English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Plus monthly

Global: Zendy Tools annual

Global: Zendy Tools monthly

Global: Zendy Free Plan

Today, a focus on business processes is still worth considering for several reasons: it helps us to see organizations from a holistic and dynamic perspective, it encourages organizations to focus on customers and it reveals the need for flexible and responsive delivery mechanisms so as to meet the changing customers' needs. Besides, a business process standpoint enables organizations to focus on the mechanisms required to get things done and on finding ways to improve them and, according to Garvin (1998), it introduces an intermediate level for analyzing organizations--business processes are the link that enables organizations to migrate from intention to action, from strategic vision to operational execution. Business process modeling has emerged as an important research and application area within organizational and information system design. Business process models can be used to serve a wide number of applications, for example to drive a strategic organizational analysis, to improve the existing processes, to derive requirements and specifications for information systems design, or to support (semi)automated execution of processes or so called workflows (Costa & da Cunha, 2006; Paul, Giaglis, & Hlupic, 1999). Curtis, Kellner, and Over (1992) had identified several modeling goals and objectives: facilitate human under-standing and communication, support process improvement, support process management, auto-mated guidance in performing process and automated execution support. Rosemann (1996) further found process modeling to be effective in supporting knowledge management, human re-source management and project management. The focus of this paper is on process modeling with the purpose of business process renovation, where the main objectives are to support human understanding and communication and to support process improvement. Business process renovation (BPR) could be recognized as a form of continuous organizational change in which companies change and improve their business models, strategies and goals (Trkman & Groznik, 2006). It integrates a radical strategic method of business process reengineering and a more progressive method of continuous process improvement with adequate information technology (IT) and e-business infrastructure strategies. Models of business processes play an important role in different phases of a BPR project regardless of the methodology used (Desel & Erwin, 2000, Prasad, 1999). The need to deal with business processes has caused an increased need for suitable modeling techniques and tools for their identification, modeling and analysis that result in a rapidly growing number of such techniques and tools (Trkman, Indihar Stemberger, & Jaklic, 2005). Kettinger, Teng, and Guha, (1997) report about at least 72 techniques and 102 tools, while Hommes' (2001) survey revealed approximately 350 business process modeling tools. No single technique or approach can capture the whole spectrum of requirements posed by different people and applications. The choice of a modeling technique for a particular project should be based on matching the virtues and limitations of various techniques with the objectives of the project (Srinivasan & Jayaraman, 1997, Paul et al., 1999). Giaglis (2001) proposed an evaluation framework and taxonomy of modeling techniques. There are several techniques and tools that attempt to effectively represent different modeling perspectives and fulfill various goals and objectives. As already observed in Curtis et al. (1992) such modeling techniques may generate complex models and reduce the ease of use for any single particular application. On the basis of our involvement in some BPR projects we came to a conclusion that complex models are a big obstacle especially in early phases of such projects when the focus is on human understanding and communication. On the other hand, processes need to be analyzed and different scenarios have to be evaluated to support their improvement. …

Applicability of Process Maps for Simulation Modeling in Business Process Change Projects