Structuring Business Objectives: A Business Process Modeling Perspective

  • Dina Neiger
  • Leonid Churilov
Conference paper
Part of the Lecture Notes in Computer Science book series (LNCS, volume 2678)


Business process modeling assists an enterprise to achieve strategic objectives by providing methodology and tools to develop integrated business process models, however there is little discussion on how to identify the strategic objectives or how process and functional objectives link to the strategic objectives. On the other hand, decision-modeling literature offers well-established techniques for identification of strategic objectives and associated objectives networks but lacks discussion of the processes and functions aimed at achieving these objectives. That neither discipline can provide business with an overall solution is the main problem addressed by this paper through development of a formalized model for linking the two sets of objectives. The resulting model is used to analyze the links between different types of objectives and as a basis for a practical implementation procedure for business modeling. Concepts discussed in the paper are illustrated within a Human Resources context.


Business process modeling Design and analysis of business processes Decision analysis Business objectives Human resources 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Anderson, L.: Understanding Peoplesoft 8. Sybex SanFrancisco (2001)Google Scholar
  2. 2.
    Blain, J., Dodd, B.: Administering SAP R/3: the HR-Human Resources Module. QUE Indianapolis (1999)Google Scholar
  3. 3.
    Boxall, P. F.: Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication? Human Resource Management Journal, Vol. 2, No. 3 (1992) 61–79CrossRefGoogle Scholar
  4. 4.
    Boxall, P. F.: Human Resource Strategy and Industry-Based Competition: a Conceptual Framework and Agenda for Theoretical Development. In Ferris G. F. (ed.): Research in Personnel and Human Resource Management, Supplement 4 JAI Press Stamford London (1999) 259–281Google Scholar
  5. 5.
    Cascio, W. F., Awad, E. M.: Human Resource Management: an Information Systems Approach. Reston Pub. Co. Virginia (1981)Google Scholar
  6. 6.
    Clemen, R. T., Reilly, T.: Making Hard Decisions with DecisionTools. 2nd rev. edn. Duxbury, USA (2001)Google Scholar
  7. 7.
    Davis, R.: Business Process Modelling with ARIS: a Practical Guide. Springer-Verlag, London Berlin Heidelberg (2001)Google Scholar
  8. 8.
    Gratton, L., Hope-Hailey V., Stiles P., Truss C.: Linking Individual Performance to Business Strategy: the People Process Model. Human Resource Management, Vol. 38, No. 1 (1999) 17–31CrossRefGoogle Scholar
  9. 9.
    Gregory, R., Keeney, R. L.: Creating Policy Alternatives Using Stakeholder Values. Management Science Vol. 40 No. 8 (1994) 1035–1048Google Scholar
  10. 10.
    IDS Scheer: ARIS Methods Manual. Version 5 IDS Scheer (2000)Google Scholar
  11. 11.
    Keeney, R. L.: Value-Focused Thinking: A Path to Creative Decision Making. Harvard University Press, Cambridge, Mass: Harvard University Press (1992)Google Scholar
  12. 12.
    Keeney, R. L.: Creativity in Decision Making with Value-Focused Thinking. Sloan Management Review Summer (1994) 33–41Google Scholar
  13. 13.
    Keeney, R. L.: The Value of Internet Commerce to the Customer. Management Science Vol. 45 No. 4 (1999) 533–542CrossRefGoogle Scholar
  14. 14.
    Keller, G., Teufel, T.: SAP R/3 Process — Oriented Implementation: Iterative Process Prototyping. Addison Wesley Longman, Harlow, England (1998)Google Scholar
  15. 15.
    Khoong, C. M.: An Integrated System Framework and Analysis Methodology for Manpower Planning. International Journal of Manpower Vol. 17 No. 1 (1996) 26–46CrossRefGoogle Scholar
  16. 16.
    Martin, N., Gregor, S.: Enterprise Architecture and Information Systems Alignment: Policy, Research and Future Implications. In Wenn, A., McGrath, M., Burstein, F.: Proceedings of the 13th Australasian Conference on Information Systems. Vol. 3 (2002) 1057–1068Google Scholar
  17. 17.
    Milkovich, G., Boudreau, J. W.: Human Resource Management. 6th edn. Irwin Chicago (1991)Google Scholar
  18. 18.
    Moussa, N., Moussa, V.: Constructing a Multicriteria Hierarchical Evaluation Model Using an Aggregation-Disaggregation Approach. Proceedings of the 5th DSI-99 Conference, Athens July 4–7 (1999) 1403–1409Google Scholar
  19. 19.
    Neiger, D., Churilov, L.: Towards Decision-Enabled Business Process Modelling Tools: from e-EPC to de-EPC. In Wenn, A., McGrath, M., Burstein, F.: Proceedings of the 13th Australasian Conference on Information Systems. Vol. 1 (2002) 151–162Google Scholar
  20. 20.
    Nuttgens, M., Field, T., Zimmerman, V.: Business Process Modeling with EPC and UML: Transformation of Integration? In Schader, M., Korthaus, A. (eds.): The Unified Modelling Language — Technical Aspects and Applications, Proceedings (Mannheim, October 1997), Heidelberg (1998) 250–261Google Scholar
  21. 21.
    Rahman bin Idris, A., Eldridge, D.: Reconceptualising Human Resource Planning in Response to Institutional Change. International Journal of Manpower Vol. 19 No. 5 (1998) 343–357CrossRefGoogle Scholar
  22. 22.
    Rockart, J. F.: Chief Executives Define Their Own Data Needs. Harvard Business Review March/April (1979) 81–97Google Scholar
  23. 23.
    Scheer, A.-W.: Business process engineering: reference models for industrial enterprises. Study edn. Springer-Verlag, Berlin, Heidelberg, New York (1998)Google Scholar
  24. 24.
    Scheer, A.-W.: ARIS — Business Process Frameworks. 3rd edn. Springer-Verlag, Berlin Heidelberg (1999)Google Scholar
  25. 25.
    Scheer, A.-W.: ARIS — Business Process Modeling. 3rd edn. Springer-Verlag, Berlin Heidelberg (2000)Google Scholar
  26. 26.
    Schuler, R. S., Walker, J. W. (eds.): Managing HR in the Information Age. Bureau of National Affairs Washington (1991)Google Scholar
  27. 27.
    Sterman, J. D.: Business Dynamics: Systems Thinking and Modelling for a Complex World. The McGraw-Hill Companies, USA (2000)Google Scholar
  28. 28.
    Stone, R. J.: Human Resource Management. 3rd edn. Jacaranda Wiley, Queensland (1998)Google Scholar
  29. 29.
    Treasury Board of Canada Secretariat: Human Resources Management Framework — a Reference Tool for Managers. 2001 ed. Minister of Public Works and Government Services Canada (2001) (last accessed 24/12/02)
  30. 30.
    Walker, J. W.: Human Resource Planning, 1990’s Style. Human Resource Planning Vol. 13 No. 4 (1990) 229–240Google Scholar
  31. 31.
    Walker, G., MacDonald, J. R.: Designing and Implementing an HR Scorecard. Human Resource Management Vol. 40, No. 4 (2001) 365–377CrossRefGoogle Scholar
  32. 32.
    Winston, W. L.: Operations Research: Applications and Algorithms. Wadsworth USA (1994)Google Scholar
  33. 33.
    Winthrop, M. F.: C2ISR Low Demand/High Density (LD/HD) Aircraft Investment and Organizational Solutions. (2000) (last accessed 18/12/02)Google Scholar
  34. 34.
    Zeffane, R., Mayo, G.: Planning for Human Resources in the 1990s: Development of an Operational Model. International Journal of Manpower Vol. 15 No. 6 (1994) 36–56CrossRefGoogle Scholar
  35. 35.
    Yu, E. S. K., Mylopoulos, J., Lesperance, Y.: AI Models for Business Process Reengineering. IEEE Expert August (1996) 16–23Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2003

Authors and Affiliations

  • Dina Neiger
    • 1
  • Leonid Churilov
    • 1
  1. 1.School of Business Systems, Faculty of Information TechnologyMonash UniversityAustralia

Personalised recommendations