A representation based on the Quintessence about best practices of business process improvement

dc.contributorZapata-Jaramillo, Carlos Mario
dc.contributorEspinosa Bedoya, Albeiro
dc.contributorZapata Jaramillo, Carlos Mario [0000-0002-0628-4097]
dc.contributorEspinosa Bedoya, Albeiro [0000-0001-7292-987X]
dc.creatorVera Delgado, Antonio Fernando
dc.date.accessioned2022-11-16T14:29:32Z
dc.date.accessioned2023-06-06T23:07:28Z
dc.date.available2022-11-16T14:29:32Z
dc.date.available2023-06-06T23:07:28Z
dc.date.created2022-11-16T14:29:32Z
dc.date.issued2022-09-28
dc.identifierhttps://repositorio.unal.edu.co/handle/unal/82701
dc.identifierUniversidad Nacional de Colombia
dc.identifierRepositorio Institucional Universidad Nacional de Colombia
dc.identifierhttps://repositorio.unal.edu.co/
dc.identifier.urihttps://repositorioslatinoamericanos.uchile.cl/handle/2250/6651103
dc.description.abstractEnterprise leaders implement diverse management philosophies in order to ensure compliance with organizational objectives. Consequently, the industry recognizes project management as a key for achieving its business operations. The project management process involves the re-engineering of the business and its processes, including a combination of methods used to analyze, model, optimize, automate, and measure business processes. Classical project management includes business process management (BPM), combining knowledge from information technology and management sciences. Therefore, organizations running BPM models are increasingly reliant on implementing business process improvement (BPI) for enhancing key business capabilities. Practitioners in industry and academia have intended to define best practices of BPI by creating methods, frameworks, techniques, and models. However, previous proposals are discipline-dependent and lack formal representations of the elements identified as BPI best practices. Likewise, even with the effort invested in BPI, between 60 to 90 percent of initiatives are unsuccessful, leading to an existing need to identify, formalize, validate, and represent best common BPI practices among disciplines based on a multidisciplinary project management theoretical kernel. In this Ph.D. Thesis we propose a representation called BPI10 based on the Quintessence about best practices of business process improvement. Besides, we conduct a focus group in order to validate the approach. Finally, we advance towards the development of a unique domain structure for implementing BPI by recognizing common patterns between disciplines, identifying the best practices of BPI among the patterns, and representing such practices in a multidisciplinary project management theoretical kernel.
dc.description.abstractLos líderes empresariales implementan diversas filosofías de gestión para garantizar el cumplimiento de los objetivos organizacionales. Consecuentemente, en la industria se reconoce la gestión de proyectos como la clave para sus operaciones de negocio. El proceso de gestión de proyectos implica la reingeniería del negocio y sus procesos, incluyendo una combinación de métodos utilizados para analizar, modelar, optimizar, automatizar y medir los procesos empresariales. La clásica gestión de proyectos incluye la gestión de procesos empresariales (en inglés, business process management, abreviado BPM) que combina el conocimiento de las tecnologías de información y las ciencias de gestión. Por lo tanto, las organizaciones que ejecutan un modelo BPM dependen cada vez más de la implementación de la mejora de procesos de negocio (en inglés, business process improvement, abreviado BPI) para aumentar las capacidades organizacionales. En la industria y la academia se intentan definir las mejores prácticas de BPI mediante la creación de métodos, marcos de trabajo, técnicas y modelos. Sin embargo, los enfoques anteriores dependen explícitamente del área de gestión y carecen de representaciones formales de los elementos identificados como mejores prácticas de BPI. Además, incluso con el esfuerzo invertido en BPI, entre el 60 y el 90 por ciento de las iniciativas fracasan, lo que lleva a la necesidad de identificar, formalizar, validar y representar las mejores prácticas comunes de BPI entre disciplinas basadas en un núcleo teórico de gestión de proyectos multidisciplinario. En esta Tesis Doctoral se propone una representación denominada BPI10 basada en el núcleo de la Quintaesencia acerca de buenas prácticas en mejora de procesos de negocio. Además, se lleva a cabo un grupo focal para validar la solución. Finalmente, se avanza hacia el desarrollo de una estructura de dominio única para implementar BPI al reconocer patrones comunes entre disciplinas, identificar las mejores prácticas de BPI entre los patrones y representar tales prácticas en un núcleo teórico de gestión de proyectos multidisciplinario. (Texto tomado de la fuente)
dc.languageeng
dc.publisherUniversidad Nacional de Colombia
dc.publisherMedellín - Minas - Doctorado en Ingeniería - Sistemas
dc.publisherDepartamento de la Computación y la Decisión
dc.publisherFacultad de Minas
dc.publisherMedellín, Colombia
dc.publisherUniversidad Nacional de Colombia - Sede Medellín
dc.relationRedCol
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dc.rightsAtribución-NoComercial 4.0 Internacional
dc.rightshttp://creativecommons.org/licenses/by-nc/4.0/
dc.rightsinfo:eu-repo/semantics/openAccess
dc.titleA representation based on the Quintessence about best practices of business process improvement
dc.typeTrabajo de grado - Doctorado


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