng đang khai thác kinh doanh thông minh (gọi tắt là BI) để phân tích mọi khía cạnh của dữ liệu của ngân hàng để nắm bắt được hoạt động của khách hàng, cố gắng đáp ứng nhu cầu của khách hàng trong việc cạnh tranh chiếm ưu thế trên thị trường. Mục đích của bài viết này là để xem xét và thảo luận về các ứng dụng tiêu biểu của kinh doanh thông minh trong ngân hàng cũng như chỉ ra những xu hướng công nghệ mới sẽ ảnh hưởng đến sự phát triển của ngân hàng. Từ khóa. Ngân hàng, kho dữ liệu, xử lý phân tích trực tuyến, khai thác dữ liệu, Quy trình quản lý kinh doanh, quy trình kinh doanh thông minh. 1. Giới thiệu Sự xuất hiện của cuộc cách mạng thông tin trên toàn cầu ảnh hưởng đến mọi loại hình kinh doanh và công nghiệp, và đặc biệt, ngành công nghiệp tài chính. Giá Trang 2 trị của một mẩu thông tin nhận được tăng với căn bậc hai của số lượng người dùng có thể truy cập thông tin, nhân với số lĩnh vực kinh doanh trong đó người dùng làm việc [12]. Mặc dù có một số lượng lớn các thông tin được lưu trữ trong hệ thống thông tin ngân hàng về khách hàng và các giao dịch của họ, các ngân hàng có thể hiếm khi khai thác đầy đủ tiềm năng của mình trong việc ra quyết định chiến thuật và chiến lược. Phấn đấu để thành công, các ngân hàng đang cố gắng tìm phương tiện để phân tích hiệu quả của các dữ liệu này. Phát hiện và ngăn chặn gian lận, quản lý rủi ro, quản lý khách hàng, quản lý sản phẩm, và phòng chống mất mát là một số trong những mối quan tâm chính của các tổ chức tài chính. Hiện nay, hơn bao giờ hết, các tổ chức tài chính phải tập trung vào các yếu tố thành công quan trọng, chủ yếu là sự hài lòng và lòng trung thành của khách hàng. Công nghệ BI có thể thu thập và chuyển đổi hàng triệu bản ghi để phân tích toàn diện và cung cấp các công cụ mà các ngân hàng có thể và nên sử dụng để hiểu được hành vi của khách hàng, để đáp ứng hiệu quả nhu cầu của khách hàng và thực hiện đầy đủ mong đợi của khách hàng và cuối cùng, để đạt được một lợi thế cạnh tranh hơn đối thủ cạnh tranh của họ. Các mô hình nhu cầu và thói quen của khách hàng được phân tích dựa trên tập hợp các dữ liệu lớn. Tuy nhiên, càng nhiều dữ liệu, càng khó khăn trong việc thu thập và xử lý dữ liệu kịp thời và các kiến thức có liên quan. Nếu thực hiện mà không đầy đủ dụng cụ, quá trình này thường đòi hỏi rất nhiều năng lực, và ... Innovation, and Organizational Adaptation Chap 15 in Business Process Transformation, 317–326 Advances in Management Information Systems [12] Michael Weske: Business Process Management: Concepts, Language,... process management: a survey, Proceedings of the 1st International Conference on Business Process Management, Eindhoven, The Netherlands (2003) [11] Benner, Mary, and M Tushman Process Management, ... convenient and effective business processes Through the management, improve and automate BP then the business owners can reduce management costs, improve customers’ satisfaction, develop new products and