BPM e ECM: similarities, differences, conceptual, and technological limits
Autor(a) principal: | |
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Data de Publicação: | 2022 |
Outros Autores: | |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Institucional da UFMG |
Texto Completo: | https://doi.org/10.1590/2318-08892018000100008 http://hdl.handle.net/1843/51583 https://orcid.org/0000-0003-0503-3031 |
Resumo: | Enterprise information architectures still do not deliver all the value that comes from integrating structured and unstructured information. Enterprise Content Management and Business Process Management were developed as autonomous disciplines. Thus, Enterprise Content Management still occurs without formally considering the business processes that generate and manipulate content, while Business Process Management initiatives arise without a documented treatment of materials produced by the processes. The non-integrated approach to these disciplines collaborates to reduce the potential benefits expected in Organizational Change Management programs. In such context, the article discusses the interrelation between Business Process Management and Enterprise Content Management, approaching from a historical view of these disciplines, their conceptual limits, technological support, and dialogues that would benefit both initiatives. The paper contributes to clarify a question still vague in the field of Information Management, which is how to integrate Business Process Management and Enterprise Content Management treating structured and unstructured information in a unified manner. It discusses how to approach this issue in a broad scope of IM by combining the concepts of Enterprise Content Management and Business Process Management. Based on a literature review, the paper analyzes and synthesizes experiences in Enterprise Content Management and Business Process Management acquired in the context of a project carried out in a Power Sector Company. The article reveals problems in separating approaches to Enterprise Content Management and Business Process Management. It shows the importance of an effort for integration and presents three instruments that promote the linkage of the two initiatives, approximating process offices and analysts’ information. |
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2023-04-04T21:05:59Z2023-04-04T21:05:59Z2022-06-2130195105https://doi.org/10.1590/2318-088920180001000082318-0889http://hdl.handle.net/1843/51583https://orcid.org/0000-0003-0503-3031Enterprise information architectures still do not deliver all the value that comes from integrating structured and unstructured information. Enterprise Content Management and Business Process Management were developed as autonomous disciplines. Thus, Enterprise Content Management still occurs without formally considering the business processes that generate and manipulate content, while Business Process Management initiatives arise without a documented treatment of materials produced by the processes. The non-integrated approach to these disciplines collaborates to reduce the potential benefits expected in Organizational Change Management programs. In such context, the article discusses the interrelation between Business Process Management and Enterprise Content Management, approaching from a historical view of these disciplines, their conceptual limits, technological support, and dialogues that would benefit both initiatives. The paper contributes to clarify a question still vague in the field of Information Management, which is how to integrate Business Process Management and Enterprise Content Management treating structured and unstructured information in a unified manner. It discusses how to approach this issue in a broad scope of IM by combining the concepts of Enterprise Content Management and Business Process Management. Based on a literature review, the paper analyzes and synthesizes experiences in Enterprise Content Management and Business Process Management acquired in the context of a project carried out in a Power Sector Company. The article reveals problems in separating approaches to Enterprise Content Management and Business Process Management. It shows the importance of an effort for integration and presents three instruments that promote the linkage of the two initiatives, approximating process offices and analysts’ information.Arquiteturas de informação corporativas ainda não entregam todo o valor que advém da integração de informações estruturadas e não estruturadas. O artigo discute formas complementares de abordar essa questão por meio da integração dos conceitos de Gestão de Conteúdo Corporativo e Gestão por Processos de Negócios, que se desenvolveram até hoje como disciplinas autônomas. Iniciativas de gestão de conteúdo corporativo ainda ocorrem sem considerar formalmente os processos de negócio que geram e manipulam conteúdos. Ao mesmo tempo, iniciativas de gestão por processos de negócio ocorrem sem um tratamento formalizado dos conteúdos produzidos por esses processos. A abordagem não integrada das duas disciplinas colabora para reduzir os benefícios potenciais esperados da arquitetura de informação corporativa e dos programas de gestão de informação. O artigo discute a inter-relação entre ambas, abordando desde a visão histórica dessas disciplinas, seus limites conceituais e suporte tecnológico, até a necessidade de diálogo para benefício mútuo. O artigo esclarece, assim, uma questão teórica ainda vaga: como se podem tratar de forma integrada as duas disciplinas e unificar, em âmbito corporativo, informação estruturada e não estruturada. À luz de uma revisão da literatura, buscou-se analisar e sintetizar experiências em Gestão de Conteúdo Corporativo e Gestão por Processos de Negócios adquiridas no contexto de um projeto de gestão de conteúdo corporativo em empresa do setor elétrico. O artigo revela problemas de abordagens desintegradas das disciplinas e mostra a importância do esforço de integração das duas iniciativas, apresentando três instrumentos complementares que promovem o seu enlace, ao mesmo tempo que aproxima escritórios de processo e analistas de informação.engUniversidade Federal de Minas GeraisUFMGBrasilECI - DEPARTAMENTO DE TEORIA E GESTÃO INFORMAÇÃOTransinformaçãoDocumentos - AdministraçãoGestão da InformaçãoBusiness Process Management (BPM)Archival sciencesBusiness Process Management (BPM)Document managementEnterprise content managementBPM e ECM: similarities, differences, conceptual, and technological limitsBPM e ECM: similaridades, diferenças e limites conceituais e tecnológicosinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articlehttps://periodicos.puc-campinas.edu.br/transinfo/article/view/5942Marcello Peixoto BaxMarco Aurélio Mendesapplication/pdfinfo:eu-repo/semantics/openAccessreponame:Repositório Institucional da UFMGinstname:Universidade Federal de Minas Gerais (UFMG)instacron:UFMGLICENSELicense.txtLicense.txttext/plain; charset=utf-82042https://repositorio.ufmg.br/bitstream/1843/51583/1/License.txtfa505098d172de0bc8864fc1287ffe22MD51ORIGINALBPM e ECM: similarities, differences, conceptual, and technological limitsBPM e ECM: similarities, differences, conceptual, and technological limitsapplication/pdf226722https://repositorio.ufmg.br/bitstream/1843/51583/2/BPM%20e%20ECM%3a%20similarities%2c%20differences%2c%20conceptual%2c%20and%20technological%20limits5bed95671de6bde43c0909e5e0e98481MD521843/515832023-04-04 20:48:29.629oai:repositorio.ufmg.br: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Repositório de PublicaçõesPUBhttps://repositorio.ufmg.br/oaiopendoar:2023-04-04T23:48:29Repositório Institucional da UFMG - Universidade Federal de Minas Gerais (UFMG)false |
dc.title.pt_BR.fl_str_mv |
BPM e ECM: similarities, differences, conceptual, and technological limits |
dc.title.alternative.pt_BR.fl_str_mv |
BPM e ECM: similaridades, diferenças e limites conceituais e tecnológicos |
title |
BPM e ECM: similarities, differences, conceptual, and technological limits |
spellingShingle |
BPM e ECM: similarities, differences, conceptual, and technological limits Marcello Peixoto Bax Archival sciences Business Process Management (BPM) Document management Enterprise content management Documentos - Administração Gestão da Informação Business Process Management (BPM) |
title_short |
BPM e ECM: similarities, differences, conceptual, and technological limits |
title_full |
BPM e ECM: similarities, differences, conceptual, and technological limits |
title_fullStr |
BPM e ECM: similarities, differences, conceptual, and technological limits |
title_full_unstemmed |
BPM e ECM: similarities, differences, conceptual, and technological limits |
title_sort |
BPM e ECM: similarities, differences, conceptual, and technological limits |
author |
Marcello Peixoto Bax |
author_facet |
Marcello Peixoto Bax Marco Aurélio Mendes |
author_role |
author |
author2 |
Marco Aurélio Mendes |
author2_role |
author |
dc.contributor.author.fl_str_mv |
Marcello Peixoto Bax Marco Aurélio Mendes |
dc.subject.por.fl_str_mv |
Archival sciences Business Process Management (BPM) Document management Enterprise content management |
topic |
Archival sciences Business Process Management (BPM) Document management Enterprise content management Documentos - Administração Gestão da Informação Business Process Management (BPM) |
dc.subject.other.pt_BR.fl_str_mv |
Documentos - Administração Gestão da Informação Business Process Management (BPM) |
description |
Enterprise information architectures still do not deliver all the value that comes from integrating structured and unstructured information. Enterprise Content Management and Business Process Management were developed as autonomous disciplines. Thus, Enterprise Content Management still occurs without formally considering the business processes that generate and manipulate content, while Business Process Management initiatives arise without a documented treatment of materials produced by the processes. The non-integrated approach to these disciplines collaborates to reduce the potential benefits expected in Organizational Change Management programs. In such context, the article discusses the interrelation between Business Process Management and Enterprise Content Management, approaching from a historical view of these disciplines, their conceptual limits, technological support, and dialogues that would benefit both initiatives. The paper contributes to clarify a question still vague in the field of Information Management, which is how to integrate Business Process Management and Enterprise Content Management treating structured and unstructured information in a unified manner. It discusses how to approach this issue in a broad scope of IM by combining the concepts of Enterprise Content Management and Business Process Management. Based on a literature review, the paper analyzes and synthesizes experiences in Enterprise Content Management and Business Process Management acquired in the context of a project carried out in a Power Sector Company. The article reveals problems in separating approaches to Enterprise Content Management and Business Process Management. It shows the importance of an effort for integration and presents three instruments that promote the linkage of the two initiatives, approximating process offices and analysts’ information. |
publishDate |
2022 |
dc.date.issued.fl_str_mv |
2022-06-21 |
dc.date.accessioned.fl_str_mv |
2023-04-04T21:05:59Z |
dc.date.available.fl_str_mv |
2023-04-04T21:05:59Z |
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info:eu-repo/semantics/publishedVersion |
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info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/1843/51583 |
dc.identifier.doi.pt_BR.fl_str_mv |
https://doi.org/10.1590/2318-08892018000100008 |
dc.identifier.issn.pt_BR.fl_str_mv |
2318-0889 |
dc.identifier.orcid.pt_BR.fl_str_mv |
https://orcid.org/0000-0003-0503-3031 |
url |
https://doi.org/10.1590/2318-08892018000100008 http://hdl.handle.net/1843/51583 https://orcid.org/0000-0003-0503-3031 |
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2318-0889 |
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eng |
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eng |
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Transinformação |
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info:eu-repo/semantics/openAccess |
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openAccess |
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application/pdf |
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Universidade Federal de Minas Gerais |
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UFMG |
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Brasil |
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ECI - DEPARTAMENTO DE TEORIA E GESTÃO INFORMAÇÃO |
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Universidade Federal de Minas Gerais |
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