Business Process Engineering is analyzing then redesigning core business processes to achieve improvements in performance, quality, and productivity. A business process is a group of tasks, which are interlinked so as to achieve a certain outcome. An individual performs work in such a way that better results are accomplished (Van De Alst 2013). Workflows are also redesigned to achieve higher efficiency levels and become a world-class operator. This paper will look at Proceedings of the 11TH Business Process Management Conference in 2013 and relate it to Business Process Engineering. The paper that will be looked at is BPM 2013. It will discuss various aspects of Business Process Engineering like the steps taken to achieve it, tools used to achieve it and its importance.
The Business Process Management Conference was incepted in 2003, and it is the go-to forum for people in research and specialists in the field of Business Process Management.The forum talks about all areas of Business Process Management like theory, systems, empirical studies, and techniques. It also engages the most renowned Business Process Management representatives from all over the world. The conference uses talks, tutorials and scientific discussions. It also has a steering committee that organizes everything (Recker&Mendling 2016). The conference has built its reputation over the last decade by displaying leading research combined with talks, discussions, and tutorials by top leaders and innovators in the field.The conference embraces diversity and serves as a forum for bringing together experts from various disciplines like Computer Science, Technology Management, Services Science and Information Systems Management.
Organizations do business process Engineering for some reasons. The processes that the company is engaging in might be outdated and no longer holds relevance in the current market. This may lead to low-quality goods as compared to what competitors may be producing in the market (Nadarajah&Kadir2014).Business Engineering, therefore, leads to increased efficiency and this helps the company to retain customers. According to Thiemich & Puhlmann (2013), of Bosch Systems, many technical procedure enhancement projects have not been successful, and organizations are unable to establish any benefits. Their paper at the BPM conference investigated the combination of previously used BPM technology and swift software expansion to triumph over limitations of already accessible BPM methods. The focus is on the recognition of methods based on current BPM structure. Bosch Company has introduced a swift BPM process, which concentrates on the customer first. It merges process design and system configuration to lead to better processes.
The organization may also implement Business Process Engineering as employees may be overlooking serious issues emerging in the company. They may also ignore the performance of other departments (Iqbal, Nadeem& Zaheer 2015). The company, therefore, applies business engineering to broaden employee roles and to make them more responsible. Kumar, Djikman &Song (2013), speak about optimal resource allocation in the BPM conference. They speak about workflows and how they are a team process because staff performs different tasks to finish an order. Management of resources deals with duty assignment. In forming teams, the organization should ensure that members are compatible with each other. If staff cooperate well, it will improve quality and increase output. The extent of required collaboration between duties changes and should be considered as a reproduction. They develop a reproduction to capture how compatible actors are when giving duties in a process workflow.
The organization’s business process could be lengthy, costly and obsolete hence the company changes it to match its current business requirements. Currently, companies are implementing cloud computing as it is much cheaper (Chang 2016). Business Process Management products are now making their way to cloud as it is making it easy, quicker and less costly. Baeyens (2013), the CEO of Effective GmbH, a cloud-computing company, explains to us in the BPM conference the advantages of cloud computing when one apple’s it to products in BPM. Cloud does away with the necessity for installing software on the server. No hardware requires being purchased. The cost of hosting and maintenance is also borne by the vendor.They eliminate the lengthy BPM products purchase process. A manager can register an account and begin without necessarily involving the company’s IT department. Another advantage of cloud computing is that tenant policies in the cloud replace firewalls. In the past corporates were reluctant in putting their data outside a firewall but a tenant in a cloud is set aside for one company hence the organization can specify advanced security policies.
Technology changes every day and to keep up; organizations must do business engineering (Serban 2015).China Mobile can be used to evaluate this technology aspect(Gao 2013).It is the leading telecommunication company in China and the largest mobile phone operator in the world with about 740 million subscribers. The company has had over ten years in IT construction, and some its processes have been varied and updated many times hence biased from the original design. To achieve consolidation in the company’s processes, business behavior should be understood, and there should be efficient process reconstruction. China Mobile’s current processes contain a lot of special and complex business logic hence making the design complicated. Business analysts understand the business deeply but are unable to devise process examples independently without being supported by IT staff. There should be an efficient advance to help flexible and responsive process examples for business analyzers with very little IT efforts. It is also necessary to meet the requirements for process quickness. Technology is also heading towards Intelligent Business Process Management also known as iBPM, which has the capability of advanced analytics. It combines with current technologies and includes pre and post-analytics.
To enhance teamwork so that more can be achieved. In the keynotes of the 11th BPM conference, Contractor (2013), speaks about theory influenced and data influenced methods to know the making up and success of teams that develop software. He talks about the move to Virtual Team science where co-authors from different universities are working together virtually. These authors have a higher impact than solo scientists do. Scientific breakthroughs are also increasingly occurring in teams. These teams emerge from networks of previous collaborations. Team assembly has four levels, composition level, relation level, multimode level and ecosystem level. In the compositional level, teams are a collection of individuals. In the relationship level, teams are together as separate persons and their relations. In the multimode network level, the team is a network of people and roles. The ecosystem involves different teams coming together. Organizations should get how to put together teams which are innovation-ready. Team assembly influences many possible outcomes.
The company must first define its objectives and framework. These objectives are what the company expects to achieve after business engineering. These should be communicated to employees because the success of the business engineering process will depend on the employees’ willingness to accept change (Jeston&Nelis 2014).Objectives can be defined from event logs derived from previous audit reports, customer feedback or strategic plans. The organization will look at the areas where there are issues, and it can form objectives that will be the solution to identified problems. In the BPM conference, there was a discussion concerning discovering new processes from event logs (Maggi, Dumas, Garcia-Bañuelos &Montali 2013).Many methods are in place to discover business process examples from logs that show various events. Many of these methods yield examples that may be important for detailed analysis but will not give a full picture of the process. The paper contributed to filling this gap by proposing a technique that can be used by organizations to routinely come up with declarative process examples, which incorporate control-flow conditions and information.This will assist organizations doing business engineering to define objectives in a better way.
The second step will be for the organization to identify customer needs. Customers come first, and their needs must be prioritized (Feldmann 2013). The process must, therefore, add value to the customer. The organization should look at the type of customer and customer groups; customers expected utilities, customer buying habits and customer complaints. To identify customer needs in a better manner, organizations can take advantage of ‘the internet of ‘and cyber-physical methods as discussed in the BPM conference (Appel, Frischbier, Freudenreich & Buchmann 2013). These systems can benefit organizations, and new services can be given to consumers or existing methods given improvement as per customer needs. The paper talks about Event Stream Processing Units (SPUs) which ensure a smooth changeover between process examples, representations, and IT modules.
A company must then study current processes and analyzes them carefully. The shortcomings of the current process should be a base for implementing new processes. The completeness of data is very important in this stage, as it will assist the organization to do a proper analysis. Data completeness has a great effect on management of a company. Razniewski, Montali&Nut (2013), in the BPM conference speak about data quality, and they study the problem of completeness of data. They formalize excellence aware processes, which make data and store them in an organization’s information system. They then explain how one can look at the finality of this data in a sure state of the procedure. Such systems can assist organizations in business engineering to accurately store data at every process stage.
The organization should then come up with a business plan for redesigning its processes. The company will come up with some alternatives and then select the best (Victor&Joe 2015).To implement business processes, have to cover control flow, assign resources and process data. Processing data sometimes has to be done manually. The paper on modeling data, presented at the BPM conference seeks to tackle the matter of making of procedures with complicated data (Meyer, Pufahl, Fahland& Weske2013).When this is applied, it will enable organizations to redesign its processes in a better manner. The design will then be implemented to achieve the anticipated improvements. The management and designer should ensure the new processes are implemented and that all employees support the same
Process Visualization
Process visualization means making serious changes and dramatic improvements to processes. It involves understanding what others do well, deciding on tough but attainable targets, thinking of competition to achieve a competitive edge and a high-level design for the business state. The BPM conference 2013 discusses conformance regarding presenting a technique that partitions larger procedures into subprocedures that can easily look into. This can assist organizations in project visualizations as improvements can be made to the larger processes by introducing smaller processes.
Process mapping is the way a company comes up with a flowchart to link various processes and their relationship (Margheritta 2014). It is an important aspect if the company wants to maintain quality (Dale 2015). A process map can be used for production processes or functions that are non-producing but affect the company operations. Matching of process models is one of the discussions in the 11th BPM conference. It points to the creation of correlation among tasks of various process models. The experts, Weidlich, Sagi, Leopold, Gal&Mendling (2013), propose a way of foreseeing the quality of outcomes, which are made up through process model matches. Their paper proposes a model of forecasting for putting together procedures based on procedure characteristics and initial results. This can help organizations to match different processes in a better manner and not only to rely on process maps for each function that are not interconnected.
Change Management
Change management is incorporating tools that will be used to assist employees in implementing and adopting certain practices and processes. The change will affect systems, structure, processes or even roles in an organization. Change is a reaction to specific problems that the organization faces or opportunities that are presented within the environment. The company may want to be more competitive, more customer-centric or more efficient and these things will directly influence systems, processes, structures and job roles (Karena 2014). All the processes that a company wants to change through business engineering have to involve staff. The staff has to be on board, as they will carry out different processes. The 11th BPM conference had speakers who emphasized on team work and how to create better teamwork align processes.
Benchmarking is when a company compares itself to the competitors or to a standard process to determine whether they are achieving performance. Benchmarking can be a tool for an organization to measure its processes. The guidelines of a company must be known before benchmarking is done. It should not be a one-time event. One of the things an organization can check is process compliance. This was discussed in the 11th BPM conference and is the capability of an organization to make sure that business procedures are complying with rules and regulations relating to domains. Conformity must be addressed at different modeling level. An interaction model inside the organization should not be conflicting with global rules when it comes to compliance. Companies should check whether they are achieving performance by following the laid down compliance rules.
A process is how an organization delivers value for its customers and other stakeholders. Customers interact with the company at the process level, and it determines whether they stay or move to a competitor. Customer focused processes are targeted towards the customer. Kano Analysis can be used to map customer preferences in four categories.It gauges a products’ performance effectiveness like quality and durability (Vergidis 2016).Satisfiers gauge how satisfied a customer is. Dissatisfiers are things that frustrate a customer while delighters are unexpected but highly appreciated attributes of a product. By active listening to a customer, an organization learns what a customer wants. Customers determine success or failure of an organization. In the BPM conference, Lakshmanan, Rozsnyai &Wang (2013), analyze how clinical behaviors make an impact on patients in their care journey. They use different methodologies like redesigning and optimizing of a clinical pathway. They give way for digging up pathways. The approach is implemented using various apparatus in the business procedure insight policy. Experimental results by the company show that the developed tools can provide new methods to enable the enhancement of current pathways of clinical care. This model can be applied to other organizations to help identify customer needs and come up with processes that will improve the way customers are served.
Business process engineering is a key process in an organization and should be aligned with its strategic plans. From the paper, we see that the Business Process Management is an important conference that happens yearly and the experts attending it continuously come up with new ways to manage processes in a better way. The importance of business engineering is seen as it enables organizations to achieve competitive advantage. Organizations also have a set of activities to follow to implement business engineering effectively. Various tools can be used to achieve this.Continuous innovations are being made that organizations can adopt to improve their business engineering process.
References
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Baeyens, T., 2013. BPM in the cloud. In Business Process Management (pp. 10-16). Springer Berlin Heidelberg.
Bose, R.J.C., Maggi, F.M. and van der Aalst, W.M., 2013. Enhancing declare maps based on event correlations. In Business Process Management (pp. 97-112). Springer Berlin Heidelberg.
Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC Press.
Contractor, N., 2013. Moneyball for nanoHUB: theory-driven and data-driven approaches to understand the formation and success of software development teams. In Business Process Management (pp. 1-3). Springer Berlin Heidelberg.
Feldmann, C., 2013. The Practical Guide to Business Process Reengineering Using IDEFO. Addison-Wesley.
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