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متد تعیین مسیرپرریسک در بین مسیرهای چندگانه فرآیند کسب وکار | ||
| پژوهشنامه مدیریت اجرایی | ||
| مقاله 2، دوره 11، شماره 21، شهریور 1398، صفحه 39-72 اصل مقاله (1.36 M) | ||
| نوع مقاله: فناوری(سیستم اطلاعاتی مدیریت، مدیریت دانش، برون سپاری، سیاستگذاری فناوری، انتقال فناوری، اکوسیستم فناوری، تجاری‌سازی فناوری، فناوری‌های پیشرفته، . . . ) | ||
| شناسه دیجیتال (DOI): 10.22080/jem.2019.15938.2845 | ||
| نویسندگان | ||
| سید احسان ملیحی* 1؛ مریم سهرابی2 | ||
| 1استادیار گروه مهندسی صنایع، دانشکده فنی و مهندسی، دانشگاه خوارزمی، تهران، ایران | ||
| 2گروه مهندسی صنایع، دانشکده فنی و مهندسی، دانشگاه آزاد اسلامی واحد تهران شمال، تهران، ایران | ||
| تاریخ دریافت: 10 فروردین 1398، تاریخ بازنگری: 07 مهر 1398، تاریخ پذیرش: 25 آبان 1398 | ||
| چکیده | ||
| در هر فرآیند کسبوکار، مسیرهای متعددی وجود دارد. هر موردکاری متناسب با نتیجه تصمیم در فعالیتهای تصمیمگیری، یکی از این مسیرها را طی میکند. هر مسیر فرآیندی متناسب با ریسک فعالیتهای روی آن مسیر، دارای ریسک مشخصی است. هر یک از فعالیتها به صورت مستقل دارای یک ریسک معین هستند، اما وقتی در یک مسیر به خصوص در فرآیند کسبوکار قرار میگیرند، با توجه به تاثیرگذاری و تاثیرپذیری از ریسک سایر فعالیتها، ریسک هر فعالیت در مسیرهای مختلف تغییر میکند. هدف از این مقاله ارائه روشی کمی برای شناسایی پریسکترین مسیر، از بین مسیرهای متعدد فرآیندی است. بدین منظور برای هر فرآیند دو لایه فعالیتها و ریسک فعالیتها در نظر گرفته شده است. ابتدا در لایه ریسک با استفاده از مسأله "مسیر با بیشترین قابلیت اطمینان"، مهمترین ریسکهای تاثیرگذار بر هدف فرآیند شناسایی میشود و سپس در لایه فعالیتها، پرریسکترین مسیرهای فرآیند متناظر با مهمترین ریسکها، معین میشود. روش ارائه شده برای شناسایی پرریسکترین مسیر فرآیندی، در فرآیند لیزینگ مالی بهکار گرفته شده است. شناسائی پرریسکترین مسیر فرآیندی به مدیران کمک میکند تا اقدامات پیشگیرانه و کنترلهای فرآیندی را متناسب با سطح ریسک پرریسکترین مسیرهای فرآیندی، طراحی و اجرا کنند. | ||
| کلیدواژه‌ها | ||
| پرریسک ترین مسیر فرآیندی؛ مدیریت فرآیند کسب و کار ریسک آگاه؛ مدیریت ریسک؛ فرآیند لیزینگ مالی؛ مسیر با بیشترین قابلیت اطمینان | ||
| عنوان مقاله [English] | ||
| A Method for Predicting Most Risky Process Instance Across Multiple Business Process Instances | ||
| نویسندگان [English] | ||
| Ehsan Malihi1؛ Maryam Sohrabi2 | ||
| 1Assistant Professor of Industrial Engineering, industrial engineering department, School of Engineering, Kharazmi University, Tehran, Iran | ||
| 2industrial engineering department, School of Engineering, Islamic Azad University, Tehran North branch, Tehran | ||
| چکیده [English] | ||
| Risk management is critical regarding the maintenance of a organization’s business processes. In any business process, there are several process instances. Each case follows one of these process instances depending on the decisions made during the execution of the process. Every activity itself contains a certain amount of risk, but when it is placed in a particular path, specially a business process, given the impact from previous or upcoming activities, the risk type and level varies in different paths. As a result, the risk of each process instance will be determined by which activities are on it. The purpose of this paper is to present a quantitative method for identifying the most risk-containing process instance among various process instances. To this end, two layers are considered for each process: the activity layer and the risk layer. In the risk layer using the “most reliable path” problem, the most important risks affecting the outcome of the process are identified. Then, in the activity layer, the business process instances correspond to the most important risks are recognized as a business process instance with highest risk. The proposed method has been investigated in the financial leasing business process. The ability of to identify the most risk-containing business process instances, helps managers design and implement better preventative measures and impose effective process controls appropriate to the risk level of the most risky process instance. | ||
| کلیدواژه‌ها [English] | ||
| Business process Instance with the highest risk, Risk aware Business process management, Risk management | ||
| مراجع | ||
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