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process quality</title> <meta name="description" content="Search results for: business process quality"> <meta name="keywords" content="business process quality"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="business process quality"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 24641</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: business process quality</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24641</span> A Tool for Assessing Performance and Structural Quality of Business Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mariem%20Kchaou">Mariem Kchaou</a>, <a href="https://publications.waset.org/abstracts/search?q=Wiem%20Khlif"> Wiem Khlif</a>, <a href="https://publications.waset.org/abstracts/search?q=Faiez%20Gargouri"> Faiez Gargouri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Modeling business processes is an essential task when evaluating, improving, or documenting existing business processes. To be efficient in such tasks, a business process model (BPM) must have high structural quality and high performance. Evidently, evaluating the performance of a business process model is a necessary step to reduce time, cost, while assessing the structural quality aims to improve the understandability and the modifiability of the BPMN model. To achieve these objectives, a set of structural and performance measures have been proposed. Since the diversity of measures, we propose a framework that integrates both structural and performance aspects for classifying them. Our measure classification is based on business process model perspectives (e.g., informational, functional, organizational, behavioral, and temporal), and the elements (activity, event, actor, etc.) involved in computing the measures. Then, we implement this framework in a tool assisting the structural quality and the performance of a business process. The tool helps the designers to select an appropriate subset of measures associated with the corresponding perspective and to calculate and interpret their values in order to improve the structural quality and the performance of the model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=performance" title="performance">performance</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20quality" title=" structural quality"> structural quality</a>, <a href="https://publications.waset.org/abstracts/search?q=perspectives" title=" perspectives"> perspectives</a>, <a href="https://publications.waset.org/abstracts/search?q=tool" title=" tool"> tool</a>, <a href="https://publications.waset.org/abstracts/search?q=classification%20framework" title=" classification framework"> classification framework</a>, <a href="https://publications.waset.org/abstracts/search?q=measures" title=" measures"> measures</a> </p> <a href="https://publications.waset.org/abstracts/120242/a-tool-for-assessing-performance-and-structural-quality-of-business-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/120242.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">157</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24640</span> The Delone and McLean Model: A Review and Reconceptualisation for Explaining Organisational IS Success</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Probir%20Kumar%20Banerjee">Probir Kumar Banerjee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Though the revised DeLone and McLean (DM) model of IS success is found to be effective at the individual level of analysis, there is lack of consensus in regard to its effectiveness at the organisational level. This research reviews the DM model in the light of business/IT alignment theory and supporting literature, and suggests its reconceptualization. Specifically, arguments are made for augmenting it with business process quality. Business process quality, it is argued, captures the effect of intent to use, use and user satisfaction interactions, thus eliminating the need to capture their interaction effects in explaining organisational IS success. It is also argued that ‘operational performance’ driven by systems and business process quality, and higher order measures of organisational performance tied to operational performance are appropriate measures of ‘net benefit’. Suggestions are made for reconceptualisation of the other constructs and an adapted model of organisational IS success is proposed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20IS%20success" title="organisational IS success">organisational IS success</a>, <a href="https://publications.waset.org/abstracts/search?q=business%2FIT%20alignment" title=" business/IT alignment"> business/IT alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=systems%20quality" title=" systems quality"> systems quality</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20quality" title=" business process quality"> business process quality</a>, <a href="https://publications.waset.org/abstracts/search?q=operational%20performance" title=" operational performance"> operational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20performance" title=" market performance"> market performance</a> </p> <a href="https://publications.waset.org/abstracts/39428/the-delone-and-mclean-model-a-review-and-reconceptualisation-for-explaining-organisational-is-success" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39428.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">395</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24639</span> Signature Verification System for a Banking Business Process Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Rahaf">A. Rahaf</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Liyakathunsia"> S. Liyakathunsia</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today’s world, unprecedented operational pressure is faced by banks that test the efficiency, effectiveness, and agility of their business processes. In a typical banking process, a person’s authorization is usually based on his signature on most all of the transactions. Signature verification is considered as one of the highly significant information needed for any bank document processing. Banks usually use Signature Verification to authenticate the identity of individuals. In this paper, a business process model has been proposed in order to increase the quality of the verification process and to reduce time and needed resources. In order to understand the current process, a survey has been conducted and distributed among bank employees. After analyzing the survey, a process model has been created using Bizagi modeler which helps in simulating the process after assigning time and cost of it. The outcomes show that the automation of signature verification process is highly recommended for a banking business process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20modeling" title=" process modeling"> process modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a>, <a href="https://publications.waset.org/abstracts/search?q=Signature%20Verification" title=" Signature Verification"> Signature Verification</a> </p> <a href="https://publications.waset.org/abstracts/67664/signature-verification-system-for-a-banking-business-process-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67664.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">425</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24638</span> Various Models of Quality Management Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> People, process and IT are the most important assets of any organization. Optimal utilization of these resources has been the question of research in business for many decades. The business world have responded by inventing various methodologies that can be used for addressing problems of quality improvement, efficiency of processes, continuous improvement, reduction of waste, automation, strategy alignments etc. Some of these methodologies can be commonly called as Business Process Quality Management methodologies (BPQM). In essence, the first references to the process management can be traced back to Frederick Taylor and scientific management. Time and motion study was addressed to improvement of manufacturing process efficiency. The ideas of scientific management were in use for quite a long period until more advanced quality management techniques were developed in Japan and USA. One of the first prominent methods had been Total Quality Management (TQM) which evolved during 1980’s. About the same time, Six Sigma (SS) originated at Motorola as a separate method. SS spread and evolved; and later joined with ideas of Lean manufacturing to form Lean Six Sigma. In 1990’s due to emerging IT technologies, beginning of globalization, and strengthening of competition, companies recognized the need for better process and quality management. Business Process Management (BPM) emerged as a novel methodology that has taken all this into account and helped to align IT technologies with business processes and quality management. In this article we will study various aspects of above mentioned methods and identified their relations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-process" title="e-process">e-process</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a>, <a href="https://publications.waset.org/abstracts/search?q=TQM" title=" TQM"> TQM</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM" title=" BPM"> BPM</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=six%20sigma" title=" six sigma"> six sigma</a>, <a href="https://publications.waset.org/abstracts/search?q=CPI" title=" CPI"> CPI</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/36755/various-models-of-quality-management-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36755.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">440</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24637</span> A Holistic Workflow Modeling Method for Business Process Redesign</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Heejung%20Lee">Heejung Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In a highly competitive environment, it becomes more important to shorten the whole business process while delivering or even enhancing the business value to the customers and suppliers. Although the workflow management systems receive much attention for its capacity to practically support the business process enactment, the effective workflow modeling method remain still challenging and the high degree of process complexity makes it more difficult to gain the short lead time. This paper presents a workflow structuring method in a holistic way that can reduce the process complexity using activity-needs and formal concept analysis, which eventually enhances the key performance such as quality, delivery, and cost in business process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=workflow%20management" title="workflow management">workflow management</a>, <a href="https://publications.waset.org/abstracts/search?q=re-engineering" title=" re-engineering"> re-engineering</a>, <a href="https://publications.waset.org/abstracts/search?q=formal%20concept%20analysis" title=" formal concept analysis"> formal concept analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process" title=" business process"> business process</a> </p> <a href="https://publications.waset.org/abstracts/16351/a-holistic-workflow-modeling-method-for-business-process-redesign" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16351.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">409</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24636</span> Business Process Orientation: Case of Croatia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan">Ljubica Milanović Glavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Because of the increasing business pressures, companies must be adaptable and flexible in order to withstand them. Inadequate business processes and low level of business process orientation, that in its core accentuates business processes as opposed to business functions and focuses on process performance and customer satisfaction, hider the ability to adapt to changing environment. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. The aim of this paper is to provide a basic understanding of business process orientation concept and business process maturity model. Besides that the paper presents the state of business process orientation in Croatia that has been captured with a study conducted in 2013. Based on the results some practical implications and guidelines for managers are given. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20orientation" title="business process orientation">business process orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20maturity" title=" business process maturity"> business process maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=Croatia" title=" Croatia"> Croatia</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20score" title=" maturity score"> maturity score</a> </p> <a href="https://publications.waset.org/abstracts/10216/business-process-orientation-case-of-croatia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10216.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">547</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24635</span> The Development of the Quality Management Processes for the Building and Environment of the Basic Education Schools</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Suppara%20Charoenpoom">Suppara Charoenpoom</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objectives of this research was to design and develop a quality management of the school buildings and environment. A quantitative and qualitative mixed research methodology was used. The population sample included 14 directors of primary schools. Two research tools were used. The first research tool included an in-depth interview and questionnaire. The second research tool included the Quality Business Process and Quality Work Procedure, and a Key Performance Indicator of each activity. The statistics included mean and standard deviation. The findings for the development of a quality management process of buildings and environment administration of the basic schools consisted of one quality business process (QBP) and seven quality work processes (QWP). The result from the experts’ evaluation revealed that the process and implementation of quality management of the school buildings and environment has passed the inspection process with consensus. This implies that the process of quality management of the school buildings and environment is suitable for implementation. Moreover, the level of agreement in the feasibility of the implementation of this plan had the mean in the range of 0.64-1.00 which suggests the design of the new plan is acceptable. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=process" title="process">process</a>, <a href="https://publications.waset.org/abstracts/search?q=building" title=" building"> building</a>, <a href="https://publications.waset.org/abstracts/search?q=environment" title=" environment"> environment</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/2854/the-development-of-the-quality-management-processes-for-the-building-and-environment-of-the-basic-education-schools" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2854.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">239</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24634</span> The Impact of the Business Process Reengineering on the Practices of the Human Resources Management in the Franco Tunisian Company-Network</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nesrine%20Bougarech">Nesrine Bougarech</a>, <a href="https://publications.waset.org/abstracts/search?q=Habib%20Affes"> Habib Affes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research lays the emphasis on the business process reengineering (BPR) which consists in radically altering the organizational processes through the optimal use of information technology (IT) to attain major enhancements in terms of quality, performance and productivity. A survey of the business process reengineering (BPR) was carried out in three French groups and their subsidiaries in Tunisia. The data collected were qualitatively analyzed in an attempt to test the main indicators of the success of a business process reengineering project (BPR) and to compare the importance of these indicators in the context of France versus Tunisia. The study corroborates that the respect of the inherent principles of the business process reengineering (BPR) and the diversity of the human resources involved in the project can lead to better productivity, higher quality of the goods or services and lower cost. Additionally, our results mirror the extent to which the respect of the principles and the diversity of resources are more important in the French companies than in their Tunisian subsidiaries. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20reengineering%20%28BPR%29" title="business process reengineering (BPR)">business process reengineering (BPR)</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management%20%28HRM%29" title=" human resources management (HRM)"> human resources management (HRM)</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology%20%28IT%29" title=" information technology (IT)"> information technology (IT)</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/48863/the-impact-of-the-business-process-reengineering-on-the-practices-of-the-human-resources-management-in-the-franco-tunisian-company-network" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48863.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">408</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24633</span> Methods for Business Process Simulation Based on Petri Nets</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Shoylekova">K. Shoylekova</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Grigorova"> K. Grigorova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Petri nets are the first standard for business process modeling. Most probably, it is one of the core reasons why all new standards created afterwards have to be so reformed as to reach the stage of mapping the new standard onto Petri nets. The paper presents a Business process repository based on a universal database. The repository provides the possibility the data about a given process to be stored in three different ways. Business process repository is developed with regard to the reformation of a given model to a Petri net in order to be easily simulated two different techniques for business process simulation based on Petri nets - Yasper and Woflan are discussed. Their advantages and drawbacks are outlined. The way of simulating business process models, stored in the Business process repository is shown. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20repository" title="business process repository">business process repository</a>, <a href="https://publications.waset.org/abstracts/search?q=petri%20nets" title=" petri nets"> petri nets</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=Woflan" title=" Woflan"> Woflan</a>, <a href="https://publications.waset.org/abstracts/search?q=Yasper" title=" Yasper"> Yasper</a> </p> <a href="https://publications.waset.org/abstracts/41091/methods-for-business-process-simulation-based-on-petri-nets" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41091.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">370</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24632</span> Using Agility in Building Business Process Management Solutions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kre%C5%A1imir%20Fertalj">Krešimir Fertalj</a>, <a href="https://publications.waset.org/abstracts/search?q=Mladen%20Mateja%C5%A1"> Mladen Matejaš</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In turbulent modern economy, the companies need to properly manage their business processes. Well defined and stable business processes ensure the security of crucial data and application, and provide a quality product or service to the end customer. On the other side constant changes on the market, new regulatory provisions and emerging new technologies require the need of issuing prompt and effective changes of business process. In this article, we explore the use of agile principles in working with business process management (BPM) solutions. We deal with difficulties in BPM development cycle, review the benefits of using agility and choose the basic agile principles that ensure the success of a BPM project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agile%20development" title="agile development">agile development</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM%20environment" title=" BPM environment"> BPM environment</a>, <a href="https://publications.waset.org/abstracts/search?q=Kanban" title=" Kanban"> Kanban</a>, <a href="https://publications.waset.org/abstracts/search?q=SCRUM" title=" SCRUM"> SCRUM</a>, <a href="https://publications.waset.org/abstracts/search?q=XP" title=" XP"> XP</a> </p> <a href="https://publications.waset.org/abstracts/38383/using-agility-in-building-business-process-management-solutions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38383.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">321</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24631</span> Towards Incorporating Context Awareness into Business Process Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xiaohui%20Zhao">Xiaohui Zhao</a>, <a href="https://publications.waset.org/abstracts/search?q=Shahan%20Mafuz"> Shahan Mafuz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Context-aware technologies provide system applications with the awareness of environmental conditions, customer behaviour, object movements, etc. Further, with such capability system applications can be smart to adapt intelligently their responses to the changing conditions. Concerning business operations, this promises businesses that their business processes can run more intelligently, adaptively and flexibly, and thereby either improve customer experience, enhance reliability of service delivery, or lower operational cost, to make the business more competitive and sustainable. Aiming at realizing such context-aware business process management, this paper firstly explores its potential benefit and then identifies some gaps between the current business process management support and the expected. In addition, some preliminary solutions are also discussed with context definition, rule-based process execution, run-time process evolution, etc. A framework is also presented to give a conceptual architecture of context-aware business process management system to guide system implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20adaptation" title="business process adaptation">business process adaptation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20evolution" title=" business process evolution"> business process evolution</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modelling" title=" business process modelling"> business process modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20context%20awareness" title=" and context awareness"> and context awareness</a> </p> <a href="https://publications.waset.org/abstracts/39629/towards-incorporating-context-awareness-into-business-process-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39629.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">413</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24630</span> Bridging the Gap between Different Interfaces for Business Process Modeling</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Katalina%20Grigorova">Katalina Grigorova</a>, <a href="https://publications.waset.org/abstracts/search?q=Kaloyan%20Mironov"> Kaloyan Mironov</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper focuses on the benefits of business process modeling. Although this discipline is developing for many years, there is still necessity of creating new opportunities to meet the ever-increasing users’ needs. Because one of these needs is related to the conversion of business process models from one standard to another, the authors have developed a converter between BPMN and EPC standards using workflow patterns as intermediate tool. Nowadays there are too many systems for business process modeling. The variety of output formats is almost the same as the systems themselves. This diversity additionally hampers the conversion of the models. The presented study is aimed at discussing problems due to differences in the output formats of various modeling environments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modeling" title="business process modeling">business process modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modeling%20standards" title=" business process modeling standards"> business process modeling standards</a>, <a href="https://publications.waset.org/abstracts/search?q=workflow%20patterns" title=" workflow patterns"> workflow patterns</a>, <a href="https://publications.waset.org/abstracts/search?q=converting%20models" title=" converting models"> converting models</a> </p> <a href="https://publications.waset.org/abstracts/40931/bridging-the-gap-between-different-interfaces-for-business-process-modeling" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40931.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">586</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24629</span> A Case Study of Conceptual Framework for Process Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan">Ljubica Milanović Glavan</a>, <a href="https://publications.waset.org/abstracts/search?q=Vesna%20Bosilj%20Vuk%C5%A1i%C4%87"> Vesna Bosilj Vukšić</a>, <a href="https://publications.waset.org/abstracts/search?q=Dalia%20Su%C5%A1a"> Dalia Suša</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In order to gain a competitive advantage, many companies are focusing on reorganization of their business processes and implementing process-based management. In this context, assessing process performance is essential because it enables individuals and groups to assess where they stand in comparison to their competitors. In this paper, it is argued that process performance measurement is a necessity for a modern process-oriented company and it should be supported by a holistic process performance measurement system. It seems very unlikely that a universal set of performance indicators can be applied successfully to all business processes. Thus, performance indicators must be process-specific and have to be derived from both the strategic enterprise-wide goals and the process goals. Based on the extensive literature review and interviews conducted in Croatian company a conceptual framework for process performance measurement system was developed. The main objective of such system is to help process managers by providing comprehensive and timely information on the performance of business processes. This information can be used to communicate goals and current performance of a business process directly to the process team, to improve resource allocation and process output regarding quantity and quality, to give early warning signals, to make a diagnosis of the weaknesses of a business process, to decide whether corrective actions are needed and to assess the impact of actions taken. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Croatia" title="Croatia">Croatia</a>, <a href="https://publications.waset.org/abstracts/search?q=key%20performance%20indicators" title=" key performance indicators"> key performance indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20measurement" title=" performance measurement"> performance measurement</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20performance" title=" process performance"> process performance</a> </p> <a href="https://publications.waset.org/abstracts/46579/a-case-study-of-conceptual-framework-for-process-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46579.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">673</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24628</span> Quality Business Ethics: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fotis%20Vouzas">Fotis Vouzas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper is an attempt to investigate the Business Ethics link to Quality Management. Business Ethics as a management practice is well rooted in many organizations, but its contribution to quality management implementation programs and practices is not well documented. The ISO 9000 and the Business Excellence frameworks and Awards seem to provide a basis for the implementation of a TQM philosophy contributing to efficiency, enhanced performance and sustainability. The author examines a series of Corporate Ethics initiatives and investigates the relationship to Total Quality Management in an MNC operating in Greece. The data gathering was carried out through extensive and in-depth interviews with several multiple informants, i.e., the plant manager, the production manager, and the personnel manager, using a semi-structured questionnaire with open-ended questions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title="total quality management">total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20ethics" title=" business ethics"> business ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=Greece" title=" Greece"> Greece</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%209000" title=" ISO 9000"> ISO 9000</a> </p> <a href="https://publications.waset.org/abstracts/172550/quality-business-ethics-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/172550.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">77</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24627</span> Mining Diagnostic Investigation Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sohail%20Imran">Sohail Imran</a>, <a href="https://publications.waset.org/abstracts/search?q=Tariq%20Mahmood"> Tariq Mahmood</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In complex healthcare diagnostic investigation process, medical practitioners have to focus on ways to standardize their processes to perform high quality care and optimize the time and costs. Process mining techniques can be applied to extract process related knowledge from data without considering causal and dynamic dependencies in business domain and processes. The application of process mining is effective in diagnostic investigation. It is very helpful where a treatment gives no dispositive evidence favoring it. In this paper, we applied process mining to discover important process flow of diagnostic investigation for hepatitis patients. This approach has some benefits which can enhance the quality and efficiency of diagnostic investigation processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=process%20mining" title="process mining">process mining</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare" title=" healthcare"> healthcare</a>, <a href="https://publications.waset.org/abstracts/search?q=diagnostic%20investigation%20process" title=" diagnostic investigation process"> diagnostic investigation process</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20flow" title=" process flow"> process flow</a> </p> <a href="https://publications.waset.org/abstracts/9370/mining-diagnostic-investigation-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9370.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">523</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24626</span> Embedding Knowledge Management in Business Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paul%20Ihuoma%20Oluikpe">Paul Ihuoma Oluikpe</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to explore and highlight the process of creating value for strategy management by embedding knowledge management in the business process. Knowledge management can be seen from a three-dimensional perspective of content, connections and competencies. These dimensions can be embedded in the knowledge processes (create, capture, share, and apply) and operationalized within a business process to effectively create a scenario where knowledge can be focused on enabling a process and the process in turn generates outcomes. The application of knowledge management on business processes of organizations is rare and underreported. Few researches have explored this paradigm although researches have tended to reinforce the notion that competitive advantage sits within the internal aspects of the firm. Given this notion, it is surprising that knowledge management research and practice have not focused sufficiently on the business process which is the basic unit of organizational decision implementation. This research serves to generate understanding on applying KM in business process using a large multinational in Sub-Saharan Africa. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process" title=" business process"> business process</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=multinational" title=" multinational"> multinational</a> </p> <a href="https://publications.waset.org/abstracts/16209/embedding-knowledge-management-in-business-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16209.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">693</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24625</span> A Goal-Oriented Social Business Process Management Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Ehson%20Rangiha">Mohammad Ehson Rangiha</a>, <a href="https://publications.waset.org/abstracts/search?q=Bill%20Karakostas"> Bill Karakostas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social Business Process Management (SBPM) promises to overcome limitations of traditional BPM by allowing flexible process design and enactment through the involvement of users from a social community. This paper proposes a meta-model and architecture for socially driven business process management systems. It discusses the main facets of the architecture such as goal-based role assignment that combines social recommendations with user profile, and process recommendation, through a real example of a charity organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=goal-based%20modelling" title=" goal-based modelling"> goal-based modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20recommendation%20social%20collaboration" title=" process recommendation social collaboration"> process recommendation social collaboration</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20BPM" title=" social BPM"> social BPM</a> </p> <a href="https://publications.waset.org/abstracts/9192/a-goal-oriented-social-business-process-management-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9192.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">494</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24624</span> An Automated Business Process Management for Smart Medical Records</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Malak">K. Malak</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Nourah"> A. Nourah</a>, <a href="https://publications.waset.org/abstracts/search?q=S.Liyakathunisa"> S.Liyakathunisa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, healthcare services are facing many challenges since they are becoming more complex and more needed. Every detail of a patient’s interactions with health care providers is maintained in Electronic Health Records (ECR) and Healthcare information systems (HIS). However, most of the existing systems are often focused on documenting what happens in manual health care process, rather than providing the highest quality patient care. Healthcare business processes and stakeholders can no longer rely on manual processes, to provide better patient care and efficient utilization of resources, Healthcare processes must be automated wherever it is possible. In this research, a detail survey and analysis is performed on the existing health care systems in Saudi Arabia, and an automated smart medical healthcare business process model is proposed. The business process management methods and rules are followed in discovering, collecting information, analysis, redesign, implementation and performance improvement analysis in terms of time and cost. From the simulation results, it is evident that our proposed smart medical records system can improve the quality of the service by reducing the time and cost and increasing efficiency <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management" title="business process management">business process management</a>, <a href="https://publications.waset.org/abstracts/search?q=electronic%20health%20records" title=" electronic health records"> electronic health records</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a>, <a href="https://publications.waset.org/abstracts/search?q=cost" title=" cost"> cost</a>, <a href="https://publications.waset.org/abstracts/search?q=time" title=" time"> time</a> </p> <a href="https://publications.waset.org/abstracts/67697/an-automated-business-process-management-for-smart-medical-records" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67697.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">341</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24623</span> Developing a Grading System for Restaurants</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Joseph%20Roberson">Joseph Roberson</a>, <a href="https://publications.waset.org/abstracts/search?q=Carina%20Kleynhans"> Carina Kleynhans</a>, <a href="https://publications.waset.org/abstracts/search?q=Willie%20Coetzee"> Willie Coetzee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The low entry barriers of the restaurant industry lead to an extremely competitive business environment. In this volatile business sector it is of the utmost importance to implement a strategy of quality differentiation. Vital aspects of a quality differentiation strategy are total quality management, benchmarking and service quality management. Ultimately, restaurant success depends on the continuous support of customers. Customers select restaurants based on their expectations of quality. If the customers' expectations are met, they perceive quality service and will re-patronize the restaurant. The restaurateur can manage perceptions of quality by influencing expectations while ensuring that those expectations are not inflated. The management of expectations can be done by communicating service quality to customers. The aim of this research paper is to describe the development of a grading process for restaurants. An assessment of the extensive body of literature on grading was conducted through content analysis. A standardized method for developing a grading system would assist in successful grading systems that could inform both customers and restaurateurs of restaurant quality. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=benchmarking" title="benchmarking">benchmarking</a>, <a href="https://publications.waset.org/abstracts/search?q=restaurants" title=" restaurants"> restaurants</a>, <a href="https://publications.waset.org/abstracts/search?q=grading" title=" grading"> grading</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality" title=" service quality"> service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title=" total quality management"> total quality management</a> </p> <a href="https://publications.waset.org/abstracts/9127/developing-a-grading-system-for-restaurants" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9127.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">333</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24622</span> Proposing an Improved Managerial-Based Business Process Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alireza%20Nikravanshallmani">Alireza Nikravanshallmani</a>, <a href="https://publications.waset.org/abstracts/search?q=Jamshid%20Dehmeshki"> Jamshid Dehmeshki</a>, <a href="https://publications.waset.org/abstracts/search?q=Mojtaba%20Ahmadi"> Mojtaba Ahmadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Modeling of business processes, based on BPMN (Business Process Modeling Notation), helps analysts and managers to understand business processes, and, identify their shortages. These models provide a context to make rational decision of organizing business processes activities in an understandable manner. The purpose of this paper is to provide a framework for better understanding of business processes and their problems by reducing the cognitive load of displayed information for their audience at different managerial levels while keeping the essential information which are needed by them. For this reason, we integrate business process diagrams across the different managerial levels to develop a framework to improve the performance of business process management (BPM) projects. The proposed framework is entitled ‘Business process improvement framework based on managerial levels (BPIML)’. This framework, determine a certain type of business process diagrams (BPD) based on BPMN with respect to the objectives and tasks of the various managerial levels of organizations and their roles in BPM projects. This framework will make us able to provide the necessary support for making decisions about business processes. The framework is evaluated with a case study in a real business process improvement project, to demonstrate its superiority over the conventional method. A questionnaire consisted of 10 questions using Likert scale was designed and given to the participants (managers of Bank Refah Kargaran three managerial levels). By examining the results of the questionnaire, it can be said that the proposed framework provide support for correct and timely decisions by increasing the clarity and transparency of the business processes which led to success in BPM projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management%20%28BPM%29" title="business process management (BPM)">business process management (BPM)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modeling" title=" business process modeling"> business process modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20reengineering%20%28BPR%29" title=" business process reengineering (BPR)"> business process reengineering (BPR)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20optimizing" title=" business process optimizing"> business process optimizing</a>, <a href="https://publications.waset.org/abstracts/search?q=BPMN" title=" BPMN"> BPMN</a> </p> <a href="https://publications.waset.org/abstracts/34193/proposing-an-improved-managerial-based-business-process-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34193.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">452</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24621</span> Adding Business Value in Enterprise Applications through Quality Matrices Using Agile</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Afshan%20Saad">Afshan Saad</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Saad"> Muhammad Saad</a>, <a href="https://publications.waset.org/abstracts/search?q=Shah%20Muhammad%20Emaduddin"> Shah Muhammad Emaduddin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays the business condition is so quick paced that enhancing ourselves consistently has turned into a huge factor for the presence of an undertaking. We can check this for structural building and significantly more so in the quick-paced universe of data innovation and programming designing. The lithe philosophies, similar to Scrum, have a devoted advance in the process that objectives the enhancement of the improvement procedure and programming items. Pivotal to process enhancement is to pick up data that grants you to assess the condition of the procedure and its items. From the status data, you can design activities for the upgrade and furthermore assess the accomplishment of those activities. This investigation builds a model that measures the product nature of the improvement procedure. The product quality is dependent on the useful and auxiliary nature of the product items, besides the nature of the advancement procedure is likewise vital to enhance programming quality. Utilitarian quality covers the adherence to client prerequisites, while the auxiliary quality tends to the structure of the product item's source code with reference to its practicality. The procedure quality is identified with the consistency and expectedness of the improvement procedure. The product quality model is connected in a business setting by social occasion the information for the product measurements in the model. To assess the product quality model, we investigate the information and present it to the general population engaged with the light-footed programming improvement process. The outcomes from the application and the client input recommend that the model empowers a reasonable evaluation of the product quality and that it very well may be utilized to help the persistent enhancement of the advancement procedure and programming items. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Agile%20SDLC%20Tools" title="Agile SDLC Tools">Agile SDLC Tools</a>, <a href="https://publications.waset.org/abstracts/search?q=Agile%20Software%20development" title=" Agile Software development"> Agile Software development</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20value" title=" business value"> business value</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%20applications" title=" enterprise applications"> enterprise applications</a>, <a href="https://publications.waset.org/abstracts/search?q=IBM" title=" IBM"> IBM</a>, <a href="https://publications.waset.org/abstracts/search?q=IBM%20Rational%20Team%20Concert" title=" IBM Rational Team Concert"> IBM Rational Team Concert</a>, <a href="https://publications.waset.org/abstracts/search?q=RTC" title=" RTC"> RTC</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20quality" title=" software quality"> software quality</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20metrics" title=" software metrics"> software metrics</a> </p> <a href="https://publications.waset.org/abstracts/103463/adding-business-value-in-enterprise-applications-through-quality-matrices-using-agile" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/103463.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">174</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24620</span> Evaluating the Cost of Quality: A Case Study of a South African Foundry Business</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chipo%20Mugova">Chipo Mugova</a>, <a href="https://publications.waset.org/abstracts/search?q=Zuko%20Mjobo"> Zuko Mjobo </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to evaluate the cost of quality (COQ) at a local foundry business to identify the contribution of its units and processes to quality costs within the foundry’s operations. The foundry selected for detailed case study is one of major businesses that have been targeted by the government to produce components for building and re-furbishing wagons and trains. The study aimed at identifying areas in the foundry’s processes in which investment needs to be made to reduce quality costs. This is in alignment with government’s vision of promoting local business to support local markets leading to creation of jobs, and hence reduction of unemployment rate in South Africa. The methodology adopted used cost of quality models. Results from the study indicated that internal failure costs were significantly higher than all other cost of quality categories, taking more than 60% of the business’s income. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=appraisal%20costs" title="appraisal costs">appraisal costs</a>, <a href="https://publications.waset.org/abstracts/search?q=cost%20of%20quality" title=" cost of quality"> cost of quality</a>, <a href="https://publications.waset.org/abstracts/search?q=failure%20costs" title=" failure costs"> failure costs</a>, <a href="https://publications.waset.org/abstracts/search?q=local%20content" title=" local content"> local content</a>, <a href="https://publications.waset.org/abstracts/search?q=prevention%20costs" title=" prevention costs"> prevention costs</a> </p> <a href="https://publications.waset.org/abstracts/6305/evaluating-the-cost-of-quality-a-case-study-of-a-south-african-foundry-business" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6305.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">341</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24619</span> Measuring the Quality of Business Education: Employment Readiness Assessment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gulbakhyt%20Sultanova">Gulbakhyt Sultanova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business education institutions assess the progress of their students by giving them grades for courses completed and calculating a Grade Point Average (GPA). Whether the participation in these courses has led to the development of competences enabling graduates to successfully compete in the labor market should be measured using a new index: Employment Readiness Assessment (ERA). The higher the ERA, the higher the quality of education at a business school. This is applied, empirical research conducted by using a method of linear optimization. The aim of research is to identify factors which lead to the minimization of the deviation of GPA from ERA as well as to the maximization of ERA. ERA is composed of three components resulting from testing proficiency in Business English, testing work and personal skills, and job interview simulation. The quality of education is improving if GPA approximates ERA and ERA increases. Factors which have had a positive effect on quality enhancement are academic mobility of students and staff, practical-oriented courses taught by staff with work experience, and research-based courses taught by staff with research experience. ERA is a better index to measure the quality of business education than traditional indexes such as GPA due to its greater accuracy in assessing the level of graduates’ competences demanded in the labor market. Optimizing the educational process in pursuit of quality enhancement, ERA has to be used in parallel with GPA to find out which changes worked and resulted in improvement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=assessment%20and%20evaluation" title="assessment and evaluation">assessment and evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=competence%20evaluation" title=" competence evaluation"> competence evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=education%20quality" title=" education quality"> education quality</a>, <a href="https://publications.waset.org/abstracts/search?q=employment%20readiness" title=" employment readiness"> employment readiness</a> </p> <a href="https://publications.waset.org/abstracts/22614/measuring-the-quality-of-business-education-employment-readiness-assessment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22614.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">445</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24618</span> Impact of Graduates’ Quality of Education and Research on ICT Adoption at Workplace</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Kafaji">Mohammed Kafaji</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to investigate the influence of quality of education and quality of research, provided by local educational institutions, on the adoption of Information and Communication Technology (ICT) in managing business operations for companies in Saudi market. A model was developed and tested using data collected from 138 CEO’s of foreign companies in diverse business sectors. The data is analysed and managed using multivariate approaches through standard statistical packages. The results showed that educational quality has little contribution to the ICT adoption while research quality seems to play a more prominent role. These results are analysed in terms of business environment and market constraints and further extended to the perceived effectiveness of applied pedagogical approaches in schools and universities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20education" title="quality of education">quality of education</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20research" title=" quality of research"> quality of research</a>, <a href="https://publications.waset.org/abstracts/search?q=mediation" title=" mediation"> mediation</a>, <a href="https://publications.waset.org/abstracts/search?q=domestic%20competition" title=" domestic competition"> domestic competition</a>, <a href="https://publications.waset.org/abstracts/search?q=ICT%20adoption" title=" ICT adoption "> ICT adoption </a> </p> <a href="https://publications.waset.org/abstracts/17359/impact-of-graduates-quality-of-education-and-research-on-ict-adoption-at-workplace" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17359.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">456</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24617</span> Business Process Mashup</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fethia%20Zenak">Fethia Zenak</a>, <a href="https://publications.waset.org/abstracts/search?q=Salima%20Benbernou"> Salima Benbernou</a>, <a href="https://publications.waset.org/abstracts/search?q=Linda%20Zaoui"> Linda Zaoui</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recently, many companies are based on process development from scratch to achieve their business goals. The process development is not trivial and the main objective of enterprise managing processes is to decrease the software development time. Several concepts have been proposed in the field of business process-based reused development, known as BP Mashup. This concept consists of reusing existing business processes which have been modeled in order to respond to a particular goal. To meet user process requirements, our contribution is to mix parts of processes as 'processes fragments' components to build a new process (i.e. process mashup). The main idea of our paper is to offer graphical framework tool for both creating and running processes mashup. Allow users to perform a mixture of fragments, using a simple interface with set of graphical mixture operators based on a proposed formal model. A process mashup and mixture behavior are described within a new specification of a high-level language, language for process mashup (BPML). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process" title="business process">business process</a>, <a href="https://publications.waset.org/abstracts/search?q=mashup" title=" mashup"> mashup</a>, <a href="https://publications.waset.org/abstracts/search?q=fragments" title=" fragments"> fragments</a>, <a href="https://publications.waset.org/abstracts/search?q=bp%20mashup" title=" bp mashup"> bp mashup</a> </p> <a href="https://publications.waset.org/abstracts/4098/business-process-mashup" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/4098.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">635</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24616</span> Executive Stock Options, Business Ethics and Financial Reporting Quality</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Philemon%20Rakoto">Philemon Rakoto</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper tests the improvement of financial reporting quality when firms award stock options to their executives. The originality of this study is that we introduce the moderating effect of business ethics in the model. The sample is made up of 116 Canadian high-technology firms with available data for the fiscal year ending in 2012. We define the quality of financial reporting as the value relevance of accounting information as developed by Ohlson. Our results show that executive stock option award alone does not improve the quality of financial reporting. Rather, the quality improves when a firm awards stock options to its executives and investors perceive that the level of business ethics in that firm is high. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20ethics" title="business ethics">business ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=Canada" title=" Canada"> Canada</a>, <a href="https://publications.waset.org/abstracts/search?q=high-tech%20firms" title=" high-tech firms"> high-tech firms</a>, <a href="https://publications.waset.org/abstracts/search?q=stock%20options" title=" stock options"> stock options</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20relevance" title=" value relevance "> value relevance </a> </p> <a href="https://publications.waset.org/abstracts/24967/executive-stock-options-business-ethics-and-financial-reporting-quality" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24967.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">487</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24615</span> Effects of Service Quality Management Capability and Business Alliance Effectiveness on Performance of Tourist Agency Business in Thailand: The Moderating Role of Organizational Climate</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chanthima%20Phromket">Chanthima Phromket</a>, <a href="https://publications.waset.org/abstracts/search?q=Jakret%20Mettathamrong"> Jakret Mettathamrong</a>, <a href="https://publications.waset.org/abstracts/search?q=Parnisara%20Prajudtasri"> Parnisara Prajudtasri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to investigate the relationship between effects of service quality management capability and business alliance effectiveness on the performance of tourist agency business in Thailand: The moderating role of organizational climate. A survey was used as a research instrument and was given to the owner/managers of tourist agency business in Thailand. The model is tested using the data collected from 400 tourist agency business in Thailand. The results indicate that service quality management capability have the positive influence on business alliance effectiveness and performance. Trust, commitment, and cooperation are the antecedents that have a positive effect on the performance, and the results show non-significant when it is moderated by Organizational climate. Thus, contributions and suggestions are also provided for further research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=service%20quality%20management%20capability" title="service quality management capability">service quality management capability</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20alliance%20effectiveness" title=" business alliance effectiveness"> business alliance effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20climate" title=" organizational climate"> organizational climate</a>, <a href="https://publications.waset.org/abstracts/search?q=tourist%20agency" title=" tourist agency"> tourist agency</a> </p> <a href="https://publications.waset.org/abstracts/65640/effects-of-service-quality-management-capability-and-business-alliance-effectiveness-on-performance-of-tourist-agency-business-in-thailand-the-moderating-role-of-organizational-climate" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/65640.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">384</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24614</span> Using Business Intelligence Capabilities to Improve the Quality of Decision-Making: A Case Study of Mellat Bank</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jalal%20Haghighat%20Monfared">Jalal Haghighat Monfared</a>, <a href="https://publications.waset.org/abstracts/search?q=Zahra%20Akbari"> Zahra Akbari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today, business executives need to have useful information to make better decisions. Banks have also been using information tools so that they can direct the decision-making process in order to achieve their desired goals by rapidly extracting information from sources with the help of business intelligence. The research seeks to investigate whether there is a relationship between the quality of decision making and the business intelligence capabilities of Mellat Bank. Each of the factors studied is divided into several components, and these and their relationships are measured by a questionnaire. The statistical population of this study consists of all managers and experts of Mellat Bank's General Departments (including 190 people) who use commercial intelligence reports. The sample size of this study was 123 randomly determined by statistical method. In this research, relevant statistical inference has been used for data analysis and hypothesis testing. In the first stage, using the Kolmogorov-Smirnov test, the normalization of the data was investigated and in the next stage, the construct validity of both variables and their resulting indexes were verified using confirmatory factor analysis. Finally, using the structural equation modeling and Pearson's correlation coefficient, the research hypotheses were tested. The results confirmed the existence of a positive relationship between decision quality and business intelligence capabilities in Mellat Bank. Among the various capabilities, including data quality, correlation with other systems, user access, flexibility and risk management support, the flexibility of the business intelligence system was the most correlated with the dependent variable of the present research. This shows that it is necessary for Mellat Bank to pay more attention to choose the required business intelligence systems with high flexibility in terms of the ability to submit custom formatted reports. Subsequently, the quality of data on business intelligence systems showed the strongest relationship with quality of decision making. Therefore, improving the quality of data, including the source of data internally or externally, the type of data in quantitative or qualitative terms, the credibility of the data and perceptions of who uses the business intelligence system, improves the quality of decision making in Mellat Bank. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence" title="business intelligence">business intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence%20capability" title=" business intelligence capability"> business intelligence capability</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20making" title=" decision making"> decision making</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20quality" title=" decision quality"> decision quality</a> </p> <a href="https://publications.waset.org/abstracts/94794/using-business-intelligence-capabilities-to-improve-the-quality-of-decision-making-a-case-study-of-mellat-bank" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94794.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">112</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24613</span> Designing the Procedures of Building and Environment Management for Basic Education Schools by Using Quality Management </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Suppara%20Charoenpoom">Suppara Charoenpoom</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study focuses on 1) a good-quality management procedures of buildings and environment in schools 2) designing the management procedures and 3) creating an operation manual for the procedures. This study is the combination of qualitative and quantitative research method. Populations in the research were 83 deans and directors of primary and secondary schools from the 10th educational district in Samut Songkram. Sample group was selected from the voluntary deans and directors. There were 14 participants in sample group. Research tools in this study were divided into 2 categories. The first one was data-collecting tools, which were in-depth interview and questionnaires. The second one was the designing tools to help creating management procedures: quality business, quality work procedure and key quality indicator of each activity in schools. All data were analyzed by mean and standard deviation. The result from this study has found out 1 effective process of building and environment management for basic education schools which is called Quality Business Process (QBP) and 7 Quality Work Procedures (QWP). In terms of academic feasibility checkup by experts, the research had shown that new design of building and environment management was approved unanimously. It means that new process of building and environment management in schools works very well and can be adapted. After examining the possibility of management process being used in schools by calculating the mean value among sample group (14 school deans and directors), the mean value was between 0.64-1.00. It means that the new design of building and environment management can be operated effectively in schools. For the satisfaction part, deans and school directors gave the satisfaction score in the highest level (Mean = 4.7372, S.D. = 0.4385). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=buildings" title="buildings">buildings</a>, <a href="https://publications.waset.org/abstracts/search?q=environment" title=" environment"> environment</a>, <a href="https://publications.waset.org/abstracts/search?q=procedures" title=" procedures"> procedures</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management" title=" quality management"> quality management</a> </p> <a href="https://publications.waset.org/abstracts/57132/designing-the-procedures-of-building-and-environment-management-for-basic-education-schools-by-using-quality-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57132.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">233</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">24612</span> Linking Business Process Models and System Models Based on Business Process Modelling</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Faisal%20A.%20Aburub">Faisal A. Aburub</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations today need to invest in software in order to run their businesses, and to the organizations’ objectives, the software should be in line with the business process. This research presents an approach for linking process models and system models. Particularly, the new approach aims to synthesize sequence diagram based on role activity diagram (RAD) model. The approach includes four steps namely: Create business process model using RAD, identify computerized activities, identify entities in sequence diagram and identify messages in sequence diagram. The new approach has been validated using the process of student registration in University of Petra as a case study. Further research is required to validate the new approach using different domains. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modelling" title="business process modelling">business process modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=system%20models" title=" system models"> system models</a>, <a href="https://publications.waset.org/abstracts/search?q=role%20activity%20diagrams" title=" role activity diagrams"> role activity diagrams</a>, <a href="https://publications.waset.org/abstracts/search?q=sequence%20diagrams" title=" sequence diagrams"> sequence diagrams</a> </p> <a href="https://publications.waset.org/abstracts/44990/linking-business-process-models-and-system-models-based-on-business-process-modelling" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44990.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span 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