Computer simulation in management science
Computer simulation in management science
Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
Automating business process reengineering: breaking the TQM barrier
Automating business process reengineering: breaking the TQM barrier
Analyzing and re-engineering business processes using simulation
WSC '94 Proceedings of the 26th conference on Winter simulation
WSC '95 Proceedings of the 27th conference on Winter simulation
Building the business using process simulation
WSC '95 Proceedings of the 27th conference on Winter simulation
Getting started in simulation in healthcare
Proceedings of the 30th conference on Winter simulation
Reconciliation of business and systems modelling via discrete event simulation
Proceedings of the 31st conference on Winter simulation: Simulation---a bridge to the future - Volume 2
The internet: an end to classical decision modeling?
Internet management issues
Parallel simulation for business process re-engineering
Practical parallel computing
Empowering the business analyst for on demand computing
IBM Systems Journal
A Contract-Based Architecture for Business Networks
International Journal of Electronic Commerce
Business process simulation for operational decision support
BPM'07 Proceedings of the 2007 international conference on Business process management
Hi-index | 0.00 |
Business process modelling (BPM) is an increasingly emerging field of simulation application. Although it has been practically demonstrated that simulation can be an effective tool for business redesign, there does not exist a comprehensive framework to explain the characteristics of business processes and identify specific requirements for their modelling. Furthermore, hardly any attention has been paid to the modelling of inter-organisational business systems. In this paper, we examine the nature of business processes in the light of modern change management approaches and propose a set of requirements for their modelling. We then concentrate on inter-organisational processes and argue that modelling problems can be much more difficult to overcome when more than one business is involved, mainly due to the multiplicity of decision making levels involved and the subsequent need for multi-level output analysis. Based on an empirical study, we illustrate the practical problems of modelling inter-organisational business systems and suggest desirable characteristics of simulation packages for that purpose.