Peter Kawalek

Goal Based Business Process Models: Creation and Evaluation

The way in which business process models are typically deployed emphasizes their use in a high‐level design or the capture of an existing process. At these stages evaluation of the model takes place only in informal and rudimentary ways. The real evaluation effort begins only with the output of the design process, e.g. an implementation of information technology (IT) support system. Explores the benefits and feasibility of evaluating a process model at an early stage of its creation. Anticipates two advantages. First, errors or invalid design concepts are detected earlier with consequent savings in cost. Second, non‐IT‐relevant aspects can come to light at an appropriate stage. Looks first, at the value of modelling goals. Second, presents in outline a design method for modelling business processes in which the concept of the goal is fundamental. Third, looks beyond the current scope of this method to the issue of evaluating the process designs. Concludes that business process models can be evaluated at the design stage, but the knowledge gained is only partial. Summarizes the strengths and weaknesses of the approach and describes some open questions.

A methodology for business process redesign: experiences and issues

Abstract Business process redesign (BPR) refers to the endeavour to augment organizational performance by improving the efficiency, effectiveness and adaptability of key business processes. This article describes a flexible and extensible methodological framework (called PADM) for BPR which has been developed on the firm basis of several years of practical experience. PADM is an eclectic methodology. It has been strongly influenced by a number of methodological approaches, most notably soft systems methodology and sociotechnical systems design. This article outlines the main features of PADM and describes three recent case studies which show the range and variety of BPR initiatives. A number of issues are taken up in the discussion. The need for a flexible and adaptable methodology is stressed given the broad spread of studies subsumed under the BPR rubric. The dangers of process automation are illustrated and the need for a sociotechnical perspective is underlined. Business process redesign entails organization change. Many of our case studies fell short of their anticipated impact; various explanations are discussed (politics, culture, information technology inertia). The paper concludes by outlining several fruitful areas for further research and describes a number of aspects of our current work.

The finding of thorns: user participation in enterprise system implementation

This paper presents a study of a major, multinational program of Enterprise Systems (ES) implementation. The case study subject is a hi-tech manufacturer. The study focuses on the issue of user participation. The investigation inquires into the fact that the implementation method espoused user participation even though the outcome of the project was already known. (Regardless of user input, the ES would be deployed). The paper reports that user participation was deployed to serve the interests of the project manager in reporting local circumstances as the implementation project moved across different sites. The framework for this inquiry was Multiview2, the latest generation of the Multiview information systems (IS) method. The structure of Multiview2 was used as a diagnostic device in order to inquire into the characteristics of the ES method used at the case study sites.

Elements of a business process management system: theory and practice

Purpose – To construct, test and illustrate a sophisticated and theory-based architecture for analyzing business process management systems (BPMS) used for business process change. Design/methodology/approach – Exploration of business process modeling-based BPMS via a meta-survey of academic and business literatures. Two main dimensions are used based upon semiotics and a block-based BPMS pyramid architecture. Each block is a core technology required for the functioning of the BPMS and include: the subject being modeled; the software formalism; the IT infrastructure; the modeling language and notation; and the underlying technical infrastructure. Findings – Theoretically explains and empirically illustrates each core technology in the proposed architecture then does the same for the architecture, its arrangement as a whole and its interrelationships. Recognizes the lack of a theoretical basis for business process modeling constructs and the dangers that this generates. Explains why automatic BPMS require formal construct transmission from subject modeled to modeling hardware and software. Research limitations/implications – The architecture’s core technologies span numerous disciplines so each set of literatures introduces the component concepts and their bases but is not exhaustive. Originality/value – This paper proposes a considerably more sophisticated framework for BPMS analysis than is currently available; it is theoretically and not just empirically based; it uses a novel method of theoretical justification concerned with the transmission of modeled properties and characteristics between several technological media; and it illustrates the innovative analytical use of this architecture and the practical use of BPMS with three different case vignettes.

How to compose an object-oriented business process model?

Faced with the intensive business process reengineering activities in many companies, it is not surprising that the issue of process modelling has become a central concern. This paper shows that object-oriented system development methods can be applied to the field of business process modelling, but that certain steps are needed in advance. For example, it is necessary to compose a goal-means hierarchy, to establish necessary activities and roles, and to determine the input and output for each activity. In this paper, we examine step by step how business processes can be modelled, which data are needed for each step and which result would be produced during each step.

Information systems and partnership in multi-agency networks: an action research project in crime reduction

Abstract Partnership working is becoming an increasingly common methodology in the public sector for addressing complex social issues such as poverty, economic development and crime. Information systems have a vital role to play in enabling such inter-organisational networks and in facilitating the multi-disciplinary collaboration that is essential to joint working. This paper reports a UK-based action research project in the field of community safety. The practical aim was to develop a multi-agency data exchange (MADE) to support 14 crime reduction partnerships in the county of Lancashire in the preparation of their crime reduction strategies, as required by recent government legislation. From a research perspective, the project afforded an opportunity to explore the role of information systems in supporting public sector partnerships, and hence to open up a relatively unresearched element of the broader eGovernment agenda. From a practitioner perspective, MADE has been highly successful; it has provided substantial help to partnerships in the production of their strategies and there is strong demand for the project’s continuation. On the research side, the work has provided valuable insights into the design and development of information systems to support multi-agency collaboration and on the barriers to information sharing. The concept of a “partnership decision support system” emerges from the work, and a number of profitable directions for future research are adumbrated. Methodologically, it is concluded that action research is a valuable research tool for developing relevant and holistic theory in IS.

Pursuing Radical Transformation in Information Age Government: Case Studies Using the SPRINT Methodology

This article is concerned with the pursuit of radical organizational transformation in information age government. It focuses on three cases, each of which used the SPRINT (Salford Process Reengineering Involving New Technology) process reengineering method. This method was designed specifically for e-government projects with the objective of inculcating radical change. Although each reported case can be described as successful in some measure, this chapter questions why none of the cases seeds a process of ongoing innovation, and why all settle on a set of changes that is less radical than the vision set out within the originating project. Each case sees the remaking of processes within an accepted set of goals, and not the remaking of these goals themselves. This restriction is reported, using the concept of organizational alignment with a declared set of goals. It is shown how in each case the organization favors the less radical amongst a set of alternative proposals. It is argued that in the end, SPRINT, which places great value on its participative ethos, is also constrained by that ethos. This paper reflects the implications for e-government projects more widely.

On the architecture and form of flexible process support

The ability of businesses to develop is frequently hampered by difficulties in changing underlying software systems. An example is the need to change when business partnerships are formed, or dissolved. This article is concerned with the architecture of business process support systems in the context of change, and particularly with the need for such systems to facilitate software change. The viable system model (VSM) is a cybernetic model of organisations that change. It provides an inclusive architecture in which both operational and development components are described within an organisation. This article illustrates, through a business supply chain example, the use of the VSM as an architecture for flexible process support systems. This architecture is systemic and inclusive: it incorporates the ongoing development of both the business and its underlying software. Copyright � 2006 John Wiley & Sons, Ltd.

A case study evaluation of the use of viable system model in Information Systems development

This paper considers the usefulness of the Viable System Model (VSM) in information systems (IS) projects. The VSM is a rigorous organizational model which was developed from the study of cybernetics and has been given considerable attention by management science research. The paper presents a case study that focuses upon the sales team of a manufacturing company. This sales team were seeking to develop database support for group working. The VSM was useful in highlighting the organizational limitations upon the IS project and challenged some assumptions about the nature of work in the company. It is proposed that the VSM provides a valuable diagnostic capability that shall assist the company in future IS developments.

Evolutionary software development to support organizational and business process change: a case study account

This paper addresses the issues of software development in situations of organizational and process change. There is wide agreement in the literature that organizations have to be increasingly flexible in order to survive in the current economic climate. They must innovate, replicate, adapt and extemporize. As they do so, the requirements they have of their software applications are likely to change. Equally, as new software solutions are provided, new opportunities for business change arise. The situation is made still more complex because even if the needs of organizations were stable, we still could not be certain of the validity of an applications functions. This is because the process of program development is inherently uncertain. From this situation arise difficult, practical challenges for those concerned with the deployment of software in organizations. Starting with a consideration of the nature of organizations themselves, this paper takes looks at these problems by moving between three related points. It looks at software development methodologies and suggests that these have in the past tended to assume that discrete IT solutions can be cast for a ‘steady state’ which the organization is attempting to achieve. From the second vantage point it looks at the role of IT staff in supporting the operational needs of the organization. The third is the nature of software systems themselves.