Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
The P2P Approach to Interorganizational Workflows
CAiSE '01 Proceedings of the 13th International Conference on Advanced Information Systems Engineering
Information Gathering and Process Modeling in a Petri Net Based Approach
Business Process Management, Models, Techniques, and Empirical Studies
Workflow Verification: Finding Control-Flow Errors Using Petri-Net-Based Techniques
Business Process Management, Models, Techniques, and Empirical Studies
Sequential Variety in Work Processes
Organization Science
An alternative architecture for financial data integration
Communications of the ACM - New architectures for financial services
Case handling: a new paradigm for business process support
Data & Knowledge Engineering
Compliance aware business process design
BPM'07 Proceedings of the 2007 international conference on Business process management
Towards Financial Planning as a Service
SCC '11 Proceedings of the 2011 IEEE International Conference on Services Computing
Toward a theory of managing creativity-intensive processes: a creative industries study
Information Systems and e-Business Management
On the suitability of BPMN for business process modelling
BPM'06 Proceedings of the 4th international conference on Business Process Management
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The financial crisis has kept the world busy since 2007. The resulting difficulties in accessing liquidity and low interest rates on deposits strengthened the importance of proper liquidity planning. These challenges are even greater for globally spread enterprises in which currency-specific liquidity planning implies decentralized processes. These have to be coordinated within the local partitions such that proper and consistent overall financial planning is eventually ensured. Although extensive research has been conducted in the field of process redesign, most models lack applicability, either because of strict process restrictions or because they are too complex and, hence, hard to realize and communicate. To close this gap and to demonstrate the potential of business process redesign in practice, we (i) analyze the requirements of the financial planning domain to identify an appropriate redesign framework, and (ii) evaluate the impact of an industrially implemented process redesign with respect to process runtime and quality.