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

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

• 한국IT서비스학회:학술대회논문집
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• 2006.11a
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• pp.207-219
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• 2006

현재 BPM (Business Process Management)은 급변하는 사업 환경의 변화에 기업이 신속하게 대응하기 위한 해결책으로 많은 기업에서 도입을 추진하고 있다. BPM은 조직 내부, 또는 복수 조직간에 걸쳐서 발생하는 사람과 IT 시스템 간의 상호작용을 비즈니스 프로세스 관점에서 이해하고 분석하여 기업의 전략을 실행하기 위한 새로운 개념으로서 기존의 IT 시스템 개발 개념과는 많은 차이가 존재한다. 그럼에도 불구하고 BPM의 등장과 확산이 최근 몇 년 동안에 급속하게 이루어진 까닭에, 기업 현장에서의 IT 담당자는 물론 BPM의 확산을 추진하는 IT 전문가들조차 BPM에 대한 진정한 이해와 확산에 어려움을 겪고 있으며, 과거의 단순한 솔루션 중심 도입 방식으로 BPM 도입을 추진하였다. 결과적으로 급변하는 사업 환경에 실시간으로 대응하기 위해 도입하는 BPM의 핵심 장점을 제대로 살리지 못하고 있다. 따라서 본 연구에서는 BPM의 진정한 의미를 재조명하고, A 사(社) BPM 프로젝트의 실제 사례를 통하여 성공적인 BPM 도입을 위해 고려해야 할 사항들에 대해 분석하였다. 이번 사례 연구를 통해 기업 혁신을 위해 BPM을 도입 하고자 하는 기업에게 성공적인 가이드라인을 제시하고, 향후 BPM의 미래 청사진을 제시하고자 한다.

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

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

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

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

• The Journal of Society for e-Business Studies
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• v.10 no.1
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• pp.81-101
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• 2005

Dynamic changes of the recent business environment draw more attention to Business Process Management (BPM). In this research, we derive a comprehensive BPM framework, define the functional and technical requirements, and classify the requirements into the framework. Based on the framework we suggest a standard procedure for BPM planning and implementation along with critical considerations. In addition, we propose an evaluation framework, which includes a comprehensive checklist and the evaluation method. The proposed evaluation framework can be used as an evaluator's useful reference.

• Annual Conference of KIPS
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• 2010.04a
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• pp.1109-1112
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• 2010

기업에서 BPM 을 구축하면 BPM 의 많은 기능들을 업무에 적용하여 비즈니스 프로세스가 개선 될 것으로 기대한다. 그러나, BPM 도입 후 실제적인 기대효과가 무엇인지는 명확하지 않았고, 완벽하게 비즈니스의 필요를 충족시키는 BPM 솔루션도 부재하여 효과적인 구축사례가 많지 않았다. 이것이 BPM 이 가지고 있는 다양한 기능을 업무 프로세스에 적절히 적용하지 못하여 BPM 도입을 망설이게 되는 이유이다. 따라서, 산업별로 BPM 구현 전략에 대한 기능 가이드가 필요하게 되었다. 본 논문에서는, BPM 을 도입 하는 금융권 여신 업무사례를 통한 구체적인 효과를 검토하고 여신업무에 적절한 BPM 기능들을 연구하여 효과적인 BPM 구축이 이루어지도록 제시한다.

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

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

• The Journal of Society for e-Business Studies
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• v.17 no.1
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• pp.189-214
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• 2012

In recent years, the innovative management tool of Business Process Management (BPM), has begun to reorganize business processes to enhance firms' operational performance. As practitioners have identified a number of failed BPM projects, research has begun to consider the Critical Success Factors (CSFs) for successful BPM implementation. However, these research works have not yet been properly theoretically grounded in being able rigorously to classify and then compare different BPM implementation practices. The main objective of this paper is thus to identify a theoretical basis for BPM implementation. The paper proposes a combined theoretical framework of dynamic capability and task-technology fit to identify CSFs for BPM. This basis is then used to interpret three different case studies of BPM implementation in Korea.

• International Commerce and Information Review
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• v.9 no.1
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• pp.99-117
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• 2007

The purpose of this study is to explore the application sphere of BPM(Business Process Management) to e-trade process using BPM technology and its service architecture in order to expand the usage of e-trade platform which is developing. After close reviewing the current status of trade process, the possibility of BPM application by e-trade process will be analyzed. The result of analysis is that BPM application to local L/C and purchasing confirmation process could be implemented because those processes are very suitable to apply standardized process and can minimize the risk and confusion of users. BPM application to remaining trade process have to be considered by mid-term and long-term project with the reflection of pilot project performance. Also this study suggests a business management model of e-trade process based on BPM technology which is the new IT technology and integrated interface in view of trade community.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 2007.02a
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• pp.103-109
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• 2007

For Rapid change of business process, BPM(Business Process Management) has been required in order to help cooperations have a fast, active and easy to re-set business process. In the beginning of BPM introduction, there was a hash competition between Korean and foreign BPM solution companies but so far few studies have been accomplished. This study compared characters, related technologies and market situations of BPM Also, this study compared several Korean companies' case of BPM and researched critical success factors of BPM implementation. Thus this study presents an understanding for a proper way to adopt BPM to companies.