Business Process Management is scope of implementing disciplinary scope of operations in a business organization to improve the business processes by analyzing it from end to end; working on the different ways the process works according to scenarios. Any business organization should implement this disciplinary activity within the organization for smooth execution of the business processes working under any adapted business strategy or implemented technology (Rahimi Møller and Hvam 2016).
There are many factors that make a business process management become successful in handling the different processes running through an organization. Thus, many scholars have researched on the topic of propagation of the business process management. In this peer review of a journal published in the Proceedings of the 11th through 13th International Conference on Business Process Management or BPM has been presented through several steps.
The review report contains the brief content of the article about Business Process Management and the research methodology that has been developed in the journal. Further, the problems and the issues that had been raised by the author of the journal would be analyzed. This would help in finding the relevance of the article with that of the actual Business Process management. The last step would conclude the critical evaluation of the paper in the light of Business Process Management.
Brief content of the Article about Business Process Management
In this following topic the business process management has been utilised as a tool to improve the prospects of business efficiency. The author describes that in this world of competitive and demanding business environment every company must urge to have improvements in their business. The article states that it has been reported various business processes running through different organisation have the inadequate management of the processes running under them (Scarborough 2016). This results to increase in efficiency which creates a have said way of proceeding through any project and that ultimately results to the company’s unsuccessful operations.
Due to this accompany fall short of its competitors and does it requires the most significant changes in the life cycle of the company and this visible is the business process automation which urges the company to shift from their traditional business processes and utilising and oriented organisational structure.
According to Kasim, Hara?i? and Hara?i? (2018) there is a need of obtaining is adopting to business process management Technologies that would help improvement of the operational processes of a business. Business processes allow all the different parts of an organisation to come and work as a single unit in an efficient and effective way while serving a common goal (Schmiedel, Brocke and Recker 2014). There are various literature published that solves the purpose of the business process management working as an added advantage to every business organisation.
The journal also states the fact that there are many organisation that make a significant number within this automation process which fields to acknowledge the utilisation of the business process management technology and the has lacks the systematic approach of handling a business process management. Improving efficiency of the traditional processes is what every business organisation aims to however it is not always possible that every organisation is aware of the fact of implementing different technologies to improve their business processes (Schmiedel Brocke and Recker 2015). This lack of awareness results in the degradation of these business organisations and their competitors seem to fair much more than these companies since they are implementing latest technologies and business processes that are working on their advantage.
Discussion about the research methodology
In this journal the research methodology that was implemented had been created according to the BP Trends survey. However the survey has been modified to fit the bills of the research subject. The journal clearly States the time period of the survey and it has been found that the survey was conducted from June 1st to September 1st in the year 2016 (Kasim, Hara?i? and Hara?i? 2018). The survey was conducted out of a total questionnaire of 500 but it was found that out of them 90 questionnaires were filled in full.
The research had been conducted over a collected data which means the methodology that was used was a quantitative one (Dunie et al. 2015). The collected data has been analysed with the help of MS Excel and by Basic statistical methods. The field of research clearly defines the complexity and the specificity of the survey, but it has created a problem as during the end of the questionnaires there was a high amount of incomplete questionnaire data. The number of respondents that had completely filled out the questionnaire forms where only 18 per cent in number out of the total distributed questionnaires.
The research methodology had few goals that could be listed as follows:
The research conducted also had few hypotheses before conducting the survey and these could also be listed as follows:
The result of the research clearly pointed out that amongst the respondents the majority familiar with the idea of the research topic. However, almost 50 per cent of the entire number of respondents has the knowledge of the basic terminology of the research. The respondents were mainly taken from larger companies and all of them were highly qualified and had the authority to decide for the development of economy in the future and a society in general (Recker and Mendling 2016). Therefore it was highly inadequate that the knowledge of the basic terminology was insufficient in these people. It was assumed that since all of them wear of a higher qualification and belong from the cream of the society the lack of commitment in a segment of the role and importance of BPM, BPR and BPI were not allowed to them.
It was also found that all of these organisations had been employing their workers from famous universities for exceptional mode of services in the organisation. This also means that Raja universities are also not motivated enough to pass the same to the students in recognising the opportunities of entrepreneurs. Therefore, the result of the researchers clearly pointed out that it was not the lack of enabling or implementing the business process management in an organisation but it was the lack of knowledge of the workers of the company that business process management was not implemented and that every process in the company had a fault in their operations (Rosemann and Brocke 2015). Visit for the resulting to the poor working condition of the organisational processes finally resulting into the downfall of the business and racing behind its competitors.
Relevance of the article with Business Process Management
Clearly stating the fact the entire journal has been pretty relevant with business process management and its advantages of being in a business process. However it fails to mark that any business process should not be added to business process management. Business process management is preferably done to handle the operational services and the operational processes that run through an entire business organisation (Aalst 2015).
The journal article clearly States how a business process management enhances a company and in order to find relevance to that they have conducted a survey that clearly specifies that the employees in highly acclaimed companies and qualified from even larger universities lack in acknowledging the advantage of business process management in the organisation. This is the reason why they do not deliver the services to ensure proper efficiency to the clients.
Thus, it can be stated that the article and relevance with the business process management as a process and as a driving factor in a business organisation but it feels to reach the essence of how can a business be enhanced with the utilisation of BPM processes (Wong, Tseng and Tan 2014). It only nurtures the fact that the only reason behind not applying business process management in the organisation is the lack of knowledge of the relevant authorities.
Critical evaluation of the paper with respect to Business Process Management
Critically evaluating the entire economic journal about business process management and its application in an organisation, it can be stated that although the journal is efficient at many points it fails to grab the actual essence of business process management and its implementation in an organisation (Jeston 2014). The research methodology that the journal article agrees to is a quantitative one which is although incomplete. It has been found that only 18 per cent of the entire questionnaire diversities have clearly filled out the entire form presented to them about the knowledge of business process management in the organisation.
The advantages of the journal on the subject: There are several advantages that have been found on the journal article. This can be stated as the proficiency of the author in successfully delivering the advantages of business process management and how the operational structure of an entire business can be changed for the betterment of the entire organisation. In addition to that, the methodology that has been appointed for.
the research clearly states that daughter has collectively gather all the data regarding the employees and their Awareness of the subject of business process management (Hammer 2015). Jesus help to understand the fact that although this business organisations are highly credible and all of them have a pointed highly qualified workers and employees in the authorised positions to take decisions, almost all of them like the basic essence of the knowledge of business process management and how they can benefit the respective organisations.
The disadvantages of the journal on the subject: The journal has been missing out on many points throughout the entire assessment about the effects of business process management and how it enhances the efficiency of the business processes in any organisation.
The research that it was conducted does not guarantee the BPM methods applied to any small organisation or any medium organisation. It only deals with the effects of larger organization having highly qualified employees. Again the research methodology that has been done focuses on the 18 per cent of complete form that were conducted during the questionnaire (Glykas 2014). However it does not acknowledge that there have been another 82 per cent of incomplete questionnaire forms that could not add up to the entire quantitative process of the research methodology.
Conclusion
Thus, it can be concluded that the peer review about the the improvement of business efficiency through Business Process Management have been efficiently described in the journal article that has been under review. In this peer review of a journal published in the Proceedings of the 11th through 13th International Conference on Business Process Management or BPM has been presented through several steps. The review report contained the brief content of the article about Business Process Management and the research methodology that has been developed in the journal.
Further, the problems and the issues that had been raised by the author of the journal have been analyzed. This helped in finding the relevance of the article with that of the actual Business Process management. The last step concluded the critical evaluation of the paper in the light of Business Process Management. The peer review has successfully pointed out the advantages and disadvantages of the paper as created by the author.
References
Dunie, R., Schulte, W.R., Cantara, M. and Kerremans, M., 2015. Magic Quadrant for intelligent business process management suites. Gartner RAS Core Research Note G, 258612.
Glykas, M., 2014. Business Process Management. Springer.
Hammer, M., 2015. What is business process management?. In Handbook on business process management 1 (pp. 3-16). Springer, Berlin, Heidelberg.
Jeston, J., 2014. Business process management. Routledge.
Kasim, T., Hara?i?, M. and Hara?i?, M., 2018. THE IMPROVEMENT OF BUSINESS EFFICIENCY THROUGH BUSINESS PROCESS MANAGEMENT. Economic Review: Journal of Economics & Business/Ekonomska Revija: Casopis za Ekonomiju i Biznis, 16(1).
Lohmann, P. and Zur Muehlen, M., 2015, August. Business process management skills and roles: an investigation of the demand and supply side of BPM professionals. In International Conference on Business Process Management(pp. 317-332). Springer, Cham.
Müller, O., Schmiedel, T., Gorbacheva, E. and Vom Brocke, J., 2016. Towards a typology of business process management professionals: identifying patterns of competences through latent semantic analysis. Enterprise Information Systems, 10(1), pp.50-80.
Pradabwong, J., Braziotis, C., Tannock, J.D. and Pawar, K.S., 2017. Business process management and supply chain collaboration: effects on performance and competitiveness. Supply Chain Management: An International Journal, 22(2), pp.107-121.
Rahimi, F., Møller, C. and Hvam, L., 2016. Business process management and IT management: The missing integration. International Journal of Information Management, 36(1), pp.142-154.
Recker, J. and Mendling, J., 2016. The state of the art of business process management research as published in the BPM conference. Business & Information Systems Engineering, 58(1), pp.55-72.
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.
Scarborough, N.M., 2016. Essentials of entrepreneurship and small business management. Pearson.
Schmiedel, T., Vom Brocke, J. and Recker, J., 2014. Development and validation of an instrument to measure organizational cultures’ support of Business Process Management. Information & Management, 51(1), pp.43-56.
Schmiedel, T., vom Brocke, J. and Recker, J., 2015. Culture in business process management: how cultural values determine BPM success. In Handbook on Business Process Management 2 (pp. 649-663). Springer, Berlin, Heidelberg.
van der Aalst, W.M., 2015. Business process management as the “Killer App” for Petri nets. Software & Systems Modeling, 14(2), pp.685-691.
Wong, W.P., Tseng, M.L. and Tan, K.H., 2014. A business process management capabilities perspective on organisation performance. Total Quality Management & Business Excellence, 25(5-6), pp.602-617.
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