• The Journal of Society for e-Business Studies
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• v.12 no.2
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• pp.249-267
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• 2007

A variety of BPM (Business Process Management) standards to achieve interoperability among heterogeneous systems have been released. Areas of BPM standards include business process modeling, process execution and management, and monitoring and controlling. The purpose of this research is to develop an adoption strategy and guideline for implementing BPM standards. We suggest a strategy for implementing BPMN (Business Process Modeling Notation), BPEL (Business Process Execution Language), and BPQL (Business Process Query Language) and provide a specific implementation guideline for developing BPM solutions using each standard. We expect that BPM vendors can establish their own strategy for adopting BPM standards and implement BPM solutions efficiently and effectively with the help of the strategy and guideline described in this paper.

• Journal of Information Technology Services
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• v.5 no.2
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• pp.107-123
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• 2006

The objectives of this study is to develop a strategy for the adoption of BPM(Business Process Management) standards and an implementation guideline of the BPM standard for BPM solution developers focusing on BPEL(Business Process Execution Language) which is regarded as the most important BPM standard. In the heterogeneous and distributed IT environments, every type of enterprise software requires standards to enhance interoperability. BPMS(Business Process Management System), which is a type of enterprise software requires BPM standards such as BPEL(Business Process Execution Language), BPMN(Business Process Modeling and Notation), BPQL(Business Process Query Language) and so on to achieve multi-system interoperability and component interoperability with their BPM solutions. It is quite helpful to provide the adoption strategy concerning BPM standards for each type of BPM solution vendors who need the BPM standards. Since the BPEL is conceived as the most important BPM standard and widely adopted by many BPM vendors, we have proposed a reference architecture for BPEL implementation and also developed the detail implementation guideline of core components of the BPM system supporting the BPEL standard. Using the strategy and implementation guideline proposed in this work, BPM solution vendors can establish their own standard adoption strategy and they can also develop their BPM solutions supporting the BPM standards more efficiently.

• Information Systems Review
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• v.8 no.1
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• pp.25-41
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• 2006

This paper is about how to drive a Business Process Management(BPM) implementation project from selecting a target process to BPM deployment. For guidance of BPM implementation, LG CNS BPM Methodology and enPAM(Entrue Process Assessment Model) were used. This paper focuses on the methodology of process selection and presents a case study from the telecommunication industry. The enPAM consists of three major criteria in determining process priority for BPM system deployment: business impact, BPM adequateness and implementation feasibility. These three criteria can be easily modified for other telecommunication business just as we did to suit this telecom case. Moreover, it could provide useful ideas to companies that consider introducing a BPM solution for process management. Although we propose a comprehensive design methodology for selecting a proper target business process for BPM implementation, more work is still needed to extend the results for rigorous and practical method.

• Korean Journal of Construction Engineering and Management
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• v.11 no.1
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• pp.16-28
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• 2010

Construction companies are fulfilled in according to project, and it is difficult to execute the standardized process in various construction projects. Thus many construction companies is adopting BPM(Business Process Management) that meet business process change and business improvement. However, it is difficult to apply BPM in a lump because of difference of BPM characteristics and company's strategies. For this reason, it is desirable to select business process based on company's priority. This study indicated need of method for selecting business process through studying current researches, and made BPA for construction company by analyzing business process in construction company. Moreover, this study indicated core business process from a point of profitability and growth view through grasping strategic goal priority. And also, it proposed criteria for process evaluation for BPM adoption, evaluated core business process, and indicated prior business process for BPM adoption.

• The Journal of the Korea Contents Association
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• v.17 no.7
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• pp.44-55
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• 2017

Many enterprises have recently been pursuing process innovation or improvement to attain their performance goal. To comprehensively support business process execution, the concept of business process management (BPM) has been widely adopted. A life cycle of BPM is composed of process diagnosis, (re)design, and enactment. For aligning with enterprise strategies, all BPM activities must be closely related to performance metrics because the metrics are the drivers and evaluators of business process operations. The objective of this paper is to propose a life cycle-based BPM framework integrated with the process-based performance measurement model, in which business processes are systematically interrelated with key performance indicators (KPIs) during an entire BPM life cycle. By using the proposed BPM framework, company practitioners involved in process innovation projects can easily and efficiently find the most influencing processes upon enterprise performance in the process diagnosis phase, evaluate the performance of newly designed process in the process (re)design phase, monitor the KPIs of new business process, and adjust business process activities in the process execution phase through the BPM life cycle.

• Korean Journal of Construction Engineering and Management
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• v.10 no.6
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• pp.28-39
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• 2009

Recently, it has been an issue on BPM(Business Process Management, below BPM), which is a sort of business management methods that secures agility and flexibility through sustainable improving and monitoring in a rapid-changing environment. To introduce BPM to construction company we need to set up a procedure for objective, define criteria according to the business structure defined by BPA(Business Process Architecture, below BPA) and analyze works and then select targets. Those BPM target works need to have a close relationship with corporate strategy and to support realizing corporate value. Therefore, this paper will study BPM Target works of construction companies for an effective introduction BPM through questioning from working-level staff. In addition, it will analyze their types and corporate core strategy and BPM target works, then study the main strategy according to BPM target types. And also, this study is expected to help construction companies to choose the business for BPM adoption through analyzing current situation and strategy for business selection when adopting BPM.

• The Journal of the Korea Contents Association
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• v.6 no.4
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• pp.38-45
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• 2006

Most organizations adopt a process-based approach to manage their operations and now business process management(BPM) is a well-established concept. Because ISO 9001:2000 has been influenced by BPR and it also emphasizes process based, BPM can get together with ISO 9001:2000. Korea Institute of Science and Technology Information has taken ISO 9001:2000 certificate in November 11, 2003 and has implemented quality management systems based on BPM. We call it KQMS(KISTI Quality Management System). KQMS based on BPMS is a new example in field of ISO quality management and is expected to support process management well.

• Journal of Construction Engineering and Project Management
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• v.2 no.2
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• pp.36-44
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• 2012

Adoption and practical application of BPM yet remains at a theoretic and methodological level for many industrial sectors. As for construction industry, adapting BPM into enterprise resource across all business processes could cause problems due to rapid change in corporate operation systems. Furthermore, it is unable to predict potential risks of business process while BPM are being applied. Therefore, applying BPM model to core strategy and individual task seems more effective than applying BPM model to the entire enterprise resource planning. In this paper, we define BPM and suggest a BPM model by analyzing each business unit in order to evaluate each business unit which is included in the business process architecture based on quantitative standards. This paper also presents a sequential application plan for business process model. Finally, a case study is demonstrated for the application of BPM system, focusing on cost management business, which turned out to be a top priority in the aspect of efficiency and ease based on priority analysis.

• Korean Journal of Construction Engineering and Management
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• v.11 no.1
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• pp.3-15
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• 2010

Many enterprises have adopted various management techniques and IT systems such as "Process Management", "ERP" for coping with rapid business environment change and for continual growth. However, the separation problem between business process and IT system which causes reduction of business management efficiency has occurred for the lack of integration management mechanism. To solve this problem, many companies try to adopt BPM (Business Process Management) concept. The purpose of this study is to identify this separation problem in Korean construction companies which are trying to apply BPM to their business through evaluating IT system support to business processes. This study indicated the need of evaluation through current researches and case studies, then made hierarchy of home business of construction companies and analyzed IT systems for supporting business. The evaluation method is designed based on these researches. This study proposed the implications for adopting BPM in construction companies based on evaluation results analysis.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.10a
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• pp.139-142
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• 2004

Business Activities usually comprises various types of business processes. However, most companies don't standardize the constituent processes and accumulate them in formal models, so that they have their limitations for efficient process management and continuous process improvement. Recently, in order to overcome the obstacles, the companies increasingly tend to introduce a BPM (Business Process Management) system. The BPM system functions as modeling dispersed processes over the companies definitely, running the processes and improving them. In addition, the BPM plays a role as a platform in which diverse business applications can be developed. Generally, it is prerequisite to define business processes clearly to run them in the BPM. Unfortunately, companies don't arrange the processes systematically, so that they have difficulty in the introduction and implementation of the system. In this paper, we introduce a new type of a business application to support the clarification of business structure and processes in the companies and facilitate the introduction of the BPM system. The new system is a 'job manual system' developed on the BPM platform. A process model modeled in the job manual system can be transported directly to the BPM system in which the model becomes an executable status. The new system's properties including this feature enable to manage business processes efficiently and help users of the both system perform relevant tasks conveniently.