1. INTRODUCTION
2.7. SELECTION OF A METHOD IN SUPPORT OF BUSINESS PROCESS UNDERSTANDING
The Collins dictionary (1999) defines method as “a procedure, technique, or way of doing something, especially in accordance with a definite plan” or the “manner or mode of procedure, especially an orderly, logical, or systematic way of instruction, inquiry, investigation, experiment, presentation, etc.: the empirical method of inquiry” (Collins 1999). In this thesis the term method is meant to include the use of a procedure or technique within an organisation or entity.
There are many methods available to support the management of businesses and in some instances the management of processes. In line with the development of new software and systems to support process modelling, enterprise architecture, decision making and strategic planning there is also an increase in the methods available to business for managing if not understanding processes.
First though it is worthwhile clarifying the domain and defining how the researcher will explain the methods described will be explained. Firstly the use of the terms tools and methods can be interchangeable and is intended to mean the same thing. A methodology is an integrated set of activities which may include individual processes, procedures, directions or suggestions. Methodologies aim to provide instructions within which, what may be a diverse yet interdependent set of activities relate in an orderly sequence. A method can be built into a software application by using ‘workflow’ or training instructions to guide a user to a designated result (Berard 2006).
Selecting the Group for Evaluation
Looking for a group of methods which might be a suitable starting place for selecting an appropriate method for this research study could be a complex task. A review of literature does not provide any guidance on or list of available methods possibly due to the many hundreds if not thousands of methods in use within business (Wiig, de Hoog & van der Spek 1997). Wiig, de Hoog et al. (1997) also state that while there are many methods their specific compatibility with certain activities is problematic and in knowledge management for instance there are many ‘gaps’ to be found in methods purporting to be suitable for this area of activity (Wiig, de Hoog & van der Spek 1997). A search of the grey literature also identifies a large number of methods for use within business but also adds to the realisation that these methods have many overlaps in their functionality and objectives. For
69 | P a g e School of Computing & Information Systems, University of Tasmania
example one organisation lists four categories in its problem solving techniques page (Mind Tools 2008):
Problem-Solving Approaches Finding the Cause of a Problem Improving Business Processes Diagram-Based Tools
These four categories have clear overlaps in the ‘diagram based tools’ and ‘improving business processes’ categories, with examples such as “Flow Charts” and “Swim Lane Diagrams” were appearing in both lists. Thus the problem of even categorising methods to enable a broad choice is problematic.
A second aspect is the ability of the researcher to both understand and assess to some degree the methods that are selected into the list for assessment. Thus a selection based on some either available information for assessment and the researchers experience is required. Based on this two pronged criteria the researcher selected methods found in a range of larger organisations, those which have been in reasonably common use (based on the researchers own reading of the literature and business experience and appeared outwardly to provide some way of improving business process understanding. The list also included a method developed by the researcher in previous work.
This section of the literature review identifies and describes a collection of the more prominent methods which might be used to support an improved understanding of processes (not just the modelling, storage and communication of the process). Understanding defined as the ability to explain, justify, extrapolate, relate and apply in ways that go beyond the basic knowledge and routine skill (Wiske & Breit 2010, p.5). This review does not look at all possible methods as there is a range of overlap between many of these methods and they share the same pedigree. The section does not provide a detailed analysis of the methods in terms of their properties, strengths and weaknesses, as that is not a requirement or goal of this thesis. Instead it provides sufficient information to support the reasoning behind the final decision in selecting one method for exploration of business process understanding.
These methods are considered from four perspectives: 1. Strategy Development Methods, 2. Governance Focused Methods, 3. Workflow Methods and 4. Process Focused Methods.
70 | P a g e School of Computing & Information Systems, University of Tasmania
“Business process management is the framework for coordinating, managing and sustaining ALL the current Business Improvement disciplines and Philosophies with their tools and capabilities” (Fargnoli 2006)(slide 6).
Figure 14- So many methods, which to choose? (Fargnoli 2006)
The major problem for users is not what can I use but which of all the methods available should I use. This is the context which is communicated in the diagram shown in Figure 14. The descriptions of methods reviewed were divided into four sets for the sake of clarity: Strategy Development Methods; Governance Focused Methods; Process Focused Methods and Modellng Methods. They each include a collection of methods which have reasonably wide recognition by both the public and professional consulting organisations. Some methods can be found in more than one set. For example, the Business Excellence Frameworks are in three sets: (1) Strategy Development Methods, (2) Measurement Methods and (3) Quality Methods.
The following diagram, Figure 15, lists the methods which this section of the literature review summarises so that readers have an understanding of what methods are available to organisations in their goal of a greater understanding of business processes. The complete set of assessment tables and further discussion is found in the Appendices. In the literature review the terms tool and method are used interchangeably to mean both software applications, the procedures which support them and for methods which are instructional only.
71 | P a g e School of Computing & Information Systems, University of Tasmania
Figure 15- Some of the more well-known methods available to support process management
Each method was described using a set format which is summarised in Figure 16. In this there are the four areas for description (1.Resources required, 2.Decision support, 3.Purpose and 4. the final assessment used to include or exclude a method from use in the study.
72 | P a g e School of Computing & Information Systems, University of Tasmania
Figure 16- Method Analysis Elements
The following section provides a critique of the methods used in this investigation of methods and tools which might be suitable to support an improved business process understanding in SMEs.
73 | P a g e School of Computing & Information Systems, University of Tasmania