Business Process Transparency

Business Process Transparency Management (BPTM) aims to clarify the contribution of individual processes, people involved and supporting IT-tools to achieve corporate strategy. The target group of middle managers can profit from integrable sub-models, which focus on specific challenges regarding the transparency approach. Previously developed models, which were already tested in case studies are:

This approach leads manager to cascade, develop and document process strategies based on top management decisions.

Lederer, M., Huber, S., Kurz, M., Schott, P. (2013): Strategic Business Process Analysis: A Procedure Model to Align Business Strategy with Business Process Analysis Methods. In: Fischer, H., Schneeberger, J. (Eds.): S-BPM ONE Running Solutions: 5th International Conference S-BPM ONE 2013 Proceedings, Deggendorf, Germany. Springer, Berlin, p. 247-263.

With the help of this model, existing analysis methods can be selected according to the company's strategy.

Lederer, M., Schott, P. (2012): IT-basiertes Transparenzmanagement fuer die Analyse von Geschaeftsprozessen. Arbeitsbericht 02/2012, Lehrstuhl fuer Wirtschaftsinformatik im Dienstleistungsbereich, Friedrich-Alexander-Universitaet Erlangen-Nuernberg, Nuernberg.

This approach leads manager to cascade, develop and document process strategies based on top management decisions.

Lederer, M., Kurz, M., Lembcke, U. (2014): Applying the Strategy-oriented Business Process Modeling to S-BPM. In: Zehbold, C. (Eds.): Communications in Computer and Information Science Volume 422: S-BPM ONE Application Studies and Work in Progress. Springer, Cham, p. 67-84.

Lederer, M., Kurz, M., Lembcke, U. (2014): Applying the Strategy-oriented Business Process Modeling to S-BPM. In: Zehbold, C. (Eds.): Communications in Computer and Information Science Volume 422: S-BPM ONE Application Studies and Work in Progress. Springer, Cham, p. 67-84.

Lederer, M., Huber, S., Kocak, I. (2014): Increasing Strategy-Achievement in Business Processes and Information Systems using an Objective-based Optimization Approach. In: Nunes, M.B., Peng, G. C. (Eds.): Proceedings of the International Conference Information Systems Post-Implementation and Change Management 2014 (forthcoming), Lisbon, IADIS, Lisbon.

This management scorecard helps to plan and control process changes in predefined challenge areas.

Lederer, M., Huber, S., Zellner, C. (2013): Business Process Deployment Scorecard: Managing Process Changes Transparently. In: Nunes, M.B., Peng, G. C., Roth, J. (Eds.): Proceedings of the International Conference Information Systems Post-Implementation and Change Management 2013, Prague, IADIS, Lisbon, p. 3-10.

This procedure contributes typical target-action combinations as well as performance indicators and can be used as a recommendation system for middle managers.

Lederer, M., Gerber, S. (2015): Ein Empfehlungssystem für Prozessoptimierungen im Product Lifecycle Management als Ideengeber und Entscheidungshilfe für mittlere Manager. In: 11th International Conference on Wirtschaftsinformatik, Osnabrück (forthcoming).

This sub-model contributes a Company-wide Business controlling as well as an approach to manage communication activities as well as individual incentives to support strategy-oriented behavior of individuals.

Lederer, M., Schott, P., Keppler, A. (2015): Using a Strategy-oriented Business Process Modeling Notation for a Transparent Company-wide Business Control System. International Journal of Decision Support Systems (forthcoming).