Business Processes in Technology and Information Services

Gestión de procesos de negocios en servicios de tecnología e información

Gestão de processos de negócios em serviços de tecnologia e informação

Ricardo A. Barrera-Cámara *
Universidad Autónoma del Carmen, México
Ana Canepa-Sáenz **
Universidad Autónoma del Carmen, México
Judith del C. Santiago-Pérez ***
Universidad Autónoma del Carmen, México
Verónica Barrientos-Vera
Universidad Autónoma del Carmen, México
Jorge A. Ruiz-Vanoye ****
Universidad Autónoma del Estado de Hidalgo, México
Ocotlán Díaz-Parra *****
Universidad Autónoma del Estado de Hidalgo, México

Business Processes in Technology and Information Services

Universidad & Empresa, vol. 21, núm. 37, 2019

Universidad del Rosario

Recibido: 02 Abril 2018

Aceptado: 04 Diciembre 2018

Información adicional

Para citar: Barrea Cámara, R.A., Canepa Sáenz, A., Santiago Perez, J.C., Barrientos Vera, V., Ruiz Vanoye, J.A, & Díaz Parra, O. (2019). Business processes in technology and information services. Universidad & Empresa, 21(37), 204-227 Doi: https://doi.org/10.12804/revistas.urosario.edu.co/empresa/a.6639

Abstract: In this work, we defined and simulated the processes in an information technology services company with the purpose of enhancing attention and functions defined for each of them. We analyzed several works related to the business management process and simulation. For model development, we designed a methodology based on business process management. For modeling and simulating the procedures and activities, we used a software tool establishing times and number of possible instances to be performed. The software allowed adapting these times and processes to a desired level of performance. Resulting processes contribute to adequately and time efficiently perform business activities to provide a higher quality service.

Keywords Business processes management, simulation, methodology, information technologies.

Resumen: En este trabajo definimos y simulamos procesos en una compañía que presta servicios de tecnología de la información con el propósito de mejorar la atención y las funciones definidas en cada proceso. Analizamos diversos trabajos con respecto a la gestión de procesos de negocios y simulación. Para nuestro modelo de desarrollo, diseñamos una metodología basada en la gestión de procesos de negocios. Los procesos y las actividades fueron modelados y simulados con la ayuda de una herramienta de software para estables los tiempos y el número de posibles estancias ejecutadas. Dichos tiempos y procesos pueden ser adaptados al nivel de rendimiento deseado. El resultado de dichos procesos contribuyó a la realización de actividades de negocio de tal manera que las mismas sean más eficientes con respecto al uso del tiempo y por lo tanto otorguen un servicio de alta calidad.

Palabras clave: BPM, simulación, metodología, tecnologías de la Información.

Resumo: Neste trabalho definimos e simulamos processos em uma companhia que fornece serviços de tecnologia da informação com o propósito de melhorar a atenção e as funções definidas em cada processo. Analisamos diversos trabalhos com respeito à gestão de processos de negócios e simulação. Para nosso modelo de desenvolvimento, desenhamos uma metodologia baseada na gestão de processos de negócios. Os processos e as atividades foram modelados e simulados com a ajuda de uma ferramenta de software para estabelecer os tempos e o número de possíveis estâncias executadas. Estes tempos e processos podem ser adaptados ao nível de rendimento desejado. O resultado de ditos processos contribuiu à realização de atividades de negócio de tal forma que as mesmas sejam mais eficientes com respeito ao uso do tempo e portanto outorguem um serviço de alta qualidade.

Palavras-chave: BPM, simulação, metodologia, tecnologias da informação.

Introduction

Nowadays, businesses organizations are involved in a continuous competition regarding products and services, which has led to an increased concern on the inner workings as well as finding ways for improving, which help increase profitability in business. Process management allows a better control of the activities and tasks performed. The main goal of the company is to provide clients with a better service in a short response time, low prices, and good customer support.

Business process modeling role is to analyze each level of the organization and monitor every department and the processes performed, with the objective of identifying weaknesses and strengths and proposing, trying and implementing solutions in the organization. Such solutions must go hand in hand with the implementation of good practices for ensuring the best quality management. For this reason, all levels of the organization, from management to the areas closest to clients, must be involved in this process.

It is no surprise to see that most companies rely on and need information technologies (ITS) to perform their functions, which main objectives are to provide services and products of the highest quality. However, small and medium size companies rarely make use of established standards or good practices in their processes, making this aspect vulnerable to errors since these processes lack organization and communication among the composing departments is not adequate. The inadequacy in processes results in little or no advantage in comparison to similar companies in the market these companies are competing. In addition, such non-optimized processes derive in problems when providing it services because they cannot complete their projects due to misuse or lack of infrastructure, communication, security, communication with suppliers, customer complaints, and others that affect credibility and trust and may lead to loss of customers.

It is essential to have both an adequate management and structure of the it processes and services because that contributes to meet the needs of the organization, and the ones of users or companies that request a service or product. This allows improving the efficiency in the organization’s operations and the company’s value.

The company object of study provides it services, sales of products as well as accessories for its. This organization shows a lack of interdepartmental communication and of execution of activities and omission of them and processes to be followed by departments. The staff performs activities unrelated to a department, which doubles the number of functions performed by the department affecting the time allocated for their execution or of the services provided to customers.

Processes are considered an initial part of the operation of a company until it becomes a fundamental part of the organizational structure. Different techniques have emerged to include the use of processes in companies, so these become a part of the strategies, objectives, and policies of an organization (Zaratiegui, 1999); BPM (Business Process Management) is one of the principal technological solutions clients are applying in their companies so that the growth they experience in relation to management prolongs over the years, the use of BPM allows business management to become a strategy that makes changes timely, quickly, and reliably without losing quality in the services provided and staying focused on the strategic objectives proposed in the organizations (Díaz Piraquive, 2008). Having a model of business processes and quality, which organizations can apply to their processes to automate, control, and monitor them allows better management of the it service (Hernández Villegas, 2013). The combination of adequate process management, the use of its and a business model help organizations to be competitive in the direction they headed (Díaz Piraquive, 2008).

For the management of it services, there are several frameworks built with a set of best practices (Díaz Piraquive, 2008 ; Hernandez Villegas, 2013) and standards such as ITIL (Information Technology Infrastructure Library), COBIT (Control Objectives for Information and Related Technology), CMMI (Capability Maturity Model Integration), PMBOK (Project Management Body of Knowledge), which help the business to improve performance, transparency, and control over it activities (Governance Institute, 2008).

Literature Review

The implementation of it services management in organizations helps to solve common problems which may prevent organizations from obtaining desirable results. The purpose of it services is to provide organizations with the necessary skills enabling them to become efficient service providers for customers. Strategies and continuous improvement will be all the services’ base. In order to implement service management, it is necessary to improve process management to allow the organization to achieve its goals. Below, we provide some examples of recent works in the field of it with business process management at its core.

  1. Health. Medicine can benefit from the application of process management because it proposes modeling technology with the purpose of providing telemedicine based health services (e.g. home care). This case used Aris technology, particularly for the implementation it used the Aris Toolset tool in conjunction with the event-driven process chain (EPC) technique (Parra et al., 2005). Framiñán et al. (2004) used processes redesign and reengineering in different health services based on current modeling process (as their models) to run a simulation and obtain models, which worked according to the objectives (to be models). Gómez Pérez et al. (2012) define a methodology that identifies areas for improvement in neurorehabilitation processes in patients with acquired brain damage (ABI) and provides tactics for their supervision and automation.

  2. Software. Bonillo (2006) suggests different methods and tools paired with BPM, which allow the identification of the main processes, their analysis and modeling through the use of patterns and their representation with an architecture definition language (ADL) to then simulate, implement, evaluate, supervise and improve them. A combination of cloud storage and BPM allows running different processes in the cloud storage environment, which result in mobile applications, sensitive data, and a high level of performance that require the use of process engines (Karabogosian, Bazán & Martínez Garro, 2014) Ushuaia (Tierra del Fuego, Argentina. Sanchez et al. (2007) suggest the use of model driven architecture (MDA) in those business processes that are an essential part of computation independent model (CMI). They also recommend using BPM and Service Oriented Architecture (SOA) for defining processes and linking them to the most suitable software. The collaboration in the development of software projects aims for higher quality and fulfilling the requirements, needs, cost, and delivery time. These lead to the development or implementation of modeling techniques in order to introduce, evaluate, and redesign software development processes by proposing the application of the stages which allow the conceptualization, capture, evaluation, redesign, and execution of software processes (García Mireles, 2001).

  3. Commerce. The commercialization of products based on their traceability can also benefit from the application of process management. Santamaría (2011) provides a solution for the analysis of procedures, which helps to see a product in a specific period or moment, done through the design and analysis of a series of processes in BPMN. Pita (2015) suggests the use of software for process automation, aiming for management and control of the activities in the company.

  4. Industry. In this sector, companies are always striving for the best way to provide services and high quality products, and this is why some companies have implemented BPM. Jaramillo Garza and Jaramillo Garza (2015) analyzed a methodology focused on business process reengineering models which are to be evaluated both quantitatively and qualitatively, proving to improve the efficiency of current processes and the competitiveness of the company. In the metallurgical sector, Sperandio Milan et al. (2012) applied a methodology based on the process management of ABPMP. This methodology consists of six stages that represent the management related activities performed in the organization related to the manufacturing of a product tailored to the needs of a customer. Also, Sperandio Milan et al. (2012) claimed for methodologies, which allow the standardization and improvement in manufacturing processes in small and medium enterprises. Martínez and Soler (2011) implemented a similar methodology in a medium sized basic metallurgy enterprise, which helped the company develop tools for the implementation of best practices. This methodology consists of five stages which aim at identifying all the departments interacting in a specific activity and the areas for opportunity and improving the manufacturing processes. The methodology makes use of tools provided by method engineering, quality engineering, and business processes. Process automation for documentation in a quality management system ISO 9001 with business management process allows for a more detailed documentation of the processes and building in the Business Process Management Suite (López Supelano, 2015).

  5. Education. Academic institutions are attentive to advances in management models focused on quality such as BPM, six, sigma, and lean in classrooms and their processes. It is possible to implement BPM in machinery and equipment with the use of 7fe and software tools suited for real life processes according to the needs of people (Lizano Mora, 2014).

  6. Simulation. A retirement home used simulation and business process modeling are used for forecasting the necessity and availability of space as well as the effects caused by the duration of the processes, whose available capabilities are surpassed by requested services (Pecek & Kovacic, 2011). Understanding why some systems and processes are not working properly makes possible implementing improvements in business processes related to the use of a management system for a database (Zarei, 2001). It also supports the modeling and improvement of care in the emergency department in a hospital. In order to reduce the response time, a hospital analyzed and entered the records, while running simulations (Shim & Kumar, 2010). Sarvepalli and Goding (2017) detailed a learning experience with BPM that included simulations and graphic elements of processes present in a game.

  7. BPM methodologies. Lowenthal’s method consists of 4 phases that includes 13 principles (Martínez Cruz, 2012). The phases represent the stages of the life cycle followed in this method: preparing, planning, designing, and evaluating change; the principles are the activities or tasks to be performed in each stage. The Execution Premium relates the formulation and planning of the strategy with the operational execution, which consists of six stages (Sistos Mendoza, 2015): Development of the strategy, its translation, alignment of the organization, planning the operations, monitoring and learning, and testing and adapting the strategy. Smith (Fundibeq, 2015) relied on the review of the strategic process to improve the performance of the processes. The phases are vision and mission, strategic assessment, strategy maps, balanced scorecard, execution. Jeston and Nelis (Carrión, 2016) proposed four critical aspects for a process improvement project: people, process, technology and project management. These aspects are composed of 10 phases: organization strategy, process architecture, process launch pad, understand innovation, develop, people, implement, realize value, sustainable performance. This method has three main components: project management, change management, and leadership.

Methodology

The methodology considered for this study was Execution Premium (Sistos Mendoza, 2015) oriented towards the administrative departments. The aim is to choose the most suitable strategy for the company from an array of options, how to implement it and the people involved in its implementation. Lowenthal’s method (Martínez Cruz, 2012) serves as a guide for making improvements in the processes starting on a chosen strategy. With these two features, we designed a methodology usable for small and medium enterprises in the IT departments with the goal of improving administration, operation and increasing the quality of products and services. This adaptation consisted of five steps: analyze, plan, design, assess and apply.

Methods and Tools

Following the steps provided by the selected methodology (analyze, plan, design, assess, apply) and Bizagi as modeling and simulation tool, we propose the following model and process map (Figure 1).

Classification of the suggested processes
Figure 1
Classification of the suggested processes


Source: Own elaboration

These allowed identifying customer needs and strategic, key and supporting processes while keeping as a goal the customer satisfaction. The suggested processes are:

  1. Strategic processes. They aim at defining and controlling the goals of the organization, as well as policies and strategies.

    • CEO. This process organizes the company’s management plan in order to perform all activities and achieve goals. It also verifies and guarantees the fulfillment of all policies and authorizes all requests and revisions regarding the administration management.

    • Commercial management. It is responsible for managing the procurement and sales of all products and services. It aims to find the best strategies when promoting the products offered by the company.

    • Quality management. Its main role is to follow and control all processes in the company and to verify areas follow them correctly. Also, it is in charge of making all necessary adjustments in order to contribute to the goal of offering a better service.

    • Support management. It arranges all services and sales of spare parts in order to make any repairs or get it done through an external repair service.

  2. Operational Processes. These allow generating all products and services offered to customers.

    • Sales. It has direct contact with customers, finds the best products and services by considering their needs, and provides sales advice and tracking of customers and potential sales. Its main roles are 1) counter sales; 2) verify the availability of a product; 3) authorization; 4) quotes; 5) placing an order, and 6) billing.

    • Procurement. It finds and administers resources efficiently; provides materials to the company; requests quotes of products, and evaluates and selects suppliers based on the costs, availability, delivery time, quality of the product and service, so the company always has the necessary resources to keep the organization running. Its main responsibilities are 1) request purchase, 2) request quote and select the best supplier, 3) making the purchase.

    • Service. It analyzes, diagnoses and repairs equipment provided by customers. Activities performed are: 1) Reception, 2) Review, 3) Diagnose, 4) Repair, 5) Return equipment, 6) Customer satisfaction survey.

    • Spare parts. Its principal roles are purchasing and distributing spare parts as the means for repairing any equipment or hiring maintenance to prevent malfunctioning. Its main activities are 1) spare parts request, 2) Quotes, 3) Making the purchase, 4) Deliver materials.

    • Warranties. It receives and handles all requests related to the warranty of products, equipment or services which have any defects on quality or problems arising from performed services. Its activities are 2) Receive warranty request, 2) verify purchase information, 3) perform tests, 4) request warranty, 5) supplier resolution, 6) communicates resolution to customer.

    • Warehouse. It controls and stores products and equipment from the organization; receives and verifies all of those requested based on quantity, features, cost, and adequate conditions; records all resources received, and distributes all assigned spaces. It performs the following activities: 1) receive goods, 2) verify goods received are the ones billed, 3) verify goods are in good conditions, 4) register the goods in the system, 5) store the goods.

  3. Supporting processes. These processes are the necessary activities for the proper functioning of the operational processes.

    • Accountancy. It allows for the elaboration and presentation of information related to financial reports used as tools for adequate planning and decision-making. The activities performed are 1) tax calculation, 2) control of expenses, 3) account management.

    • Human resources. It verifies, administers and leads personnel in the company, and recruits and selects staff, authorizes leaves of absence and training courses. Its main activities are 1) staff request, 2) recruitment and selection, 3) hiring, 4) scheduling leaves of absence and vacation, 5) training, 6) end of contracts.

    • Marketing. It designs strategies to find and keep customers. Its main activities are 1) identify customer needs, 2) needs analysis, 3) customer advice, 4) design promotional strategies, 5) design advertising campaigns, 6) visit potential customers, 7) make sales.

Results

With the use of a BPMS, we modeled and simulated processes, validated fluxes and processes, and assigned time to activities. Simulated processes correspond to operational processes, which majorly influence the organization’s services. Input data —ID— (table 1, table 3, table 5, table 7, table 9, table 11) specify the amount of time assigned to each activity or task in the process, which also provided the opportunity to perform them. We used several minimum and maximum arrival intervals for specific processes. The maximum value of instances was set at 100. Time may vary according to circumstances; we took input time data from real life time intervals executed by the personnel involved in the service processes which allow obtaining execution times in the simulated ones (table 2, table 4, table 6, table 8, table 10, table 12).

Table 1
Input data for simulation in sales
Input data for simulation in sales


Source: Own.

Table 2
Times obtained after processing one hundred possible sales in days (d), hours (h) minutes (m)
Times obtained after processing one hundred possible
sales in days (d), hours (h) minutes (m)


Source: Own.

Completed Instances (CI), Started Instances (SI), Minimum time (MinT), Maximum Time (MaxT), Average Time (AvgT), Total Time (TT) are the representations of the values.

Table 3
Input Data for Simulation in Procurement
Input Data for Simulation in Procurement


Source: Own.

Table 4
Results Obtained After Processing One Hundred Possible Purchases in Days (d), Hours (h) Minutes (m)
Results Obtained After Processing One Hundred
Possible Purchases in Days (d), Hours (h) Minutes (m)


Source: Own.

Table 5
Input Data for Simulation in Warehouse
Input Data for Simulation in Warehouse


Source: Own.

Table 6
Results Obtained After Processing One Hundred Possible Events in Warehouse in Days (d), Hours (h), Minutes (m)
Results Obtained After Processing One Hundred
Possible Events in Warehouse in Days (d), Hours (h), Minutes (m)


Source: Own.

Table 7
Input data for simulation in Warranties
Input data for simulation in Warranties


Source: Own.

Table 8
Results obtained after processing one hundred times the process of Warranties in days (d), hours (h), minutes (m)
Results obtained after processing one hundred times
the process of Warranties in days (d), hours (h), minutes
(m)


Source: Own.

Table 9
Input data for simulation in spare parts
Input data for simulation in spare parts


Source: Own.

Table 10
Results obtained from simulation in Spare parts
Results obtained from simulation in Spare parts


Source: Own.

Table 11
Input data for simulation in Service
Input data for simulation in Service


Source: Own.

Table 12
Results obtained after processing one hundred possible Services in days (d), hours (h) minutes (m)
Results obtained after processing one hundred
possible Services in days (d), hours (h) minutes (m)


Source: Own.

Discussion

With the input data provided, a customer is served in 14 minutes if the product or service is available, and the customer does not need an invoice. Sales processes require an excessive amount of time when a quote is requested (1 hour) and authorization requires 2 hours. Minimum time (MinT) is 2 hours 26 minutes, maximum time (MaxT) is 4 hours 9 minutes and the total time required for running 100 instances is 11 days 22 hours 15 minutes after performing all the activities in the process.

In procurement, MinT is one day 9 hours, MaxT is one day 14 hours and total time required after running 100 instances and performing all activities is 150 days 19 hours. Analysis of purchase request needs one day, and supplier selection takes 5 hours. These are the activities that require the longest time in the process.

In Warehouse, MinT is 2 hours 25 minutes, MaxT is 7 hours 22 minutes, and the total time required after running 100 instances and performing all activities is 28 days 20 hours 13 minutes. These are the activities which require the longest time in the process: Register the goods in the system —3 hours—, verify they are in good conditions —1 hour—, and receive the invoice and verify goods again —1 hour—.

In Warranties, MinT is 21 minutes, MaxT is four days 1 hour 16 minutes and the total time after running 100 instances and performing all activities is 44 days 3 hours. These are the activities which take the longest in the process: Send to the supplier, receive replacement product and repair, each of these requiring 2 hours.

In Spare Parts, MinT is 2 hours 10 minutes, MaxT is six days 1 hour 2 minutes and the total time after running 100 instances is 373 days 10 hours 44 minutes. These are the activities which take the longest: Deliver product to the customer three days, request purchase two days and request quote one day.

In Service, MinT is 40 minutes, MaxT 7 hours 5 minutes and the total time after running 100 instances is 21 days 13 hours 5 minutes. These are the activities which take the longest: Check equipment 2 hours, and Perform repair 2 hours.

Conclusion

Establishing processes allows performing activities and tasks in less time. The adequate definition and scope of the procedures for the accomplishment of them permit a better specification of responsibilities and roles. This helps allot time for each process reducing downtime and response time when the organization provides services to customers. We also identified processes and activities which require excessive amounts of time or slow down performance. We must note that some processes or activities are under the control of the organization while others are not.

References

Bonillo, P. (2006). Metodología para la gerencia de los procesos del negocio sustenta en el uso de patrones. Journal of Information Systems and Technology Management, 3(2), 143-162.

Carrión, A. (2016). El modelo EFQM mas alla de ISO 9000. La revista del Centro Andino de Altos Estudios, 1(1), 105-110.

Díaz Piraquive, F. N. (2008). Gestión de procesos de negocio BPM (Business Process Management), tics y crecimiento empresarial ¿Qué es BPM y cómo se articula con el crecimiento empresarial? Universidad & Empresa, 10(15), 151-176.

Framiñán Torres, J. M., Parra Calderón, C., Ruiz, R., & González Rodríguez, P. L. (September, 2004). Experiencias en la aplicación de Modelado de Procesos de Negocio (BPM) en el sector sanitario. Paper presented at the VIII Congreso de Ingeniería de Organización, Leganés. Retrieved from http://www.adingor.es/Documentacion/CIO/cio2004/comunicaciones/437-446.pdf

Fundibeq. (2015). Modelo Iberoamericano de Excelencia en la Gestión. Recuperado de: http://www.fundibeq.org/modelo-excelencia http://www.fundibeq.org/images/pdf/Modelo_Iberoamericano_v2015_FUNDIBEQ-ES.pdf

García Mireles, G. A. (2001). Aplicación del modelado de procesos en un curso de ingeniería de software. Revista Electrónica de Investigación Educativa, 3(2).

Gómez Pérez, C., Caballero Hernández, R., Medina Casanovas, J., Roig Rovira, T., Vidal Samsó, J., Bernabeu Guitart, M., et al. (November, 2012). Identificación de oportunidades de mejora en procesos de neurorrehabilitación. Paper presented at the XXX Congreso Anual de la Sociedad Española de Ingeniería Biomédica Caseib 2012, San Sebastián, España. Retrieved from http://oa.upm.es/19986/

Hernández Villegas, L. (2013). Propuesta de estructura organizacional para un área de tecnologías de información y comunicaciones (Master’s thesis, Instituto Politécnico Nacional, Mexico D.F., Mexico). Retrieved from http://148.204.210.201/tesis/1377537224169TESISDEMAESTR.pdf

Governance Institute. (2008). Alineando CobiT® 4.1, ITIL® V3 y ISO/IEC 27002 en beneficio de la empresa. Retrieved from http://m.isaca.org/Knowledge-Center/Research/Documents/Alineando-COBIT-4-1-ITIL-v3-y-ISO-27002-en-beneficio-de-la-empresa_res_Spa_0108.pdf

Jaramillo Garza, R., & Jaramillo Garza, J. (2015). Modelo de reingeniería de procesos de negocios. Vinculategica, 1(1).

Karabogosian, D. L., Bazán, P., & Martínez Garro, J. N. (May, 2014). Ejecución y monitoreo de procesos de negocios distribuidos entre diferentes motores de Bonita OS. Paper presented at the XVI Workshop de Investigadores en Ciencias de la Computación, Galería de Arte del Museo Marítimo, Ushuaia, Tierra del Fuego, Argentina.

Lizano Mora, H. (2014). Desarrollo de marco metodológico de aplicación de BPM en la universidad de Costa Rica. (Master’s thesis, Instituto tecnológico de Costa Rica, Cartago, Costa Rica). Retrieved from https://repositoriotec.tec.ac.cr/bitstream/handle/2238/6697/desarrollo_marco_Metodologico_aplicacion_BPM_universidad_costa_rica.pdf?sequence=1&isAllowed=y

López Supelano, K. (2015). Modelo de automatización de procesos para un sistema de gestión a partir de un esquema de documentación basado en Business Process Management (BPM). Universidad & Empresa, 17(29), 25.

Martínez Cruz, A. (2012). Propuesta integral de un modelo de gestión por procesos de negocio (PIM-GPN) (Master’s thesis, Instituto Politécnico Nacional, Mexico D.F., Mexico). Retrieved from http://148.204.210.201/tesis/1335306891916TESISBPMMarzo.pdf

Martínez Mendoza, E., & Soler Anguiano, F. I. (April, 2011). Propuesta metodológica para la mejora de procesos en pequeñas y medianas empresas del sector metal básico. Paper presented at the XV Congreso Internacional de Investigación en Ciencias Administrativas, Instituto Tecnológico y de Estudios Superiores de Monterrey (ITESM), Campus Monterrey en Nuevo León, México.

Parra, C. L., Framiñán, J. M., Pérez, P., Montes, M., de la Higuera, J. M., & Melero, J. M. (2005). Investigación en Servicios de Salud Metodología de Modelado de Procesos en Servicios de Salud utilizando Telemedicina. Informática y Salud, 51, 16-23.

Pecek, B., & Kovacic, A. (2011). Business process management: Use of simulation in the public sector. Economic Research-Ekonomska Istraživanja, 24(1), 95-106. Doi: 10.1080/1331677x.2011.11517447

Pita Alvarado, L. N. (2015). Automatización del proceso de requerimiento de personal bajo los estándares BPMN 2.0. (Master’s thesis, Escuela Superior Politécnica del Litoral, Guayaquil, Ecuador). Retrieved from http://www.dspace.espol.edu.ec/xmlui/bitstream/handle/123456789/30024/D-84689.pdf?sequence=-1&isAllowed=y

Santamaría, J. J., & Solís, C. A. (2011). Aplicación de la metodología de sistemas blandos, apoyado en la teoría de juegos, a fin de generar estrategias de competitividad, en la empresa Dora Beatriz S.R.L. - Chiclayo. (Undergraduate’s thesis, Universidad Señor de Sipan, Chiclayo, Perú).

Sarvepalli, A., & Godin, J. (2017). Business Process Management in the classroom. Journal of Cases on Information Technology, 19(2), 17-28. Doi: 10.4018/jcit.2017040102

Shim, S. J., & Kumar, A. (2010). Simulation for emergency care process reengineering in hospitals. Business Process Management Journal, 16(5), 795-805. Doi: 10.1108/14637151011076476

Sistos Mendoza, D. (2015). Propuesta de una metodología de mejora del sistema del programa de calentadores solares de agua de la Secretaria de Energía (Master’s thesis, Instituto Politecnico Nacional, Mexico D. F., Mexico). Retrieved from http://148.204.210.201/tesis/1442331145380DavidSistosTE.pdf

Sperandio Milan, G., Andre Soso, F., Eberle, L., & Dorion, E. (October, 2012). El BPM - Business process management como práctica de gestión en una empresa metalúrgica con estrategia de producción ETO - Engineer - To - Order. Paper presented at the XXXII Encontro Nacional de Engenharia de Producao, Bento Gonçalves, RS, Brasil. Retrieved from http://www.abepro.org.br/biblioteca/enegep2012_TI_ST_163_950_19442.pdf

Zaratiegui, J. R. (1999). La gestión por procesos: su papel e importancia en la empresa. Economia Industrial, 6(330), 81-88.

Zarei, B. (2001). Simulation for business process re-engineering: case study of a database management system. Journal of the Operational Research Society, 52(12), 1327-1337. Doi: 10.1057/palgrave.jors.2601208

Notas de autor

* Ph.D. in Computing Systems by Universidad del Sur, Tuxtla Gutiérrez, Chiapas; Universidad Autónoma del Carmen, Faculty of Information Techonologies; Researcher, Full Time Professor; Ciudad del Carmen, Campeche, México: Calle 56 # 4, Postal code: 24180, Ciudad del Carmen, Campeche, México.

** Ph.D. in Computing Systems by Universidad del Sur, Tuxtla Gutiérrez, Chiapas; Universidad Autónoma del Carmen, Faculty of Information Techonologies; Researcher, Full Time Professor; Ciudad del Carmen, Campeche, México.

*** Ph.D. in Computing Systems by Universidad del Sur, Tuxtla Gutiérrez, Chiapas; Universidad Autónoma del Carmen, Faculty of Information Techonologies; Researcher, Full Time Professor; Ciudad del Carmen, Campeche, México.

**** Ph.D. in Science by Instituto Tecnológico de Estudios Superiores de Monterrey, Member of the National Researchers System Level 1; Reseacher, Full Time Professor at Universidad Autónoma del Estado de Hidalgo.

***** Ph.D. in Science by Instituto Tecnológico de Estudios Superiores de Monterrey, Member of the National Researchers System Level 1; Reseacher, Full Time Professor at Universidad Autónoma del Estado de Hidalgo.