Synchronous design of business processes and information systems using dynamic process modelling

George M. Giaglis, Vlatka Hlupic, Gert Jan De Vreede, Alexander Verbraeck

    Research output: Contribution to journalArticlepeer-review

    Abstract

    Purpose - This paper investigates the potential of dynamic process modelling as an approach for addressing the problem of information systems (ISs) evaluation in the context of organisational change. Design/methodology/approach - A real-life case study is discussed, showing how dynamic simulation models that incorporate the effects of a proposed IS on existing business processes can help analysts and decision makers arrive at more informed choices for system design and evaluation. Findings - Based on the case findings, we postulate that the design and implementation of organisational systems could be augmented by the development of dynamic process models depicting business operations before and after the introduction of an IS, and the subsequent experimentation with such models to achieve maximum fit between organisational needs and system capabilities. Research limitations/implications - The study findings imply that dynamic process modelling may be of help in the endeavour of developing ISs that are aligned with the overall business strategy and objectives. Originality/value - Shows how dynamic simulation models that incorporate the effects of a proposed IS on existing business processes can help analysts and decision makers arrive at more informed choices for system design and evaluation.

    Original languageEnglish
    Pages (from-to)488-500
    Number of pages13
    JournalBusiness Process Management Journal
    Volume11
    Issue number5
    DOIs
    Publication statusPublished - 2005

    Keywords

    • Information systems
    • Modelling
    • Process management
    • Simulation

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