Business Process Engineering

Business Process Engineering

Guillermo Jimenez (Centro de Sistemas Inteligentes Tecnologico de Monterrey, Mexico)
Copyright: © 2009 |Pages: 18
DOI: 10.4018/978-1-60566-288-6.ch017
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In this chapter the authors introduce the role of a business process engineer (BPE) and necessary competencies to define, simulate, analyze, and improve business processes. As a minimal body of knowledge for a BPE we propose two complementary fields: enterprise integration engineering (EIE) and business process management (BPM). EIE is presented as a discipline that enriches business models by providing additional views to enhance and extend the coverage of business models through the consideration of additional elements to those that are normally considered by a process model, such as the inclusion of mission, vision, and strategy which are cornerstone in EIE. A BPE is a person who holistically uses principles of BPE, EIE, and associated tools to build business models that identify elements such as information sources involved, the roles which use and transform the information, and the processes that guide end-to-end transformation of information along the business.
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Busines Process Management

A business is a complex organization whose operation is the responsibility of several departments or business units. To be considered as successful, a business should create profit to its stakeholders. The equation for profit is defined as the result of subtracting operation costs from revenue. According to this definition, there are two not necessarily independent ways to increase profit. The first one is decreasing operation costs which include salaries, facilities, services (such as electricity), among others. The second way is increasing revenue, whose main source are customers.

Key Terms in this Chapter

Core Business Processes: Enterprise operation is conducted (conscious or unconsciously) by business processes. A core business process is that which adds more value to a product or service. Core business processes are normally linked to the business strategy, and are thus paramount for the sustainability of the enterprise. A business process improvement effort will normally be focused to enhance core business processes.

Business Process Modeling Notation (BPMN): BPMN is a standard notation whose evolution is currently managed by the Object Management Group ( BPMN includes many symbols that help build process diagrams to describe business processes in a graphical way. Currently, many software modeling tools support BPMN, and others will do in the future. BPMN is important because it will serve as a standard language for simplifying communication among all participants in describing, designing, implementing, analyzing, and improving business processes.

Process Engineering Framework: A framework could be presented in many different flavors. Normally, frameworks come in a graphical model notation to describe the set of elements and their relationships that are important to help create specific models. For process engineering, a framework is relevant to show how business process management should be conducted thus all important steps and work products could be identified.

Value Added Activity: Any activity in a business process in which the enterprise adds some characteristic that is important to a customer or customer segment. These activities are very important in order to identify the total value that is delivered to customers along a business process.

Business Process Management (BPM): A managerial approach whose most important goals and concerns are business process definition, implementation, and improvement. BPM is addressed to how enact the core business processes, supervise their behavior and suggest improvements to achieve the strategy defined by the business.

Business Strategy: A description of how a business will proceed in order to put himself in an improved state, according to its current position. The strategy may be addressed to increase market share, increase its competition by introduction of a new product or improvement of an already produced one, etc.

Business Process Modeling: This consists in describing a business process normally using a graphic notation to show how all process activities are linked in a time frame to produce the expected result. A process model could show the participants and activities each of them perform, times for every activity, decisions that should be taken, parallel paths of activities, and many other important information for a process.

Enterprise Integration Engineering (EIE): A research field whose main interest has been the definition of frameworks for linking business functional areas. The more important findings in EIE are the identification that several models are necessary to describe the operation of an enterprise: data model, organizational model, process model, and resources model. An integrated enterprise is one in which all functional areas know how they contribute to add value to the products or services from the enterprise.

Complete Chapter List

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Table of Contents
Jorge Cardoso, Wil van der Aalst
Chapter 1
Tiziana Margaria, Bernhard Steffen
The one thing approach is designed to overcome the classical communication hurdles between application experts and the various levels of IT experts.... Sample PDF
Business Process Modeling in the jABC: The One-Thing Approach
Chapter 2
Huy Tran, Ta’id Holmes, Uwe Zdun, Schahram Dustdar
This chapter introduces a view-based, model-driven approach for process-driven, service-oriented architectures. A typical business process consists... Sample PDF
Modeling Process-Driven SOAs: A View-Based Approach
Chapter 3
Stefan Jablonski
This chapter presents a process modeling approach for holistic process management. The main idea is that domain specific process models are required... Sample PDF
Process Modeling for Holistic Process Management
Chapter 4
Matthias Kloppmann, Dieter Koenig, Simon Moser
This chapter introduces a set of languages intended to model and run business processes. The Business Process Modeling Notation 1.1 (BPMN) is a... Sample PDF
The Dichotomy of Modeling and Execution: BPMN and WS-BPEL
Chapter 5
Chun Ouyang, Michael Adams, Arthur H.M. ter Hofstede
Due to the absence of commonly accepted conceptual and formal foundations for workflow management, and more generally Business Process Management... Sample PDF
Yet Another Workflow Language: Concepts, Tool Support, and Application
Chapter 6
Modelling Constructs  (pages 122-141)
Ekkart Kindler
There are many different notations and formalisms for modelling business processes and workflows. These notations and formalisms have been... Sample PDF
Modelling Constructs
Chapter 7
Kwanghoon Kim, Clarence A. Ellis
This chapter introduces the basic concepts of information control net (ICN) and its workflow models. In principle, a workflow model is the... Sample PDF
ICN-Based Workflow Model and its Advances
Chapter 8
Manfred Reichert, Peter Dadam
In dynamic environments it must be possible to quickly implement new business processes, to enable ad-hoc deviations from the defined business... Sample PDF
Enabling Adaptive Process-Aware Information Systems with ADEPT2
Chapter 9
Macello La Rosa, Marlon Dumas, Arthur H.M. ter Hofstede
A reference process model represents multiple variants of a common business process in an integrated and reusable manner. It is intended to be... Sample PDF
Modeling Business Process Variability for Design-Time Configuration
Chapter 10
Cesare Pautasso
Model-driven architecture (MDA), design and transformation techniques can be applied with success to the domain of business process modeling (BPM)... Sample PDF
Compiling Business Process Models into Executable Code
Chapter 11
Cinzia Cappiello, Barbara Pernici
This chapter illustrates the concept of repairable processes and self-healing functionalities and discusses about their design requirements.... Sample PDF
Design of Repairable Processes
Chapter 12
Web Process Adaptation  (pages 245-253)
Kunal Verma
Adaptation is an important concept for Web processes. The author provides an overview of adaptation with respect to control theory and how it is... Sample PDF
Web Process Adaptation
Chapter 13
Carlo Combi, Giuseppe Pozzi
Time is a very important dimension of any aspect in human life, affecting also information and information management. As such, time must be dealt... Sample PDF
Temporalities for Workflow Management Systems
Chapter 14
Karsten Ploesser, Nick Russell
This chapter discusses the challenges associated with integrating work performed by human agents into automated workflows. It briefly recounts the... Sample PDF
The People Integration Challenge
Chapter 15
Dimka Karastoyanova, Tammo van Lessen, Frank Leymann, Zhilei Ma, Joerg Nitzche, Branimir Wetzstein
Even though process orientation/BPM is a widely accepted paradigm with heavy impact on industry and research the available technology does not... Sample PDF
Semantic Business Process Management: Applying Ontologies in BPM
Chapter 16
Hernani Mourao, Pedro Antunes
In this chapter the authors propose a solution to handle unexpected exceptions in WfMS. They characterize these events deeply and recognize that... Sample PDF
Using WfMS to Support Unstructured Activities
Chapter 17
Guillermo Jimenez
In this chapter the authors introduce the role of a business process engineer (BPE) and necessary competencies to define, simulate, analyze, and... Sample PDF
Business Process Engineering
Chapter 18
Christoph Bussler
This chapter introduces the application of process management to business-to-business (B2B) integration and enterprise application integration... Sample PDF
B2B and EAI with Business Process Management
Chapter 19
Paul Grefen
This chapter is devoted to automated support for interorganizational business process management, that is, formation and enactment of business... Sample PDF
Systems for Interorganizational Business Process Management
Chapter 20
Guido Governatori, Shazia Sadiq
It is a typical scenario that many organisations have their business processes specified independently of their business obligations (which includes... Sample PDF
The Journey to Business Process Compliance
Chapter 21
M. Castellanos, A.K. Alves de Medeiros, J. Mendling, B. Weber, A.J.M.M. Weijters
Business Process Intelligence (BPI) is an emerging area that is getting increasingly popular for enterprises. The need to improve business process... Sample PDF
Business Process Intelligence
Chapter 22
Diogo R. Ferreira
This chapter introduces the principles of sequence clustering and presents two case studies where the technique is used to discover behavioral... Sample PDF
Applied Sequence Clustering Techniques for Process Mining
Chapter 23
Kamal Bhattacharya, Richard Hull, Jianwen Su
This chapter describes a design methodology for business processes and workflows that focuses first on “business artifacts”, which represent key... Sample PDF
A Data-Centric Design Methodology for Business Processes
Chapter 24
Laura Sanchez, Andrea Delgado, Francisco Ruiz, Felix Garcia, Mario Piattini
The underlying premise of process management is that the quality of products and services is largely determined by the quality of the processes used... Sample PDF
Measurement and Maturity of Business Processes
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