The Challenges of the Business Process Modeling In XXI Century

In 1989, Johnston have foreseen that the Engineers would wide their role from technological changing to systemic changing agents. One of the basic differences from the Taylor, Ford, Sloan’s time [if supportFields]><span lang=EN-US style='mso-ansi-language:EN-US'><span style='mso-element:field-begin'></span><span style='mso-spacerun:yes'> </span>CITATION Tay97 \l 4105<span style='mso-spacerun:yes'>  </span>\m Dal56 \m Bar68<span style='mso-element: field-separator'></span></span><![endif](Taylor, 1997; Dale, 1956; Barnes, 1968)[if supportFields]><span lang=EN-US style='mso-ansi-language:EN-US'><span style='mso-element:field-end'></span></span><![endif] to the current operation systems problems, is that the production factors are not so tangible as they were in past. The information systems allowed that the tasks can be executed far away from the main production line, as an “invisible” worker that returns the task done. The interconnection and coordination among distinct stages of the operations network became “responsibility” of the information systems. The crescent importance of the Enterprise Information Systems (EIS) increases the criticality of the operational models to the organization performance than before [if supportFields]><span style='mso-element:field-begin'></span><span style='mso-spacerun:yes'> </span>CITATION EspaçoReservado2 \t<span style='mso-spacerun:yes'>  </span>\l 4105<span style='mso-spacerun:yes'>  </span><span style='mso-element:field-separator'></span><![endif](Marrs e Mundt, 2001)[if supportFields]><span style='mso-element:field-end'></span><![endif]. The modeling activity is one of the main resources, and perhaps most critical, in any EIS development, without a good model, the EIS will not achieve their intended purpose.

Notably, globalization and techno-socio-cultural interconnectivity in production and operations systems has turned the modeling to a much more complex activity. The modeling, in theory, is the representation of part of a real system [if supportFields]><span style='mso-element: field-begin'></span><span style='mso-spacerun:yes'> </span>CITATION Pid03 \l 1046 <span style='mso-element:field-separator'></span><![endif](Pidd, 2003)[if supportFields]><span style='mso-element:field-end'></span><![endif]. The development of models can be divided in two main stages, one explicit and other that occur implicitly in the individual minds. It is an explicit process when the analyst is working on the information gathering, interviews, analyzing documents and legacy information systems. Then, the modeling process became inaccessible from external world when the analyst starts his interpretation, conception, creation of mental models and decide which part of reality will be represent explicitly in the model.

This implicit stage of the act of modeling can be discusses based in two main aspects: cognitive and normative[if supportFields]><span lang=EN-US style='mso-ansi-language:EN-US'><span style='mso-element:field-begin'></span> CITATION Thu94 \l 4105 <span style='mso-element:field-separator'></span></span><![endif] (Thiollent, 1994)[if supportFields]><span lang=EN-US style='mso-ansi-language:EN-US'><span style='mso-element:field-end'></span></span><![endif]. The cognitive aspects are related to the reasoning, the mental representation of real artifact and its artificial representation. This reasoning is affected by the educational and technological background and by the normative aspects of the individual. The normative aspects are regulation elements as norms, values orientation, political preferences, culture, and so on. Any modeling process, in its implicit stage, has the reasoning and the normative regulation influencing the model elements to be represent in a formal document. Taking the “Business Process Modelling” (BPMo) process, it is possible to affirm that the business models are not a transparent representation of the reality, but the reality interpretation and conception regulated by cognitive and normative aspects. The figure represents the methodological foundations of the main theories discussed throughout the article.

It is important to notice that BPMo is taken as a methodological path to represent the organization activities and its operation systems. One of the main final functions of BPMo is to support the design, development and implementation of EIS. Concurrently with the development of the modeling process, there are a huge amount of interactions among distinct people as Subject Matter Experts (SME), ISE and IT experts that might be spread all over the world. The current tendency is that these stakeholder interactions are mostly intercultural, independently where they happen, locally, internationally or remotely. These interactions are influenced by cultural identities, cognitive and normative characteristics of each stakeholder and may be affecting the model produced, and consequently, the Enterprise Information System (EIS) development and performance.


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DALE, E. Contributions to Administration by Alfred P. Sloan, Jr.and GM. Administrative Science Quarterly, 1, n. 1, 1956. 30-62.

MARRS, F. O.; MUNDT, B. M. Chapter 2- Enterprise Concept: Business Modeling, Analysis and Design. New York: John Wiley & Sons, v. Handbook of Industrial Engineering: Technology and Operations Management, 2001.

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#SystemThinking #IndustrialEngineering #Organizationalbehavior #BusinessProcessModeling

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