ABSTRACT BUSINESS MANAGEMENT

Dina Chamidah
dina.chamidah@yahoo.co.id

Business enterprises are increasingly realizing the importance of business continuity management (BCM).
Availability BS 25999 Standard has facilitated a consistent methodology that organizations can follow in
designing their BCM System. This paper intends to provide a conceptual understanding of BCM right from
BCM Policy to BCM maturity by describing the steps involved in the implementation of BCM Standard -
BS 25999 - to ensure business continuity in the event of an outage. The key BCM tasks have been
categorized into three phases of business continuity - Pre-event Preparation, Event Management, and Post-
event Continuity. This paper also highlights some of the challenges experienced by the author in carrying
out Risk Assessment and Business Impact Analysis. The Business Continuity Maturity Model® of Virtual
Corporation is provided (with their permission) as a tool to strengthen business continuity maturity or
organizations. (http://dx.doi.org/10.1080/19393550903551843)

A number of recent initiatives in both academia and industry have sought to achieve improvements in e-
businesses through the utilization of Business Process Management (BPM) methodologies and tools.
However there are still some inade- quacies that need to be addressed when it comes to achieving alignment
between business goals and business processes. The User Requirements Notation (URN), re- cently
standardized by ITU-T, has some unique features and capabilities beyond what is available in other
notations that can help address alignment issues. In this paper, a URN-based framework and its supporting
toolset are introduced which provide busi- ness process monitoring and performance management
capabilities integrated across the BPM lifecycle. The framework extends the URN notation with Key
Performance Indicators (KPIs) and other concepts to measure and align processes and goals. An example
process for controlling access to a healthcare datawarehouse is used to illus- trate and evaluate the
framework. Early results indicate the feasibility of the approach. (http://dx.doi.org/10.1007/s10660-009-
9039-z)

Risk management has become a vital topic both in academia and practice during the past several decades.
Most business intelligence tools have been used to enhance risk management, and the risk management
tools have benefited from business intelligence approaches. This introductory article provides a review of
the state-of-the-art research in business intelligence in risk management, and of the work that has been
accepted for publication in this issue. © 2013 Elsevier Inc. All rights reserved.
(http://dx.doi.org/10.1016/j.ins.2013.10.008)

In this article a general business process architecture is presented, which is based on the Architecture of
Integrated Information Systems (ARIS) and which is composed of the four levels of process engineering,
process planning and control, workflow control and application systems. The ARIS-House of Business
Engineering encompasses the whole life-cycle range: from business process design to information
technology deployment, leading to a completely new process-oriented software concept. At the same time,
the architecture bridges the gap between business process modeling and workflow-driven applications, from
Business Process Reengineering to Continuous Process Improvement.
(http://dx.doi.org/10.1108/14637159810224322)

In this IBM Redbook, we discuss business performance management (BPM) and its integration with
business intelligence. BPM is all about taking a holistic approach for managing business performance and
achieving the business goals. Businesses align strategic and operational objectives, and business activities,
to fully manage performance through more informed and proactive decision making. This holistic approach
enables the integration and use of business intelligence, process management, business service
management, activity monitoring, and corporate performance management to achieve a single view of their
enterprise. Businesses are evolving to an environment capable of supporting continuous data flow, which
enables the support of business intelligence environments with more current data. This is referred to as real-
time business intelligence, and represents a significant competitive advantage. In this redbook, we
demonstrate how BPM can be enabled, using DB2 for data warehousing and WebSphere Business
Integration for monitoring and managing the business processes. The result is proactive business
performance management and problem avoidance, in addition to the more typical reactive problem impact
minimization. We also discuss techniques, architectures, and approaches for implementing BPM as a
proactive means of managing the attainment of business measurements and business goals.
(http://dx.doi.org/10.1039/C3CS90079G)