Wyniki wyszukiwania - BazTech

1

Initiatives to implement business process management solutions in organizations

Bitkowska Agnieszka, Dziembek Damian, Gzik Tomasz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2025

|

z. 217

7--14

EN

Purpose: The aim of the article is to identify key initiatives in the implementation of business process management solutions in modern organizations. Design/methodology/approach: A review of the relevant literature and studies on business business process management and artificial intelligence. Findings: Classical concepts of the process-oriented approach to management, rooted in the Industrial Revolution, are evolving towards the concept of intelligent business process management based on information technology and artificial intelligence. Practical implications: The presented research results and practical guidelines can be a reference point for both companies already using the process approach and those that are just planning to implement it. Implementing a process-based approach allows not only for better use of resources, but also for increased innovation and the organization's ability to respond effectively to new challenges. Originality/value: The research indicates that both in the strategic and operational perspective of business business process management, artificial intelligence will be increasingly present. The challenge will not be its implementation, but the way it will be used. The way in which organizations integrate AI mechanisms into the management and implementation of business processes will determine their competitive advantage. Therefore, an interesting research direction seems to be to determine in which elements of BPM artificial intelligence is likely to provide the most benefits to companies of specific sizes, models and scopes of operation.

2

The modelling of cargo transshipment operations using the business process modelling tools

Popa Catalin, Goia Ionela

Zeszyty Naukowe. Transport / Politechnika Śląska

|

2024

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z. 124

157--169

EN

This paperwork explores the transshipment operations at the Port of Constanta, Romania, focusing on the unloading of big bags from barges. Utilizing Business Process Management (BPM) software, the study models the transshipment process to identify optimization opportunities. The investigation reveals challenges such as coordination complexities and potential cargo damage, alongside the benefits of cost-efficiency and flexibility offered by transshipment services. Through literature review and analysis, the study emphasizes the importance of efficient business processes and the role of BPM software in enhancing operational efficiency. By employing Aura Portal Modeller for simulation, the study identifies bottlenecks and proposes optimization strategies for the transshipment process. The proposed measures include real-time cargo assessment, inventory tracking systems, equipment analysis, and storage layout optimization. This research contributes to the understanding of transshipment operations and highlights the effectiveness of BPM software in process visualization and analysis, offering insights for enhancing efficiency and mitigating delays in supply chain management.

3

Dynamic process improvement – theoretical and empirical perspectives

Brajer-Marczak Renata, Marciszewska Anna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

|

2023

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z. 172

41--59

EN

Purpose: The paper's main objective is to fill the research gap by theoretically and empirically exploring current approaches to business process improvement issues. In particular, attention is paid to the internal factors of dynamic business process improvement. Design/methodology/approach: The article is based on the results of a quantitative survey conducted using the CAWI technique. Respondents to the survey were middle managers representing companies in various industries where process improvement is taking place. Conclusions were drawn from a sample of 444 companies. Findings: The research conducted here made it possible to investigate and clarify aspects of dynamic business process management. The main conclusions that emerge from the results of the study allow to indicate the main internal factors which play the most significant role in dynamic process improvement. Is important to state that organisations must have certain resources in order to be able to implement dynamic process changes. They must also have certain capabilities that allow these resources to produce the desired effects. Research limitations/implications: The study targeted the perspective of middle managers, which was a key factor in selecting respondents for the study. Future research could move in the direction of expanding the pool of respondents to include other levels of management. Qualitative research, and in particular the case study method, could also prove useful in developing the topic further. Practical implications: In line with dynamic capabilities, middle managers should be oriented towards identifying the individual factors determining the company's development, arriving at synthetic, current and reliable knowledge necessary for the decision-making process, and reacting quickly to changes occurring inside and outside the organisation. Originality/value: The subject of this article is the issue of dynamic business process improvement. This is a topic that has not yet been sufficiently researched. The presented research area is interesting from a cognitive point of view and the perspective of management practice. It is part of the current research on the effectiveness of business process execution and, by extent, the effectiveness of entire organisations. It responds to the current need to react quickly to unpredictable, rapid environmental changes, which corresponds to the metaparadigm of dynamic reality.

4

Towards integration of business process management and knowledge management. IT systems’ perspective

Bitkowska Agnieszka, Detyna Beata, Detyna Jerzy

Engineering Management in Production and Services

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2023

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Vol. 15, no. 4

34--52

EN

The processes of globalisation, the ongoing threat of the COVID-19 epidemic, the continuing war in Ukraine, and constantly emerging new technological solutions require organisations to adapt to changes constantly. Meanwhile, implemented business process management (BPM) often fails to integrate processes and knowledge resources. The awareness of the IT systems’ role in management processes is still lacking. These premises influenced the implementation of the main research goal to identify the approach of Polish private and public enterprises and various industries to the BPM integration with knowledge management (MK) in the context of using new information technologies. The presented research results justify the usefulness of building relationships between the process and knowledge resources under dynamically changing conditions using IT systems. The diagnostic survey results confirmed the key importance of developing such BPM and MK elements as evidencebased decisions, strategic goals, measurement systems, databases, digital innovations, and IT use for data processing. The presented material can support managers of various organisation types in decision-making processes by fully understanding the IT systems’ role and potential in process and knowledge management. Also, the article’s implications are a source of guidelines, helping organisations to implement management systems based on modern technologies. The value of the publication is a wide range of respondents: 107 large, medium, small, and micro-enterprises operating in Poland. The article’s research results also concern economic activities such as production, logistics, transport, banking, insurance, IT, telecommunications/ media, public administration, healthcare/pharmaceuticals, consulting, energy, and construction.

5

Business processes and performance management of medium-sized outpatient clinics through the Sars-Cov-19 period. A case study from Poland

Bitkowska Agnieszka, Korneta Piotr, Hawrysz Liliana

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

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z. 160

95--108

EN

Purpose: The purpose of this paper is to study how the Sars-Cov-19 pandemic has affected the processes and performance management of medium-sized outpatient clinics in Poland. Given the novelty of the studied area and lack of relevant literature, the case study approach has been employed. Design/methodology/approach: The case study was performed at CortenMedic, a medium 17 sized outpatient clinic located in Poland. We analyzed materials obtained from CortenMedic and interviewed its management board. Following an in-depth restructuring of processes, performance management, and business processes management governance, the CortenMedic adjusted to an environment and has taken advantage of opportunities. Findings: As a result, the CortenMedic recognized outstanding results superior to those before the Sars-Cov-19 period. This study shows that the business processes management and performance management should be dynamic and follow the changes identified inside and outside the companies. The changes through Sars-Cov-19 appear very quickly and are of temporary nature. We postulate the threat of the Sars-Cov-19 pandemic can be converted by the healthcare organizations into an opportunity. Research limitations/implications: Several limitations of our research must be acknowledged. Firstly, we shall note we based our study on only one organization located in Poland. Since we do not compare our results with other Polish and European clinics, obtained in this study results might not be generalizable. Practical implications: The increased role of BPM governance in the pandemic period, as compliance with processes, especially with work safety standards, become of utmost importance, posing a thrill of infection otherwise. In this sense, the postulates of this study might be applicable to other healthcare services providers. Additionally, the results of the paper can provide guidance to a decision-maker or management staff through improving the structure of primary and secondary processes depending on the needs and expectations of a dynamic environment. Social implications: The article’s findings may still offer astute insights to researchers and practitioners who wish to consider more information regarding the importance of the BPM and PM in the healthcare sector through the business process restructuring. Originality/value: The added value of the article is the answer to the question study how the Sars-Cov-19 pandemic has affected the BPM and performance management (PM) of medium 6 sized outpatient clinics in Poland.

6

AI for augmenting human judgement in Business Processes Management

Osuszek Łukasz, Stanek Stanisław

Scientific Journal of the Military University of Land Forces

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2021

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Vol. 53, No. 3(201)

507--518

EN

The paper outlines the recent trends in the evolution of Business Process Management (BPM) – especially the application of AI for decision support. AI has great potential to augment human judgement. Indeed, Machine Learning might be considered as a supplementary and complimentary solution to enhance and support human productivity throughout all aspects of personal and professional life. The idea of merging technologies for organizational learning and workflow management was first put forward by Wargitsch. Herein, completed business cases stored in an organizational memory are used to configure new workflows, while the selection of an appropriate historical case is supported by a case-based reasoning component. This informational environment has been recognized in the world as being effective and has become quite common because of the significant increase in the use of artificial intelligence tools. This article discusses also how automated planning techniques (one of the oldest areas in AI) can be used to enable a new level of automation and processing support. The authors of the article decided to analyse this topic and discuss the scientific state of the art and the application of AI in BPM systems for decision-making support. It should be noted that readily available software exists for the needs of the development of such systems in the field of artificial intelligence. The paper also includes a unique case study with production system of Decision Support, using controlled machine learning algorithms to predictive analytical models.

PL

W artykule przedstawiono najnowsze trendy w ewolucji zarządzania procesami biznesowymi – zwłaszcza zastosowanie sztucznej inteligencji do wspomagania decyzji. Sztuczna inteligencja ma ogromny potencjał, by wzmocnić ludzki osąd. Uczenie maszynowe może być uważane za dodatkowe i uzupełniające rozwiązanie zwiększające i wspierające produktywność ludzi we wszystkich aspektach życia osobistego i zawodowego. Idea łączenia technologii uczenia się organizacji i zarządzania przepływem pracy została przedstawiona przez Wargitscha. Ukończone sprawy biznesowe przechowywane w pamięci organizacyjnej służą do konfigurowania nowych przepływów pracy. Wybór odpowiedniego przypadku historycznego jest poparty komponentem wnioskowania opartym na przypadkach. To środowisko informacyjne zostało uznane na świecie ze względu na znaczny wzrost wykorzystania narzędzi sztucznej inteligencji. Istnieje duża liczba kwalifikujących się do użycia i łatwo dostępnych algorytmów na potrzeby rozwoju systemów sztucznej inteligencji wspierającej procesy biznesowe. W tym artykule omówiono także, w jaki sposób można zastosować techniki automatycznego planowania (jeden z najstarszych obszarów AI), aby umożliwić nowy poziom automatyzacji i wsparcia przetwarzania. Wdrożenie sztucznej inteligencji wykazuje znaczące wyniki, szczególnie w celu uzyskania wyższego zysku. Autorzy artykułu postanowili przeanalizować ten temat i omówić stan wiedzy naukowej oraz zastosowanie sztucznej inteligencji w systemach BPM do wspomagania decyzji. Artykuł zawiera także unikalne studium przypadku z systemem produkcji wspomagania decyzji, wykorzystujące algorytmy kontrolowanego uczenia maszynowego do predykcyjnych modeli analitycznych.

7

Analysis and improvement of business processes management - based on value stream mapping (VSM) in manufacturing companies

Klimecka-Tatar Dorota

Polish Journal of Management Studies

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2021

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Vol. 23, No. 2

213--231

EN

Business process management is a very important factor in assessing the effectiveness of production systems (entire enterprises or departments). And while the planning and management of business processes is mastered, it is difficult to create relationships between coexisting processes within one production system. Usually, business process management refers to extracted (isolated) processes, in this case relationships between different processes were looked for. This paper is devoted to the assessment and analysis of the interaction of business processes related to the implementation of one engineering project. The paper presents the results of research carried out in relation to four coexisting business processes in a manufacturing company - with assumption that the four analyzed business processes are located within one project. Business processes were defined on the basis of areas determined in the Big Picture analysis (in Value Stream Mapping analysis). As indicators of the impact of business process elements, the correlation coefficient was taken into account, the value of which determined the impact (or lack of impact) between the components of the various business processes. It has been noticed that the attributes from process 1 (Launching the project implementation) and process 2 (Scheduling and project management) show a very strong and strong correlation with the attributes in other processes 3 (Management and supply of materials) and 4 (Production and distribution). On the basis of the presented results, the critical points of the information / decision flow between the coexisting business processes have been indicated.

PL

Zarządzanie procesami biznesowymi jest bardzo ważnym czynnikiem w ocenie efektywności systemów produkcyjnych (całych przedsiębiorstw lub działów). I o ile planowanie i zarządzanie procesami biznesowymi jest opanowane, trudno jest tworzyć relacje między współistniejącymi procesami w ramach jednego systemu produkcyjnego. Zazwyczaj zarządzanie procesami biznesowymi odnosi się do wyodrębnionych (wyizolowanych) procesów, w tym przypadku poszukiwano relacji pomiędzy różnymi procesami. Artykuł poświęcony jest ocenie i analizie interakcji procesów biznesowych związanych z realizacją jednego projektu inżynierskiego. W artykule przedstawiono wyniki badań przeprowadzonych w odniesieniu do czterech współistniejących procesów biznesowych w przedsiębiorstwie produkcyjnym - przy założeniu, że cztery analizowane procesy biznesowe są ulokowane w ramach jednego projektu. Procesy biznesowe zostały zdefiniowane na podstawie obszarów określonych w analizie Big Picture (w analizie Mapowania Strumienia Wartości). Jako wskaźniki wpływu elementów procesu biznesowego brano pod uwagę współczynnik korelacji, którego wartość określała wpływ (lub brak wpływu) pomiędzy komponentami różnych procesów biznesowych. Zauważono, że atrybuty z procesu 1 (Uruchomienie realizacji projektu) i procesu2 (Planowanie i zarządzanie projektami) wykazują bardzo silną i silną korelację z atrybutami w innych procesach 3 (Zarządzanie i dostawa materiałów) i 4 (Produkcja i dystrybucja). Na podstawie przedstawionych wyników wskazano krytyczne punkty przepływu informacji/decyzji pomiędzy współistniejącymi procesami biznesowymi.

8

Barriers to implementation of business process governance mechanisms

Jurczuk Arkadiusz

Engineering Management in Production and Services

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2021

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Vol. 13, no. 4

22--38

EN

One of the main challenges in implementing process-oriented management is establishing a governance mechanism in the organisation. It creates a coherent framework for the execution, management and perception of business processes, which is the foundation of consistent Business Process Management (BPM). Process governance (PG) refers to an organisation’s ability to manage its relationships with all process stakeholders and support the value chain for its customers. Its implementation involves establishing process regulation mechanisms and stakeholder-oriented criteria to support prioritisation, cascading, and change management within BPM initiatives. A review of the domain literature reveals that while process governance has been discussed from several but separated perspectives (strategy, business roles, performance, and maturity), only a few studies identify and synthesise the barriers to its implementation in organisations. The paper mainly aims to identify and classify the key barriers to the implementation of process governance. The author’s approach refers to the six core elements of Business Process Management capability and process governance frameworks. Research results confirm that most process governance barriers polarise around the competence gaps of the process stakeholders and the immaturity of the process-oriented culture of companies. Another significant group of constraints to process governance arises from the existing organisation’s structure. They are mainly related to the proper division of responsibilities and a weak position or the lack of BPM centres of excellence. The research contributes to the literature on management by identifying potential barriers to business process governance that constrain BPM initiatives. The identified PG challenges can provide a basis for developing a theoretical framework for Business Process Management and models for BPM success factors.

9

Characteristic and comparison of UML, BPMN and EPC based on process models of a training company

Nizioł Marcin, Wiśniewski Piotr, Kluza Krzysztof, Ligęza Antoni

Annals of Computer Science and Information Systems

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2021

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Vol. 26

193--200

EN

We describe, characterize and compare three selected modeling notations of business processes: Unified Modeling Language, Business Process Model and Notation, as well as Event-Driven Process Chain. Using processes implemented in a~training company, the selected notations were discussed in detail. We compare various aspects, such as modeling notation origin, the number of graphical elements included. Moreover, notations were analyzed using the 4+1 architectural view model. Justified results of the survey conducted among employees of above-mentioned organization let us conclude that there exist notation differences. Both BPMN and EPC allow the process architects to prepare more precise and legible models than UML.

10

Service processes architecture identification at the financial and accounting shared services centre

Sliż Piotr, Brennenstuhl Martyna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2020

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z. 149

595--607

EN

Purpose: The basic aim of the article was to recreate the service processes architecture in the selected financial and accounting shared services centre. Two auxiliary goals (CC) have been assigned to this goal. CC1: Approximation and definition of the current state of knowledge regarding process management on the example of SSC providing accounting and financial services. CC2: Characterization of inputs, outputs and goals for the identified activities in the main service processes in the studied SSC organization. Design/methodology/approach: The following research methods were used to achieve the stated goals: quantitative bibliometric analysis, systematic literature review, statistical methods (LOESS analysis), participant observation and unstructured interview. The R programming language was used in the analysis of time series in the theoretical study. Findings: As a result of the study, the main service processes in the examined organization were identified and recreated, and their goals, inputs, outputs and sets of implemented activities were determined. On this basis, a reproduced map of selected main processes is presented, taking into account the course of activities between them. This article supplements the knowledge on the issues of service processes management in an organization identified as SSC and can set the research framework for subsequent empirical proceedings regarding the examination of the level of maturity of selected processes, the level of implementation of process orientation in SSC, as well as attempting to use the generated event logs database for exploration of processes and comparing their course with reference models. Research limitations/implications: The limitations of the presented article result from the presentation of the example of one shared service centre in Poland and a limited group of respondents who, due to the data security policy in the examined organization, could take part in the study. This prevented, among others, detailed characterization of management processes and support processes related to administration, controlling, accounting, human resources and IT. Practical implications: The results presented in this article have an application value related to the map of the main SSC service processes presented, which can be discounted both by the SSC management staff and process owners in the SSC design space, measurement of processes and identification of customer-supplier relations in external and internal terms. Originality/value: The article fills the cognitive gap related to the lack of reconstruction studies, using the observation and interview method, the structure of main and auxiliary service processes in SSC, which is the basis for further research in the field of formalization, exploration, measurement and management of identified processes.

11

Operational performance of SME : the impact of entrepreneurial leadership, good governance and business process management

Usman Indrianawati, Hartani Nira Hariyatie, Sroka Mariusz

Polish Journal of Management Studies

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2020

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Vol. 21, No. 1

408--418

EN

The purpose of this study is examines the impact of entrepreneurial leadership and good governance of the entrepreneurs to the operational performance through business process management. The object of this research is SME of Batik product, one of the fastest growing SME in Indonesia. The method of this study is explanatory research, analyze the relationship of entrepreneur leadership, good governance to operational performance and business process management as an intermediate variable. This research conducted in 67 batik entrepreneurs in the center of batik industry in Surabaya and surrounding. The results indicated that entrepreneurial leadership and good governance affect business process management and operational performance. Finding revealed that business process management has no direct impact on operating performance. Based on these findings, concluded that it is important for entrepreneurs to develop entrepreneurial leadership and build a good governance as well in managing their business.

PL

Celem tego badania jest zbadanie wpływu przywództwa przedsiębiorczego i dobrego zarządzania przedsiębiorców na wyniki operacyjne poprzez zarządzanie procesami biznesowymi. Przedmiotem tych badań jest MŚP produktu Batik, jednego z najszybciej rozwijających się MŚP w Indonezji. Metodą tego badania są badania wyjaśniające, analiza relacji kierownictwa przedsiębiorcy, dobrego zarządzania do wyników operacyjnych i zarządzania procesami biznesowymi jako zmiennej pośredniej. Badanie przeprowadzono u 67 przedsiębiorców batikowych w centrum przemysłu batikowego w Surabaya i okolicach. Wyniki wskazują, że przywództwo w zakresie przedsiębiorczości i dobre zarządzanie mają wpływ na zarządzanie procesami biznesowymi i wydajność operacyjną. Odkrycie wykazało, że zarządzanie procesami biznesowymi nie ma bezpośredniego wpływu na wydajność operacyjną. Na podstawie tych ustaleń stwierdzono, że ważne jest, aby przedsiębiorcy rozwijali przywództwo w przedsiębiorstwie i budowali dobre rządy w zarządzaniu swoją firmą.

12

Automated generation of business process models using constraint logic programming in Python

Paszun Tymoteusz, Wiśniewski Piotr, Kluza Krzysztof, Ligęza Antoni

Annals of Computer Science and Information Systems

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2019

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Vol. 18

733--742

EN

High complexity of business processes in real-life organizations is a constantly rising issue. In consequence, modeling a workflow is a challenge for process stakeholders. Yet, to facilitate this task, new methods can be implemented to automate the phase of process design. As a main contribution of this paper, we propose an approach to generate process models based on activities performed by the participants, where the exact order of execution does not need to be specified. Nevertheless, the goal of our method is to generate artificial workflow traces of a process using Constraint Programming and a set of predefined rules. As a final step, the approach was implemented as a dedicated tool and evaluated on a set of test examples that prove that our method is capable of creating correct process models.

13

Assessing Process Maturity of an Underground Mine: a Case Study

Brzychczy E., Kostka D.

Inżynieria Mineralna

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2018

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R. 20, nr 2

55--63

EN

Business process management is now the most dynamically developing concept in organisation management. In order to further improve process efficiency, it is advisable to analyse the current situation and determine the position of the organisation in terms of its progress in implementing the process approach. This is where the evaluation of the organisation’s process maturity proves useful. And the available literature provides an array of models for such assessment. This paper presents the results of a process maturity study for a selected hard coal mine based on the Capability Maturity Model Integration (CMMI) framework. The mine was ranked level 3 in process maturity, which is on a par with other Polish businesses. This score suggests opportunities for further improvement towards a more process-oriented business approach.

PL

Zarządzanie procesami biznesowymi jest obecnie najbardziej prężnie rozwijającą się koncepcją w zarządzaniu organizacjami. Do dalszych działań mających na celu zwiększenie efektywności procesów warto jest dokonać analizy stanu obecnego i określenia miejsca, w którym faktycznie znajdują się przedsiębiorstwa w zakresie wdrożenia podejścia procesowego. W tym celu można wykonać badania poziomu dojrzałości procesowej organizacji, w oparciu o dostępne w literaturze modele. W artykule przedstawiono wyniki badań dojrzałości procesowej w wybranej kopalni węgla kamiennego z wykorzystaniem ogólnego modelu CMMI. Kopalnia została oceniona na 3 poziomie dojrzałości procesowej, co nie odbiega od ogólnej oceny innych polskich przedsiębiorstw. Uzyskany wynik świadczy także o istniejących możliwościach dalszych prac w zakresie reorientacji organizacji na procesy.

14

Building a Business Process Management center of excellence

Bitkowska A.

Zeszyty Naukowe. Quality. Production. Improvement

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2017

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No. 1 (6)

163--168

EN

Business Process Management has risen in attractiveness for organizations as a holistic management practice dedicated to enabling and sustaining corporate success. Business Process Management centers of excellence are growing in popularity as many organizations An increasing number of companies adapting a business process centers of excellence, which is a center for process improvement and provides many good practice solutions. These solutions are the basics for improvements of process-oriented enterprises. The aim of this article is to present the building of Business Process Management centers of excellence in contemporary enterprises.

15

Podejście procesowe jako ważny element stymulujący wykorzystanie wiedzy niejawnej w procesie zarządzania projektami w szpitalu specjalistycznym (onkologicznym)

Szwiec M.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2017

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z. 102

359--369

PL

Wiedza niejawna odgrywa istotną rolę w procesie kształtowania strategii realizowanych w obrębie szpitala specjalistycznego. Właściwa implikacja wiedzy niejawnej w procesie decyzyjnym intensyfikuje możliwość osiągnięcia zamierzonych efektów. Należy więc zwrócić szczególną uwagę na rozwiązania w zakresie zarządzania, które mogą maksymalizować pozytywny wpływ wykorzystania i dzielenia się wiedzą w publicznej placówce medycznej (szpitalu specjalistycznym). Jednym z takich rozwiązań może być wdrażanie w przestrzeni praktycznej założeń podejścia procesowego.

EN

Tacit knowledge plays an essential role in shaping the strategy implemented within the specialized hospital (oncology center). Correct implementation of this knowledge in the decision making process enhance the achievement of specific goals. We should pay special attention to the management that could maximize the positive impact of using and sparing knowledge in a public healthcare facility. One of this solutions could be implementing in practice the process approach.

16

Spread Page approach to Business Process Management

Waszkowski R., Kasprzyk R., Tarnawski T.

Computer Science and Mathematical Modelling

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2017

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No. 6

23--32

EN

Recently, we have observed a slow departure from printed texts towards electronic publications. However, electronic publications pretend to be paper-like. Whereas, such content may be presented in many ways, including three-dimensional, time-varying, layered, scaled detail, and aspect-oriented representations. This is the area of application for the Spread Page Initiative. Spread Page Initiative refers to the development of notation and tools for knowledge representation in a modern manner not limited by using the traditional paper-oriented technique. The article describes the Spread Page approach to the modeling of business processes. The authors consider a possibility of using new ways of knowledge representation to ensure accurate and more precise modeling of business processes.

PL

W ostatnim czasie obserwuje się powolne odchodzenie od tekstów drukowanych na papierze na rzecz treści publikowanych elektronicznie. Takie treści mogą być prezentowane w różnoraki sposób z uwzględnieniem reprezentacji trójwymiarowej, uwarunkowanej czasowo, aspektowej, warstwowej oraz zależnej od skali. Inicjatywa Spread Page zajmuje się opracowywaniem notacji i narzędzi reprezentacji wiedzy w sposób nowoczesny, nieograniczany przez technologię tradycyjnego wydruku. Niniejszy artykuł opisuje podejście Spread Page do modelowania procesów biznesowych. Autorzy rozważają możliwości zastosowania nowych sposobów reprezentowania wiedzy w taki sposób, aby zapewnić dokładniejsze i bardziej precyzyjne modelowanie procesów oraz danych, które są przez te procesy przetwarzane.

17

Efficacy of the cloud computing technology in the management of communication and business processes of the companies

Kopishynska O., Utkin Y., Kalinichenko A., Jelonek D.

Polish Journal of Management Studies

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2016

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Vol. 14, No. 2

104--114

EN

Trends of development and application of different classes of information systems in management according to the types of business processes were investigated in this article. A brief overview of current state of the use of cloud technology in the world and Ukraine was represented. Advantages of using model of "SaaS - Software as a service" was explained on the example of innovation international project "Bitrix 24", where the main objectives of CRM systems were realized combining with wide opportunities of coordination of communicative and business processes of modern companies. The project was translated into the majority European languages and uses tools of the social Intranet environment.

PL

W artykule zbadano tendencje rozwoju i stosowania różnych klas systemów informatycznych w zarządzaniu w relacji do rodzajów procesów biznesowych. Zaprezentowano krótki przegląd aktualnego stanu wykorzystania technologii chmury obliczeniowej na świecie i na Ukrainie. Korzyści wynikające z zastosowania modelu "SaaS - Software as a Service" zostały wyjaśnione na przykładzie innowacji międzynarodowego projektu "Bitrix 24", w którym zrealizowane zostały główne cele systemów CRM w połączeniu z szerokimi możliwościami koordynacji procesów komunikacyjnych i biznesowych nowoczesnych firm. Projekt ten został przetłumaczony na większość języków Europejskich i wykorzystuje narzędzia społecznego środowiska Intranetu.

18

Błędy w zastosowaniach BPMN w różnych aspektach zarządzania procesami biznesowymi

Polak P.

Zeszyty Naukowe. Studia Informatica / Uniwersytet Szczeciński

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2015

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Nr 38

105--117

PL

Złożoność BPMN (Business Process Model and Notation) jest powodem trudności w poprawnym stosowaniu notacji. celem artykułu jest identyfikacja najważniejszych problemów, jakie sprawia wykorzystanie BPMN w różnych aspektach zarządzania procesami. Autor dokonał przeglądu publikacji związanych z zarządzaniem procesowym, ale niezwiązanych bezpośrednio z analizą systemów informacyjnych, w których wykorzystano do ilustracji BPMN. na tej podstawie zidentyfikowano najczęściej występujące błędy syntaktyczne w modelowaniu za pomocą BPMN i oceniono skalę tego zjawiska. Analiza wykazała, że największe trudności sprawia poprawne zastosowanie przepływów komunikatów oraz zdarzeń typu komunikat, a także rozróżnienie uczestników i wykonawców oraz ich poprawne reprezentowanie na diagramach w postaci basenów i torów.

EN

The complexity of BPMN (Business Process Model and Notation) is the cause of difficulties in the correct use of the notation. This article aims to identify the most important problems of BPMN usage in various aspects of process management. The author conducted a review of articles illustrated with BPMN diagrams and related to process management, but not directly related to the analysis of information systems. On that basis, the most common syntactic errors in BPMN modeling were identified and the scale of that phenomenon was assessed. The analysis showed that the greatest difficulties were associated with the correct application of message flows, message events, as well as with the distinction of participants and actors, and their proper representation in the diagrams in the form of pools and lanes.

19

Business process improvement from the Adaptive Case Management perspective

Osuszek Ł.

Information Systems in Management

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2015

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Vol. 4, No. 2

135--146

EN

This paper describes the risks, challenges and outcomes associated with the adaptive approach to business process change and improvement within an organization. The article focuses on aspects related to supporting the company’s business operations (business processes) with information technology tools. This article explains that it is necessary to use Adaptive Case Management (ACM) systems instead of existing Business Process Management (BPM) solutions due to the fact that the latter are demonstrably inadequate in comparison to the more recent adaptive process management concept. The paper addresses the challenges and risks involved in business process optimization. The author argues that ACM is a better tool or approach for adaptive business process improvement, since it significantly reduces the risk inherent in business process improvement. The case studies provided in the paper serve to support this thesis.

20

Dynamiczne aspekty procesów biznesowych

Gzik T.

Biuletyn Wojskowej Akademii Technicznej

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2015

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Vol. 64, nr 4

97-115

PL

W ostatnich latach w obszarze zarządzania i systemów informatycznych szeroko dyskutowany jest sposób uwzględnienia w nich dynamicznych aspektów procesów biznesowych. Zagadnienie to określane jest jako Dynamiczne Zarządzanie Procesami Biznesowymi (ang. Dynamic Business Process Management, DBPM) lub BPM 2.0. Jest to rozwinięcie tradycyjnego Zarządzania Procesami Biznesowymi (ang. Business Process Management, BPM) o tzw. aspekt dynamiczny. Dostępne próby definiowania DBPM łączy wspomniany aspekt dynamiczny, który przeważnie sprowadzany jest do jednej z cech procesów biznesowych, tj. przebiegu, z pominięciem pozostałych. W artykule w uporządkowany sposób przedstawiono zagadnienie dynamicznych procesów biznesowych, wprowadzono jego definicję, zidentyfikowano i scharakteryzowano różne jego aspekty (z uwzględnieniem kontekstu zarządzania oraz systemów informatycznych) oraz przedstawiono kluczowe kierunki badawcze.

EN

In recent years, in the field of IT and management, widely discussed is the issue referred to as Dynamic Process Management (DBPM) or BPM 2.0. This is an evolution of the traditional Business Process Management (BPM). This article, in an orderly manner with the problem of dynamic business processes, introduces its definition, identifies and characterizes its various aspects (including context management, and IT) and shows key research directions.