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Micro- vs. Macro scope simulation in BPM modelling

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Języki publikacji
EN
Abstrakty
EN
The business structure and process development in many modern companies is assisted by architectures, frameworks, and a new generation of computer systems with a broad representation of methods and tools of design and modelling, i.e. object-oriented, event-oriented, activity-oriented, process-oriented, agent-oriented, communication-oriented, behaviour-oriented, etc. are recommended. The aim of this paper is to compare micro- vs. macro scope modelling and to investigate the relevance of micro- and/or macro simulation in the context of business process management (BPM) modelling for organizational design/redesign. The BPM modelling features and some specific issues of simulation modelling are discussed. Combined with BPM modelling methodologies, these issues are used to drive a concept for development of an integrated methodology for BPM models’ building and simulation approach in organizational BPM design/redesign projects.
Rocznik
Strony
246--257
Opis fizyczny
Bibliogr. 9 poz., rys., tab., wykr.
Twórcy
autor
  • Wroclaw University of Science and Technology, Department of Operations Research, Finance and Computer Applications
Bibliografia
  • [1] Aquilar-Saven R.S. (2004) Business process modelling: Review and framework; In: International Journal of Production Economics, Vol. 90, 129-149.
  • [2] Bryson, J.M., Ackermann, F., Eden, C., Finn, C.B. (2004) Visible Thinking. Unlocking causal mapping for practical business results, J.Wiley & Sons, Ltd.
  • [3] Coyle, R.G. (1996) System Dynamics Modelling. A practical approach, Chapman & Hall, London.
  • [4] Gordijn, J., Akkermans, H., Van Vliet, H. (2000) Business Modelling Is Not Process Modelling, In: S.W.Liddle, H.C.Mayr, B.Thalheim (eds) ER 2000 Workshop, LNCS, Springer-Verlag, 40-51.
  • [5] Jost, W., Wagner, K. (2002) The ARIS Toolset, In: A.-W.Scheer, F.Abolhassan, W.Jost, M. Kirchmer (eds) Business Process Excellence. ARIS in Practice, SpringerVerlag (15-31).
  • [6] Krogstie, J. (2012) Perspectives to process modelling – A historical overview, In: I.Bider, J.Krogstie, S.Nurcan, E.Proper, R.Schmidt, P.Soffer, S.Wrycza (eds) Enterprise, Business-Process and Information Systems Modeling, Springer-Verlag (315- 330).
  • [7] McCardle-Keurentjes M.H.F., Rouwette E.A.J.A., Vennix J.A.M., Jacobs E. (2018) Potential benefits of model use in group model building: insights from an experimental investigation, System Dynamics Review, 34(1-2), 354-384.
  • [8] Morrison J.B. (2012) Process improvement dynamics under constrained resources: managing the work harder versus work smarter balance, System Dynamics Review, 28(4), 329-350.
  • [9] Powell, S.G., Schwaninger, M., Trimble, C. (2001) Measurement and control of business processes, System Dynamics Review, 17(1), 63-91.
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-c4b05500-612a-40f6-8cb5-28240feb7a65
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