1. ERTAN GÜDEKLI - Associate Professor, Istanbul University, Istanbul, Turkey.
2. KATPAEVA KARAKOZ ABDISEITOVNA - PhD, AkhmetYassawi International Kazakh-Turkish University, Turkestan, Kazakhstan.
3. BERDALIEV DAULETBAY TURDALIEVICH - Candidate of Physical and Mathematical Sciences, South Kazakhstan State Pedagogical University, Shymkent, Kazakhstan.
4. SAIDAKHMETOV PULAT ABLATYEVICH - Candidate of Physical and Mathematical Sciences, M. Auezov South Kazakhstan National University, Shymkent, Kazakhstan.
As discussed in the previous section, business process modeling does not add value without further validation and analysis of the business process model. Similarly, process analysis is of little value if it does not help to improve or optimize the business process. Process improvement can occur using appropriate formal methods that support both modeling and analysis of business processes. A holistic approach to business processes should cover the business process (business process modeling), provide the necessary tools to identify bottlenecks and analyze performance, and - ultimately - generate alternative improved business processes in terms of specific goals. But often this last part (optimization of business processes) is overlooked - if not completely, then neglected - in the literature on business processes. This section discusses the differences between process improvement and process optimization, and provides a classification of existing approaches to optimizing business processes.
Business process (BP), BP analysis, Petri nets, BP modeling, BP optimization, customer engagement, engineering.