Selma Limam Mansar

Best practices in business process redesign: validation of a redesign framework

A fundamental challenge in any Business Process Redesign (BPR) project is to come up with a new process design that is in one or more ways superior to the existing plan. Based on earlier research, a framework to help the designer in selecting the proper best practice(s) for this purpose is presented and validated in this paper. It is described how the framework is used in generating improved process designs for two Dutch organisations. Furthermore, the results from a survey are presented, which has been carried out among BPR practitioners in the UK and the Netherlands to test the framework. The overall conclusion is that the framework is indeed helpful in supporting process redesign and that its core elements are recognised and put in practice by the BPR practitioner community. The framework, therefore, may be of direct interest to both academics and practitioners active in the process improvement field.

BPR implementation: a decision-making strategy

To support the efficient appraisal and selection of available best practices, this paper proposes a strategy for the implementation of Business Process Redesign (BPR). Its backbone is formed by the analytical hierarchy process (AHP) multi-criteria method and our earlier research on the popularity and impact of redesign best practices. Using (AHP) we derive a classification of most suitable best practices for the process being redesigned. Criteria such as the popularity, the impact, the goals and the risks of BPR implementation are taken into account. A case study of a municipality in the Netherlands is included. It discusses which best practices should be applied to redesign the invoicing process at the municipality.

Performing Business Process Redesign with Best Practices: An Evolutionary Approach

Although extensive literature on BPR is available, there is still a lack of concrete guidance on actually changing processes for the better. In this paper we propose and detail out an evolutionary approach towards business process redesign. We describe the steps to derive a better performing redesign using the existing process model as input. The redesign steps are: 1) computing process measures, 2) evaluating condition statements to find applicable redesign “best practices”, 3) creating alternative models according to these best practices, and 4) evaluating the performance of the created alternatives. The end result is a new process model. We show the applicability of the steps with a case study. Our approach has a formal basis to make it suitable for automation.

A Founding Framework for Addressing Obesity in Qatar Using Mobile Technologies

This paper develops a founding framework for a comprehensive Obesity Management Program with Technology (OMPwT). There are two main objectives for such a program, namely – a) to trigger weight loss and effective behavioral changes that are reinforced through mobile and online technology support for users (overweight or obese patients) and their mentors (dieticians and clinicians) and b) to leverage technology to support an efficient workflow process and data exchange between users, mentors and the healthcare institution. We wish to do this in a local context of Arab gulf countries and specifically to Qatar. Our research questions are validated in small focus groups of physicians and dieticians. The proposed methodology covers the technological design of a comprehensive system that links all key players of the health ecosystem in a cost effective manner.

From the Editors: Introduction and a Compass for Business Process Design

In this editorial letter, we provide the readers of Information Systems Management with a background on process design before we discuss the content of the special issue proper. By introducing and describing a so-called process design compass we aim to clarify what developments in the field are taking place and how the papers in this special issue expand on our current knowledge in this domain.

Information Systems Application Development Courses: A Carnegie Mellon University Experience in Global Pedagogy

In this experience report, we describe recent initiatives in global undergraduate Information Systems education at Carnegie Mellon University. The entire systems development core curriculum is now offered at CMU campuses in Pittsburgh and Doha, Qatar. Courses are co-designed and delivered by faculty in both locations with an eye toward consistency of content and assessment, but also with content tuned for local sections. The collaboration and lessons learned among collaborating faculty in two example courses is described.

Introduction to the Fourth Workshop on Business Process Design (BPD 2009)

The conscious (re)design of business processes is a powerful means for the improvement of process performance and process conformance. However, despite its popularity and obvious pay-offs, process design is still more art than science. In contrast to the dense academic expertise that has been developed in the area of business process modeling, theoretical sound and empirically validated business process design methodologies are still not available. Many methodologies on this subject remain relatively vague about how to actually derive superior process designs. The practice of business process design tends to largely rely on the creativity of business professionals to come up with new process layouts. However, the lack of a reliable methodology means that the outcomes of such efforts are hard to predict. This is an unsatisfying situation for the academic and practical BPM community as process design plays an essential role in the overall business process lifecycle.

Global sourcing of information technology in the Middle East: The case of Qatar

In this paper we review the status of Information Technology development, deployment and management in Qatar. We discuss different types of activities, ownership models, management and opportunities in various sectors: private, e-government, and education. Qatarpsilas recent experience in rapid development may serve as an example for other countries or regions on a rapid growth path.

Introduction to the third workshop on business process design

If one considers business processes that are in use today, be it by banks, insurance companies, governmental agencies, hosptitals, etc., it is sometimes difficult to imagine that they were once consciously designed. Their structures can be extremely complicated, responsibilities for their parts may have been widely distributed, and no particular participant really has an overview of the entire process anymore. Such business processes typically evolved organically over dozens of years, mostly with a focus on mending the operational problems that occurred on a day-to-day basis. But this will no longer do.