Computers and it Roles in BPM and Design

International Journal of Business Society, Vol. 5, Issue 10
Cen LiAbdi Dharma*Marlince NK Nababan
Computer related processProcess managementBusiness process managementIT
PDFSpecial IssueDOI: 10.30566/ijo-bs/2021.special.19
5Volume
10Issue

Abstract

Computers play a critical role in the design, modeling, optimization, and management of business processes both inside and between organizations. Business process management (BPM) and business process reengineering (BPR) are all IT-related disciplines with roughly three decades. However, there has been a paucity of publications that clarify the definitions and extent of basic BPM words and terms, including business operations and processes, BPM versus (WfM), BPR, etc. Also, WfM is another IT-related discipline. The sheer number of related terms might be intimidating for software engineers and computer science undergraduates who aspire to pursue a career in this field of study. This article seeks to fill the void by offering a high-level insight into the main principles, reasoning, features, and advances in BPM technology.

References

[1]

J. vom Brocke, M.-S. Baier, T. Schmiedel, K. Stelzl, M. Röglinger, and C. Wehking, "Context -Aware Business Process Management," Business & Information Systems Engineering, pp. 1 -18, 2021.

[2]

H. A. Reijers, "Business Process Management: The evolution of a discipline," Computers in Industry, vol. 126, p. 103404, 2021.

[3]

N. Miglietta, E. Battisti, E. Carayannis, and A. Salvi, "Capital structure and business process management: evidence from ambidextrous organizations," Business Process Management Journal, 2018.

[4]

J. P. Kasse, L. Xu, P. Devrieze, and Y. Bai, "The need for compliance verification in collaborative business processes," in Working Conference on Virtual Enterprises , 2018, pp. 217 -229: Springer.

[5]

A. H. Ter Hofstede and M. Weske, "Business process management: A survey," in Proceedings of the 1st International Conference on Business Process Management, volume 2678 of LNCS , 2003: Citeseer.

[6]

N. Afable, D. Boom, and S. Talisayon, "Towards a framework for measuring the impact of knowledge management solutions applied to work processes," Knowledge Management for Development Journal, vol. 15, no. 1, pp. 26 -42, 2020.

[7]

R. Dunie, W. R. Schulte, M. Cantara, and M. Kerremans, "Magic Quadrant for intelligent business process management suites," Gartner Inc, 2015.

[8]

A. Wasilewski, "Business process management suite (BPMS) market changes 2009− 2015," Information Systems in Management, vol. 5, 2016.

[9]

M. Hammer and J. Champy, Reengineering the Corporation: Manifesto for Business Revolution, A . Zondervan , 2009.

[10]

M. Ashok, M. Day, and R. Narula, "Buyer (dis) satisfaction and process innovation: the case of information technology service s provision," Industrial Marketing Management, vol. 68, pp. 132 -144, 2018.

[11]

M. Froger, F. Benaben, S. Truptil, and N. Boissel -Dallier, "A non -linear business process management maturity framework to apprehend future challenges," International Journal of Information Management, vol. 49, pp. 290 -300, 2019.

[12]

C. Adelman, "Case study, methodology and educational evalua tion: A personal view," in Case study evaluation: Past, present and future challenges : Emerald Group Publishing Limited, 2015.

[13]

F. Nedopetalski and J. C. J. de Freitas, "Overload Control in a Token Player for a Fuzzy Workflow Management System," Revist a de Informática Teórica e Aplicada, vol. 28, no. 1, pp. 11 -21, 2021.

Article Information

Article Details
Volume & IssueVol. 5, Iss. 10
Publication DateDec 2, 2021
Authors
Cen Li
Abdi Dharma*
Marlince NK Nababan
DOI
10.30566/ijo-bs/2021.special.19
PDF Download