New product development

<p>Business process is an essential aspect of a company and must be managed continuously using Business Process Management (BPM). To support BPM implementation, many researchers have developed maturity models that can measure the existing implementation and provide improvement roadmaps to a company. However, most of the maturity model research have not taken SMEs’ context into consideration in developing the maturity model even though they have distinct characteristics than large companies. The maturity model that is specifically designed or applied in SME context is scarce and underdeveloped despite the importance of SMEs to developing countries such as Indonesia. This research aims to explore the development of BPM maturity research in SMEs and analyze its research focus and purpose of use, using a systematic literature review method. Based on the result, the research on BPM maturity in SMEs is limited, with only 14 articles since 2005. The number of articles has decreased in the last five years. Most of those articles focused on applying the maturity model in a real-life context and mostly served a descriptive purpose only, thus unable to provide improvement roadmaps for companies. Therefore, further studies should explore this research topic by developing a maturity model of BPM specifically designed for SMEs with a prescriptive purpose of use.</p>

The underlying premise of process management is that the quality of products and services is largely determined by the quality of the processes used to develop, deliver and support them. A concept which has been closely related to process quality over the last few years is the maturity of the process and it is important to highlight the current proposal of Business Process Maturity Model (BPMM), which is based on the principles, architecture and practices of CMM and CMMI for Software and describes the essential practices for the development, preparation, deployment, operations and support of product and service offers from determining customer needs. When maturity models are in place, it is important not to forget the important role that measurement can play, being essential in organizations which intend to reach a high level in the maturity in their processes. This is demonstrated by observing the degree of importance that measurement activities have in maturity models. This chapter tackles the Business Process Maturity Model and the role that business measurement plays in the context of this model. In addition, a set of representative business process measures aligned with the characteristics of BPMM are introduced which can guide organizations to support the measurement of their business processes depending on their maturity.

In recent period, business process management (BPM) has been increasingly a matter of interest for numerous authors as well as numerous organizations, due to the understanding of business processes as the core part of every organization. Significant efforts have been put into researching and implementing BPM within organizations. This paper's goal is to present the current state of BPM maturity and usage of social BPM within the companies operating in Croatia and Slovenia by analysing data collected by the PROSPER research group through questionnaires. Moreover, organizational culture is included in the analysis as well. Results indicate higher BPM maturity level and higher usage of social BPM within Slovenian companies than within Croatian ones and some other differences regarding dominant organizational cultures have also been found.

Purpose – The purpose of this paper is to propose an assessment model for process management maturity focussed on business process management (BPM) governance practices. Design/methodology/approach – This investigation uses case studies. Findings – The BPM governance elements identified and analysis of the BPM maturity models previously used gave rise to the assessment model for organizational maturity in BPM developed for this study. Originality/value – The model allowed the authors to diagnose organizations’ current situation in terms of process management and provided a preliminary assessment of the next steps in the evolution of maturity for each of the factors analyzed.

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A literatura aponta que a integração entre Gestão de Conhecimento (GC) e os Processos de Negócios promove e facilita a realização dos objetivos e estratégias da organização, uma vez que as atividades do gerenciamento de processos fornecem a oportunidade de priorizar algumas práticas de GC. O presente estudo teve por objetivo analisar o nível de maturidade em Gestão de Processos de Negócios (BPM) de uma organização pública, sob a perspectiva da GC. Para tanto, aplicou-se a metodologia de Ongena e Ravesteyn (2019) para avaliação da relação entre maturidade em BPM e desempenho organizacional, no Instituto Federal Catarinense (IFC). Na sequência, utilizou-se o modelo GCiBPM (Sena, 2015) para relacionar os resultados da avaliação com as fases da GC. A análise dos resultados apontou que a abordagem da GC pode contribuir para a melhoria da eficiência e eficácia dos processos do IFC, potencializando o uso deste recurso e o alinhamento estratégico dos processos para obtenção de melhores resultados.

PurposeIn the current business context, there is a current need to adopt contemporary practices of process management as a competitive advantage to leverage organizational results. This study aims to explore such relationships, considering the performance results in the organizational resilience (OR) dimension.Design/methodology/approachThe authors collected 82 valid responses from a survey targeted at professionals occupying positions or functions in the operations area. For data analysis, the authors used the technique of structural equation modeling (SEM) using the partial least squares (PLS) algorithm.FindingsThe results show that maturity in the management of business processes positively influences the behavior of OR, with the highest level of maturity primarily being responsible for this impact. This result reveals that resilience naturally depends on mature and well-established processes in the organizational structure. The proposed model explained 78.5% of OR.Practical implicationsCompanies that maintain mature management of their business processes will be better able to positively influence OR since process management can make organizations less fragile supply chains and more adaptable to changes.Originality/valueThe findings helped clarify the extent to which process management influences the results of OR. Although the literature indicates that maturity in business processes is formed by five first-order constructs, only the “innovated” dimension proved to be significant in the present study.

Recent studies explore context-awareness as a new paradigm and principle in BPM (Business Process Management). However, there is still a lack of consensus on the meaning of context related concepts in the BPM area. While most people tacitly understand what context is and use context to optimize business processes, they find it hard to define. Researchers commonly provide their own definitions according to their own background and expertise, which leads to diversity and inconsistency. Hence, this paper provides a comprehensive understanding of the context concepts of context-aware BPM based on an extensive literature review. We excessively review and analyze existing definitions of the context concept, and propose a pyramid model to depict the trade-off between generalization and specification. Definitions of context-aware business processes have been derived from various perspectives of how a business process can potentially benefit from being aware of its context, which can be broadly classified to three categories including process flexibility, personalized services and knowledge-intensive tasks. Then we propose our definitions of the context of a business process and the context-aware business process, which can be used in general applications. In addition, context related concepts of business processes, including context-sensitive, -aware and -adaptive business processes, are clarified and distinguished to set the theoretical foundation of context-aware BPM consistently.

Introduction. In the context of modern challenges and needs of the global business environment, effective management of business processes and ensuring economic security are extremely important for the success of IT enterprises. This article examines the key aspects of economic security and business process management in the context of information technology, enabling analysis, evaluation, and optimization of enterprise activities in this sector. Research Objective. Studying key aspects of economic security and business process management in the context of their optimization in the IT sector, as well as researching methods of business process management and providing practical recommendations that can be useful for IT enterprises to improve their efficiency and competitiveness. Method (methodology). The research methodology involves literature analysis, empirical studies, and the use of analytical, synthesis, modeling, and forecasting methods to gain a deeper understanding of economic security and business process management in the IT sector. General scientific techniques have been utilized, including the analysis of scientific literature addressing issues of economic security and business process management. Empirical studies include the analysis of practical situations in the IT sector, allowing for the examination of specific cases of success or challenges in the field of economic security and business process management. This combination of methods will enable a comprehensive analysis and provide recommendations for improving practices in the IT sector. The results. The research methodology encompasses literature analysis, empirical studies, and the utilization of analysis, synthesis, modeling, and forecasting methods to gain a deeper understanding of economic security and business process management in the IT sector. Empirical research involves analyzing practical situations in the IT sector, allowing for the examination of specific cases of success or challenges in the realm of economic security and business process management. This combination of methodologies enables a comprehensive analysis and provides recommendations for improving business process management practices within the context of economic security in the IT sector Conclusions. The issues of achieving economic security status by IT businesses have been studied and summarized, taking into account their specificities. Methods for assessing the effectiveness of business process management through the use of indicator systems adapted to the IT industry have been generalized. Suggestions have been made for developing performance indicators for IT enterprise business processes to enhance management practices and ensure stability and competitiveness of IT companies within the context of economic security.

Information System is one of the key domain in which lot of research has been done in the past few years. Applying Information systems to heterogeneous and distributed environments is one of the current research areas. Business Process Management Systems is the information systems which deal with the administration of tasks in the business processes, organizational structures, or in the related context. The Workflow Management system, the early idea of BPM, controls the workflow in an organization, data transfer, and integration of legacy information systems with existing programs and program modules, delegation of business tasks. Offering task management services especially modeling of business processes and underlying organizations, BPM serves it meaning and incorporates the WFM system. BPM supporting the use of knowledge concerning the awareness/unawareness of integrated software, and analysis of processes and organizational structure in terms of verification, modification, evaluation are key management in BPM system I.INTRODUCTION TO BPM: Combination of corporate restructuring and mergers urged the department and processes to be automated and linked together. Unfortunately it created largely disconnected spaghetti of systems and applications. Business Process Management (BPM) was born from a strong need to streamline internal processes and connections between both internal and external functions. It provides ability to model, monitor, manage and manipulate processes quickly in response to changes in strategy and market forces. BPM is an extension of classical Work Flow Management (WFM) systems and approaches. BPM delivers the maximum utility of legacy system. It is a method for revolutionizing the way the work moves throughout an organization. II.COMPONENTS OF BPM: The four key elements in Business Process Management are: Process modeling, Process rule, Process management, and Process performance analytics. Process modeling: Process modeling describes the flow of information (business process).It helps in building a model of process and mapping into an implementation frame work. Modeling requires a consistent analysis and representation of the processes. It forms the basis for the userspecific process environment. Process Rule: Process Rule is a heart of the BPM. It involves execution of discrete steps & integration of information. A process rules engine is used for this purpose. The engine is to monitor and manage the given steps by providing a flow control over the business process. If a process fails or delayed, a compensated action can be done to rectify. Process Management: Process Management is to correlate business/application events to fundamental business metrics .It enables the organization to monitor and optimize the business process. Once the process has been analyzed, modeled and the associated rules are formed. The next stage involves the visualization and management. Visualization means transaction data ranging from holistic to process-state or client state specific rules. Process Performance Analytics: Process Performance Analytics is a transition data source available for sophisticated management analytics .This data should be available on a retrospective or real-time basis. It should answer to one of the most difficult question like “how much does it cost to process a specific transaction?” By this way BPM mainly addresses four components. They are Work Flow Management, Content and records management Enterprise Application Integration (EAI) and Business Activity monitoring (BAM). III.RELEVENCE TO SYSTEM INTEGRATION: BPM can be fitted easily on the top of existing IT system. It is the Process rules that governs all the happenings and optimizes the process. BPM will not be able to work without the connectivity provided by the EAI layer. EAI layer provides BPM to gain and measure the value from the investment. On the other hand, BPM provides value to the EAI technology layer of Information technology. BPM layer offers business management the view of the message processing layer. It is used to unlock the value of the information held in the integration layer. It is also used to gather data of every transaction in the lifecycle. IV.APPLICATION OF BPM: BPM can be applied to any application which needs these advantages. BPM reduces unnecessary high losses in time critical transactions, helps to provide any critical information, practical application yield fast ROI ,better control over the information, identifying and maximizing the benefits faster, better analysis and tracking, provides enterprise-wide visibility of business processes, improve the effectiveness of the core operations, provides ability to coordinate interactions between information systems, business process and the people, flexible and easily changed by non-technical business people.

Maturity models enable evaluation of the business process management maturity in organizations and assist to benchmark by revealing the opportunities to improve business processes. A very large number of academics have researched the maturity models but there is a need to correlate the challenges and open issues. The maturity models have challenges that need to be explored in detail in order for organizations to be able to properly implement the models properly to enjoy the benefits thereof. This paper reviews the maturity models in literature and highlights the challenges . The research found that the use of different models produce different results in the same organization and some of the existing maturity models are complicated and require specialized skills. It has been found that it is imperative to standardize the models so that they are able to measure the maturity of organizations in an understandable and reliable way. Despite the challenges that may exist in using maturity models, the organizations can still measure the maturity levels of their organization using the models available.KeywordsMaturity modelsMaturity model challengesMaturity model open ıssuesMaturity model challenges and open issues

Nowadays, the problem in business process management (BPM) is that BPM systems should both be easy to use for business process developers and be based on a sound formal method. Business process management systems are often based on semiformal modeling techniques such as event-driven process chains (EPC) or UML. Unlike semiformal modeling techniques, the process calculus CSP comes with mature verification sup- port. Surprisingly little work has been done on using CSP for business process modeling and management. In this paper, we present our approach to business process management, which is based on the observation that CSP is well suited not only for specifying business processes and verifying work???ows but also for executing work???ows using our CSP4J framework. We report on a work???ow server, which is specified in CSP and implemented using our CSP4J framework. The server accepts work???ows that are modeled in CSP and also implemented using CSP4J. This allows us to integrate the mature verification support of CSP into both the management system itself and the development process of the end users’ business process definitions.

Purpose The purpose of the research is to investigate customer shopping behaviour for Italian market, extra virgin olive oil (EVOO) using the quick response (QR) code. The study uses means-end chain (MEC) theory to explore the connections between product attributes, personal values and consumer preferences. Design/methodology/approach The theory of means-end chain helps to uncover the underlying reasons why consumers choose specific products by examining the links between tangibles. There is a conceptual model developed with the help of MEC. The conceptual framework comprises product information and marketing communication, which constitute the sensory and non-sensory aspects of consumption behaviour, and it is empirically tested by CB-SEM technique. QR code usefulness and loyalty are treated as mediators to evaluate shopping behaviour to purchase EVOO. Findings The study has used MEC theory and has extended this theory. This study found that there is a profound impact of technology (QR code) on the buying behaviour of EVOO for the Italian customers. This study has also found that product information and product communication play a critical role towards shopping behaviour of Italian consumers regarding EVOO related products. Research limitations/implications Innovation and technology adoption, especially the use of QR codes in understanding product features, has been an attractive area for research exploration. This could include details about the product’s origin, production methods and nutritional information. Such technology and innovation can change the business process management landscape of food-product distribution process. Not many studies are available which examine customers’ interest and shopping behaviour using QR codes, especially in the context of EVOO. Thus, this research study has a profound impact on the Italian and other European market. Originality/value In the Italian market, EVOO is more than just a product, it is a symbol of tradition, quality and cultural heritage. EVOO is not just a condiment, it is an essential ingredient that contributes to the overall flavour of dishes. This study explores the usage of QR code for EVOO related products. This is a unique study as there are a very few research studies available in this area of business process management and technology usage related to EVOO products. Moreover, this research study adds values to the body of literature of business process management, technology usage, innovation and food technology. Thus, this study is unique and adds value to the existing literature.

In the modern business scenario, organizations are vesting high efforts in managing process sustainability as part of their operations management practices. The global environmental concerns for the welfare of the society have facilitated this change. Research studies have reported Information and Communication Technology (ICT) as one of the prerequisites in developing and maintaining efficient business processes. The process sustainability related initiatives and various processes related regulatory compliances have created the need for sophisticated IT tools like BPM (Business Process Management) and BI (Business Intelligence) in organizations. Thus with the advancement of ICT, a strong desire to enhance the business process performance through BPM and BI applications is felt across organizations. However, there is scant research available on leveraging the advantages of these applications in sustainability development. Therefore, this paper aims to present a conceptual architecture framework using an integrated BPM and BI solution to develop an orientation among practitioners and academicians towards the inclusion of ICT in attaining a sustainable, energy efficient business operations or processes. The framework is based on the literature pertaining to the role of BPM and BI in process sustainability as well as from the inputs of practitioners involved in the field of BPM and BI.

During the last years, the development of maturity models for business process management (BPM) has increased significantly. However, tools which support comprehensively BPM maturity models and, therefore, reduce the effort and the costs of a maturity level analysis do not exist at the moment. We want to close this gap by developing an Intelligent Maturity Model-Tool which uses already available data for its evaluation. This data was completed by an assessment of the involved employees. Another important point is that the developed tool should execute automatically the calculations of the analysis. `Intelligent' in this context stands for the following three properties of the maturity model: Representation of different maturity models due to a generic structure, integration of the Intelligent Maturity Model-Tool with a BPM system, and the proposal of optimization recommendations provided by a special assistance function.