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Business process modelling challenges and solutions: a literature review

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Abstract

We have presented a review of the challenges facing business PM. These challenges are categorized into three challenges: (1) between business and IT, difficulty of deriving IT goals from business goals challenges; (2) security issues on business PM challenges; and (3) managing customer power, the rapidly changing business environment and business process (BP) challenges. Also, it presents the limitations of existing business PM frameworks. For example, in the first challenge, the existing literature is limited because they fail to capture the real business environment. Also, it is hard for IT analysts to understand BPs. In the second challenges, the existing methods of IS development fail to successfully integrate security during all development process stages and only deal with specific security requirements, goals and constraints. In the third challenges, no research has been conducted in the area of separating customers into different priority groups to provide services according to their required delivery time, payment history and feedback. Finally, we outline possible further research directions in the business PM domain. A systematic literature review method was used. Our review reports on academic publications on business PM challenges over the 13 years from 2000 to 2012. There are 31 journals as well as the IEEE and ACM databases being searched to identify relevant papers. Our systematic literature review results in that there are 53 journal papers as being the most relevant to our topic. In conclusion, it is not easy to create a good business PM. However, the research have to pay much attention on the area of creating successful business PM by creating secure business PM, manage customer power and create business PM where IT goals can be easily derived from business goals.

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    Youseef Alotaibi

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Alotaibi, Y. Business process modelling challenges and solutions: a literature review. J Intell Manuf 27, 701–723 (2016). https://doi.org/10.1007/s10845-014-0917-4

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  • DOI: https://doi.org/10.1007/s10845-014-0917-4

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