Dynamic process modeling for BPR: A computerized simulation approach

Hee-Woong Kim, Young Gul Kim

Research output: Contribution to journalArticle

25 Citations (Scopus)

Abstract

Business Process Redesign (BPR) projects are considered to be high risk due to their high management complexity, enterprise-wide impact, and steep project cost. This paper describes a technique that should reduce that risk by developing a systematic process redesign method that we call Dynamic Process Modeling (DPM). It integrates customer-oriented process modeling with computerized visual process simulation to promote better understanding of the required process and determine its performance through simulation of the proposed redesign alternatives prior to selection and implementation. We compare DPM with four other implementation-level process modeling methods using eight criteria to demonstrate its effectiveness in a real-world hospital BPR case.

Original languageEnglish
Pages (from-to)1-13
Number of pages13
JournalInformation and Management
Volume32
Issue number1
DOIs
Publication statusPublished - 1997 Jan 1

Fingerprint

Industry
Process modeling
Simulation
Dynamic process
Business process redesign
Costs
Process redesign
Process simulation
Redesign
Modeling method

All Science Journal Classification (ASJC) codes

  • Management Information Systems
  • Information Systems
  • Information Systems and Management

Cite this

@article{176251700aa8424cbad64b71c1482144,
title = "Dynamic process modeling for BPR: A computerized simulation approach",
abstract = "Business Process Redesign (BPR) projects are considered to be high risk due to their high management complexity, enterprise-wide impact, and steep project cost. This paper describes a technique that should reduce that risk by developing a systematic process redesign method that we call Dynamic Process Modeling (DPM). It integrates customer-oriented process modeling with computerized visual process simulation to promote better understanding of the required process and determine its performance through simulation of the proposed redesign alternatives prior to selection and implementation. We compare DPM with four other implementation-level process modeling methods using eight criteria to demonstrate its effectiveness in a real-world hospital BPR case.",
author = "Hee-Woong Kim and Kim, {Young Gul}",
year = "1997",
month = "1",
day = "1",
doi = "10.1016/S0378-7206(97)00015-3",
language = "English",
volume = "32",
pages = "1--13",
journal = "Information and Management",
issn = "0378-7206",
publisher = "Elsevier",
number = "1",

}

Dynamic process modeling for BPR : A computerized simulation approach. / Kim, Hee-Woong; Kim, Young Gul.

In: Information and Management, Vol. 32, No. 1, 01.01.1997, p. 1-13.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Dynamic process modeling for BPR

T2 - A computerized simulation approach

AU - Kim, Hee-Woong

AU - Kim, Young Gul

PY - 1997/1/1

Y1 - 1997/1/1

N2 - Business Process Redesign (BPR) projects are considered to be high risk due to their high management complexity, enterprise-wide impact, and steep project cost. This paper describes a technique that should reduce that risk by developing a systematic process redesign method that we call Dynamic Process Modeling (DPM). It integrates customer-oriented process modeling with computerized visual process simulation to promote better understanding of the required process and determine its performance through simulation of the proposed redesign alternatives prior to selection and implementation. We compare DPM with four other implementation-level process modeling methods using eight criteria to demonstrate its effectiveness in a real-world hospital BPR case.

AB - Business Process Redesign (BPR) projects are considered to be high risk due to their high management complexity, enterprise-wide impact, and steep project cost. This paper describes a technique that should reduce that risk by developing a systematic process redesign method that we call Dynamic Process Modeling (DPM). It integrates customer-oriented process modeling with computerized visual process simulation to promote better understanding of the required process and determine its performance through simulation of the proposed redesign alternatives prior to selection and implementation. We compare DPM with four other implementation-level process modeling methods using eight criteria to demonstrate its effectiveness in a real-world hospital BPR case.

UR - http://www.scopus.com/inward/record.url?scp=0031070065&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0031070065&partnerID=8YFLogxK

U2 - 10.1016/S0378-7206(97)00015-3

DO - 10.1016/S0378-7206(97)00015-3

M3 - Article

AN - SCOPUS:0031070065

VL - 32

SP - 1

EP - 13

JO - Information and Management

JF - Information and Management

SN - 0378-7206

IS - 1

ER -