ICIEOM2020_ABST_0001_37424
BPM PROCESS IMPLEMENTATION IN A SMB SERVICE PROVIDER: MANAGING TRANSITIONS RISKS IN BPM LIFE CYCLE WITH MARKOV TRAJECTORIES MODEL AND GAMIFICATION TECHNIQUES
ÁREA: 01. Operations and Process Management
RESUMO:
One of the main challenges in business process management practices is related to the transition between the ?AS-IS? and ?TO-BE? stages of the BPM (Business Process Management) life cycle. It is necessary to ensure that the insertion of this management model during those stages, also guarantees the stability of the business, mitigating the possibility of financial or operational instabilities meanwhile. This is one of the central concerns in any change or management process for the adoption of new practices. In this paper we present a methodological approach combining techniques from operational research and information and decision theory, aligned with a gamification strategy that, when applied to the management of changes between the ?AS-IS? and ?TO-BE? stages of the cycle of life BPM, avoid possible instabilities in corporate results. In order to verify our methodology, we applied the techniques in a small and midsize business (SMB) in the education sector, measuring corporate performance in the transition period and comparing statistically with the evolution to the optimal scenario provided by the applied methodology. Such a combination of techniques opens a new perspective for the application of business process management to corporate environments, because in addition to allowing a smooth transition during the learning phase and the process implementation phase - it still provides us with means to predict the evolution of scenarios during this transition.
PALAVRAS-CHAVE:
business process management, operational research, scenario evolution.
DOI: 10.14488/ijcieom2020_abst_0001_37424
RESUMO:
One of the main challenges in business process management practices is related to the transition between the ?AS-IS? and ?TO-BE? stages of the BPM (Business Process Management) life cycle. It is necessary to ensure that the insertion of this management model during those stages, also guarantees the stability of the business, mitigating the possibility of financial or operational instabilities meanwhile. This is one of the central concerns in any change or management process for the adoption of new practices. In this paper we present a methodological approach combining techniques from operational research and information and decision theory, aligned with a gamification strategy that, when applied to the management of changes between the ?AS-IS? and ?TO-BE? stages of the cycle of life BPM, avoid possible instabilities in corporate results. In order to verify our methodology, we applied the techniques in a small and midsize business (SMB) in the education sector, measuring corporate performance in the transition period and comparing statistically with the evolution to the optimal scenario provided by the applied methodology. Such a combination of techniques opens a new perspective for the application of business process management to corporate environments, because in addition to allowing a smooth transition during the learning phase and the process implementation phase - it still provides us with means to predict the evolution of scenarios during this transition.
PALAVRAS-CHAVE:
business process management, operational research, scenario evolution.
DOI: 10.14488/ijcieom2020_abst_0001_37424
AUTORES:
LARISSA ANE HORA DE SOUZA
UNIVERSIDADE FEDERAL DE ALAGOAS
VICTOR DIOGHO HEUER DE CARVALHO
UNIVERSIDADE FEDERAL DE ALAGOAS
JONHATAN MAGNO NORTE DA SILVA
UNIVERSIDADE FEDERAL DE ALAGOAS
ROBÉRIO JOSÉ ROGÉRIO DOS SANTOS
UNIVERSIDADE FEDERAL DE ALAGOAS
LARISSA ANE HORA DE SOUZA
UNIVERSIDADE FEDERAL DE ALAGOAS
VICTOR DIOGHO HEUER DE CARVALHO
UNIVERSIDADE FEDERAL DE ALAGOAS
JONHATAN MAGNO NORTE DA SILVA
UNIVERSIDADE FEDERAL DE ALAGOAS
ROBÉRIO JOSÉ ROGÉRIO DOS SANTOS
UNIVERSIDADE FEDERAL DE ALAGOAS
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