Search results for "Process management"
showing 10 items of 460 documents
Understanding the Complexity of Benefits Management in an Interorganizational eHealth Effort
2019
Facility management, outsourcing and contracting overview
2009
The discipline of facility management has basically originated from the experience of the field and most of the business models are driven from the American market. The majority of surveys agree that organizational objectives vary according to different business environments. The link between a given company and its facility management department has been studied in details with a widespread agreement on the importance of tailoring to the specific context the facility management organizational model and the approach to the relationships with suppliers. In Europe two Technical Committees of the Comite Europeen de Normalisation (CEN) are currently adding to the body of knowledge terminologies…
Information Systems and Business Strategy
2003
The main purpose of this chapter is to deep into the importance attached to the Information Systems for the proper formulation of the corporate strategy. After introducing the basis of the strategic planning tradition model, which suggests the subordination of the Information Systems (IS) to the Business Strategy, we propose a new model that views the IS as an strategic instrument suited for the strategy formulation stage, rather than operational tools for the strategy control phase. Success in the application of this model we call “Concurrent Business/IS Strategic Planning Model” will closely depend on the consistency, coherence and soundness of the IS, both internal and external. In order…
Traditional Enterprise Business Intelligence Software Compared to Software as a Service Business Intelligence
2016
IntroductionBusiness Intelligence is a broad field of study. The major thrust of business intelligence theory analyzes certain factors to make highquality decisions. These factors include customers, competitors, business partners, economic environment and internal operations. Business Intelligence has the power to change the way people work, so that enterprises can compete more effectively and efficiently.A successful business intelligence solutions and successful implementation holds the key to the technological innovations together with the people, processes and culture of an organization to achieve a competitive and profitable BI strategy.Business Intelligence (BI) is the process of acqu…
A Business-Driven Process Model for Knowledge Security Risk Management
2019
This chapter introduces a model to manage knowledge security risks in organizations. Knowledge security risk management is a process that should always be done in connection with the business benefits assessment and realization. The process model presented helps to identify knowledge security risks and provides a comprehensive approach to evaluating and balancing the costs and benefits of knowledge sharing and knowledge risk management and is discussed in light of the benefits realization process. The process model can be a valuable tool for practitioners aiming to develop knowledge sharing practices in companies, and at the same time need to consider the security of knowledge. It is also a…
From Organization Business Model to Information System: One Approach and Lessons Learned
2011
The system ISTechnology and lessons learned of its use in the business modeling and development of information systems are analyzed in the paper. The system consists of the meta-model and applications. The meta-model enables to define a platform independent business model of the organization. The applications provide the definition and interpretation of the business model. Interpretation of the business model provides functionality of the information system in the selected platform. The lessons learned confirm that the development and maintenance cost of information systems can be significantly reduced by use of the ISTechnology.
An Architecture for Collaborative Scenarios Applying a Common BPMN-Repository
2005
Collaborative business scenarios require a flexible integration of enterprises. To manage inter-organizational business processes, existing concepts for business process management (BPM) need to be adopted and extended. This paper presents a conceptual architecture for cross-enterprise processes’ planning, implementation, and controlling. Core component of the architecture is a distributed repository managing all required data and information, which especially obtains a process-oriented view on collaboration networks. Cross-organizational processes need close coordination among networking partners. This is achieved through the integration of business process models. Thus we further propose …
BPM@KMU – Designing e-Learning for the Introduction of BPM in Small- and Medium-Sized Enterprises
2011
Business Process Management (BPM) becomes more and more relevant also for small- and medium-sized companies (SME’s). Today’s strategies and approaches for the implementation of BPM rely on methods and tools mainly developed by and focused on large enterprises but less on the needs of small- and mid-sized organisations. With the BPM@KMU project the Institute of Information Systems of a Bavarian university conducts together with the Virtual University of Bavaria (VHB) and a set of SMEs a project which aims on an efficient implementation of BPM in such organisations. Considering e-Learning as an enabler or tool which matches existing barriers for the implementation of Business Process Manageme…
ProcessWiki: A Contribution for Bridging the Last Mile Problem in Automotive Retail
2012
In many real-world business process management (BPM) installments, the benefit of BPM is diminished by an insufficient implementation of the to-be business processes. One of the key reasons for this problem is the complexity of classical process modeling representations that exceed the BPM knowledge of many target groups.
Evolution of Secondary Software Businesses: Understanding Industry Dynamics
2008
Primary software industry originates from IBM’s decision to unbundle software-related computer system development activities to external partners. This kind of outsourcing from an enterprise internal software development activity is a common means to start a new software business serving a vertical software market. It combines knowledge of the vertical market process with competence in software development. In this research, we present and analyze the key figures of the Finnish secondary software industry, in order to quantify its interaction with the primary software industry during the period of 2000–2003. On the basis of the empirical data, we present a model for evolution of a secondary…