*4.1.1 Strategic management level*

There are 4 general subtypes of dashboards: (a) Strategic - focused on long-term strategies and high-level metrics, (b) Operational - shows shorter time frames and operational processes. (c) Analytical - contains vast amounts of data created by analysts and (d) Tactical - used by mid-management to track performance.

**A strategic dashboard** is a reporting tool for monitoring the long-term company strategy with the help of critical success factors. They're usually complex in their creation, provide an enterprise-wide impact to a business and are mainly used

**An analytical dashboard** is a type of dashboard that contains a vast amount of data created and used. They supply a business with a comprehensive overview of

Then an organization effectively tracks the performance of a company's goal and

In order to achieve the pre-defined main goal and appropriate partial aims a set

• Business process linguistic modeling (BPLM) approach, where the linguistic sets seem tio elements of principle importance and create basis for design and implementation of reference databases (RDBs) and semantic networks (SNWs), which represent the principal facilities for an appropriate knowledge-based (expert) system structure and functionality

• Design and implementation of an appropriate expert system (ES), where the knowledge stored in the ES knowledge base (ES-KB) are represented with the use of the above-mentioned RDBs and SNWs and a completed ES is being

• In order to manage that application program implementation the principles

• The designed and implemented BPLM SC application should be utilized as a supporting tool, when designing and updating the actual BS strategy

The business process linguistic modeling (BPLM) system represents a complex tool applied for BP linguistic modeling, which consists of the following subsystems: (a) BPLM Strategy Creator, (b) BPLM process analysis and design, (c) BPLM process implementation, which should contain tools for creating of *BP configuration model* (information and knowledge-based support and BP execution model, which includes BP operation and controlling. The BPLM Strategy Creator discussed within presented contribution seems to be the first important component related to the

and elements of graph databases (GraphDb) are being applied for implementation purposes related to linguistic sets, RDBs and SNWs.

**A tactical dashboard** is utilized in the analysis and monitoring of processes

data, with middle management being a crucial part of its usage.

*Operations Management - Emerging Trend in the Digital Era*

conducted by mid-level management, emphasizing the analysis.

of adequate research methods should be postulated and applied:

implemented via adequate application program.

quantitative and qualitative aspects

above-mentioned BPLM System.

**4. Results**

**164**

delivers analytic recommendations for future strategies [30].

by senior-level management [27–29].

**3. Research methodology**

Any business is getting started by business mission statement and business objectives and adequate business process establishment. Those three categories create an integral part of any business strategy. However, before we determine a set of business quantitative and qualitative indicators, real possibilities should be known to apply our business results at an appropriate market area and collect initial information. Usually, the information is stored at different media and documents. However, we have to make a preliminary document content semantic analysis in order to gain a required information and this is an initial action, which should be done with the use of the proposed BPLM Strategy Creator. This type of the document semantic analysis enables providing the document categorization and show use which documents should create basis for processing of business strategy qualitative aspects. Furthermore, we are interested in those documents, which contain data closely related to business strategy quantitative aspects, which might be quantified via indicators denoted as key performance indicators (KPI indicators). However, they usually are not in that form and shape as we need. Therefore, we have to provide the second type of document analysis in order to extract required data – usually denoted as the initial data, which should inform us which products related to our business could be accepted by the market, in which quantity and quality and what about financial assets could be gained. This data type could create content of sets {[YTotfin Assetst]}, {[YTotmat Assetst]}. Because the data are of a linguist nature those sets are denoted as linguistic sets. The linguistic set {[YTotfin Assetst]}, contains data closely related to financial assets and the linguistic set contains data closely related to material assets<sup>1</sup> . This is only one side of the coin, while we to know what about investments (financial costs) are needed in order to pro produce the abovementioned output products and they are stored within {[XTotfin Costs (0)]}, {[XTotmat Costs (0)]} linguistic sets. The data represent the first BPLM Strategy creator output, which is called the **basic output** as well, while the financial costs play a role of principal importance, but are not sufficient for production getting started. We have to know what about customers will buy our products, what about human resources with required theoretical knowledge and practical skills, and what about production technological devices and tools are needed, as well. This types of data are being stored in further linguistic sets. The linguistic set {[SAD (i, j)]} quantifies potential customers denoted as mainframe customers, the linguistic set {[HR (i, j)]} quantifies mainframe human resources and the {[TECH (i, j)]} linguistic set quantifies mainframe production technological devices and tools. A qualifier "mainframe" indicates that the linguistic set content is not specified in more details. When adding that linguist sets to the above-mentioned basic output we get the **initial BPLM** Strategy creator output, while formula (1) might be postulated

$$\{\left[\text{KPI}\left(\mathbf{0}\right)\right]\} = \left\{\left[\mathbf{Y}^{\text{Totfin}}\_{\text{Assets}}\right]\right\}, \left\{\left[\mathbf{Y}^{\text{Totmat}}\_{\text{Assets}}\right], \left[\mathbf{X}^{\text{Totfin}}\_{\text{Cots}}\left(\mathbf{0}\right)\right]\right\}, \tag{1}$$

$$\left\{\left[\mathbf{X}^{\text{Totmat}}\_{\text{Cots}}\left(\mathbf{0}\right)\right], \left[\mathbf{SAD}\left(\mathbf{i}, \mathbf{j}\right)\right], \left[\mathbf{HR}\left(\mathbf{i}, \mathbf{j}\right)\right], \left[\mathbf{TECH}\left(\mathbf{i}, \mathbf{j}\right)\right]\right\}$$

which represent so called the **total initial KPI** indicators.

<sup>1</sup> How many pieces of the actual output products could be produced.

This is the first partial output of the proposed BPLM Strategy creator, which indicates the basic possibilities of our business. However, no business within any firm company might be provided without adequate core, main, subordinated and elementary business processes (BP), while each of those BPs is represent by its own static structure, metrics and dynamic functionality (performance) as well, while the data create basis for determination of the firm or company internal resources and the data are stored within technical and economic standards, which has each firm or company and based on the data a set of appropriate correction coefficients might be calculated. When multiplying the data contained in the above-mentioned linguistic sets with those coefficients, real item values concerned production, customers, human resources, financial and production technology devices and tools might be obtained, based on which our business might be functional and efficient. However, an appropriate algorithm development is the aim of future work as well, while this is a basic principle of for calculation real values of partial KPI indicators and the total KPI indicator/All the above-mentioned KPI indicators are denoted as **primary KPI indicators** and formula (2) might be postulated.

$$\text{KPI}\_{\text{prim}}\left(\mathbf{0}\right)) = \left\{ \left[ \text{KPI}\left(\mathbf{0}\right) \right] \right\} \otimes \left\{ \left[ \text{CBS}\left(\mathbf{0}, 1\right) \right] \right\} \tag{2}$$

*4.1.2.2 Internal BP perspective*

*DOI: http://dx.doi.org/10.5772/intechopen.95096*

*4.1.2.3 Financial perspective*

might be derived.

**Table 1**).

internal metrics.

Education and growth

*KPI indicators related to tactic management level.*

perspective

*Source: The Authors.*

**Table 1.**

**167**

*4.1.3 Operational management level*

A preparation of contract KPIs represents an initial step of KPI decomposition. In the next step pre-defined PPCs should be produced, appropriate internal BPs should be getting started and operated in order to achieve that aim. As a result of that, the {[BP (i, j6)]} should be added to formula (51), while the next KPI indicator concerned with internal BP perspective denoted as KPI (i, 3) = {[CONTRACTD (i)]} is derived (see also formula (55), while the {[BP (i, j6)]} linguistic set, which

*Business Process Linguistic Modeling: Theory and Practice Part I: BPLM Strategy Creator*

A production of pre-defined PPCs and appropriate BPs functionality require an

[YTotfinmanpAssetst], [YTotmatmanpAssetst]} (see also formula (9). With respect to those issues the principal financial perspective KPI indicator denoted as {KPImanp (1)}

Adequate human and technological resources are required, in order to assure a proper and efficient functionality of BP, while further supplementary KPI indicators KPI (i, 4) = {[CONTRACTE (i)]} might be derived based on similar principles/, while the [HR (i, j)], [TECH (i, j)]} linguistic set, which quantifies the mainframe customers creates basis for those purposes. With respect to previous considerations a set of appropriate KPI indicators related to tactic management level (see also

However, the tactic management level KPI indicators postulated within **Table 1** are closely related to main BP implemented and operated at that level and to BSC perspectives as well, while the operational management level KPI indicators are closely related to selected business process and its external and

**BSC perspective Tactic management evel KPI indicators Outgoing linguistic**

Customer's perspective KPI (i, 1) = {[CONTRACTB (i)]} {[SAD (i, j)]}

Internal BP perspective KPI (i, 3) = {[CONTRACTD (i)]} {[PCP (i, j)]}

Technical perspective KPI (i, 5) = {[CONTRACTF (i)]} {[TECH (i, j)]}

KPI (i, 4) = {[CONTRACTE (i)]} {[HR (i, j)]}

Financial perspective {KPImanp (1)} = [XTotfinmsnpAssets (0)]/

[[XTotfinmanpCosts (0)]

**sets**

{KPI (0)}

{[CUST (i, j)]}

adequate material and financial support, and the production generates closely related assets while both of the above-mentioned support types are being quantified

via outgoing linguistic sets {[XTotfinmanpCosts (0)], [XTotmamanptCosts (0)],

*4.1.2.4 Education and growth and technical perspective*

quantifies the mainframe customers creates basis for those purposes.

where {[KPI (0)]} is a linguistic set specified via formula (1) and {[CBS (0, 1)]} is a linguistic set, the subsets of which might quantify adequate core business processes.

It means, we can get BPLM Strategy creator (BPLM SC system) output represented by formula (3).

$$\forall \text{CBP} \exists \text{KPIprim} \ (\mathbf{0}) \Rightarrow \mathbf{CBP} \Leftrightarrow \text{KPI}\_{\text{prim}} \ (\mathbf{0})) \tag{3}$$

which says that for any core business process (CBP) might be assigned one total KPI indicator and this is the most important results related to the BPLM SC system functionality and create basis for determination of further KPI indicator values valid for strategic management level and their decomposition related to tactic and operational level.

### *4.1.2 Tactic management level*

The KPI indicators postulated for strategic management level are represented by formulas (25, 26, 28, 29) and (30) create basis for their further decomposition related to tactic management level, where we are operating with main business processes subordinated to appropriate core processes implemented and operated at strategic management level. However, at that level should be the BSC perspectives respected as well.

#### *4.1.2.1 Customer's perspective*

The Customer's perspective indicates which of production output product classes (PPCs) will be assigned to which customers, while appropriate contract sets are being created and the linguistic sets applied for quantification of individual customers are postulated via formula (18) and formulas (43–48) and (49, 50) indicate which PPCs will be assigned to which customers, while the first decomposed KPI indicator quantified via {[CONTRACTB (i)]} linguistic set is derived (see also formula (2)), while the {[SAD (i, j)]} linguistic set, which quantifies the mainframe customers creates basis for those purposes.

*Business Process Linguistic Modeling: Theory and Practice Part I: BPLM Strategy Creator DOI: http://dx.doi.org/10.5772/intechopen.95096*

#### *4.1.2.2 Internal BP perspective*

This is the first partial output of the proposed BPLM Strategy creator, which indicates the basic possibilities of our business. However, no business within any firm company might be provided without adequate core, main, subordinated and elementary business processes (BP), while each of those BPs is represent by its own static structure, metrics and dynamic functionality (performance) as well, while the data create basis for determination of the firm or company internal resources and the data are stored within technical and economic standards, which has each firm or company and based on the data a set of appropriate correction coefficients might be calculated. When multiplying the data contained in the above-mentioned linguistic sets with those coefficients, real item values concerned production, customers, human resources, financial and production technology devices and tools might be obtained, based on which our business might be functional and efficient. However, an appropriate algorithm development is the aim of future work as well, while this is a basic principle of for calculation real values of partial KPI indicators and the total KPI indicator/All the above-mentioned KPI indicators are denoted as **primary**

KPIprim ð ÞÞ ¼ 0 f g ½ � KPI 0ð Þ ⊗ f g ½ � CBS 0ð Þ *;* 1 (2)

∀CBP ∃KPIprim 0ð Þ) CBP ⇔ KPIprim ð ÞÞ 0 (3)

where {[KPI (0)]} is a linguistic set specified via formula (1) and {[CBS (0, 1)]}

which says that for any core business process (CBP) might be assigned one total KPI indicator and this is the most important results related to the BPLM SC system functionality and create basis for determination of further KPI indicator values valid for strategic management level and their decomposition related to tactic and

The KPI indicators postulated for strategic management level are represented by

formulas (25, 26, 28, 29) and (30) create basis for their further decomposition related to tactic management level, where we are operating with main business processes subordinated to appropriate core processes implemented and operated at strategic management level. However, at that level should be the BSC perspectives

The Customer's perspective indicates which of production output product classes (PPCs) will be assigned to which customers, while appropriate contract sets are being created and the linguistic sets applied for quantification of individual customers are postulated via formula (18) and formulas (43–48) and (49, 50) indicate which PPCs will be assigned to which customers, while the first decomposed KPI indicator quantified via {[CONTRACTB (i)]} linguistic set is derived (see also formula (2)), while the {[SAD (i, j)]} linguistic set, which quantifies the mainframe customers creates basis for those purposes.

is a linguistic set, the subsets of which might quantify adequate core business

It means, we can get BPLM Strategy creator (BPLM SC system) output

**KPI indicators** and formula (2) might be postulated.

*Operations Management - Emerging Trend in the Digital Era*

processes.

operational level.

respected as well.

**166**

represented by formula (3).

*4.1.2 Tactic management level*

*4.1.2.1 Customer's perspective*

A preparation of contract KPIs represents an initial step of KPI decomposition. In the next step pre-defined PPCs should be produced, appropriate internal BPs should be getting started and operated in order to achieve that aim. As a result of that, the {[BP (i, j6)]} should be added to formula (51), while the next KPI indicator concerned with internal BP perspective denoted as KPI (i, 3) = {[CONTRACTD (i)]} is derived (see also formula (55), while the {[BP (i, j6)]} linguistic set, which quantifies the mainframe customers creates basis for those purposes.

### *4.1.2.3 Financial perspective*

A production of pre-defined PPCs and appropriate BPs functionality require an adequate material and financial support, and the production generates closely related assets while both of the above-mentioned support types are being quantified via outgoing linguistic sets {[XTotfinmanpCosts (0)], [XTotmamanptCosts (0)], [YTotfinmanpAssetst], [YTotmatmanpAssetst]} (see also formula (9). With respect to those issues the principal financial perspective KPI indicator denoted as {KPImanp (1)} might be derived.

#### *4.1.2.4 Education and growth and technical perspective*

Adequate human and technological resources are required, in order to assure a proper and efficient functionality of BP, while further supplementary KPI indicators KPI (i, 4) = {[CONTRACTE (i)]} might be derived based on similar principles/, while the [HR (i, j)], [TECH (i, j)]} linguistic set, which quantifies the mainframe customers creates basis for those purposes. With respect to previous considerations a set of appropriate KPI indicators related to tactic management level (see also **Table 1**).

#### *4.1.3 Operational management level*

However, the tactic management level KPI indicators postulated within **Table 1** are closely related to main BP implemented and operated at that level and to BSC perspectives as well, while the operational management level KPI indicators are closely related to selected business process and its external and internal metrics.


#### **Table 1.** *KPI indicators related to tactic management level.*

In general, any business process (BP) is characterized via its own internal and external metrics, while the BP external metrics deals with BP inputs and outputs and the internal metrics deals with appropriate human resources, production technological devices and tools. However, the BP external metrics KPI indicators include BP material input costs, BP financial input cost, BP production output material assets and production output financial assets as well, while the internal metrics KPI indicators include human resources theoretical knowledge and practical skill data together with adequate financial costs and assets. On the other hand, the internal metrics technological resources include production technological devices and tools (material aspects) and production technological devices and tools (financial costs and asset aspects).

or varied structure, features, and values. However, the KPI Indicator quantification is a process closely related to the firm or company strategic level and result the **initial KPI indicator** items and values as well, while Consideration no.1 enables

*Business Process Linguistic Modeling: Theory and Practice Part I: BPLM Strategy Creator*

When considering a top core business process (hereinafter known as CB Process), a vertical structure of which is quantified via linguistic set {[CBS (i, j)]},

i = 0,1, 2,3 …. n is a serial number of the actual business process (BP) within BP

Because the core BP is at the top of BP vertical structure index i = 0 and j = 0 the top business process is being quantified via {[CBS (0, 1)]} linguistic set its perfor-

Costs ð Þ <sup>0</sup> *;* YTotfin

Assetst (4)

Costs (0)] is a linguistic subset, which contains elements closely related to

Costs (0)] is a linguistic subset, which contains elements closely related to

Assets (0)] is a linguistic subset, which contains elements closely related

Assets (0)] is a linguistic subset, which contains elements closely related to

However, a content of linguistic subsets, which create an integral part for {KPI (0)} represents data closely related to market research and the firm or

The above-mentioned quantification of the core BP is being done at the strategic management level, while a similar quantification of business processes (BPs) should

Let us consider the PBPL equation in a general form with respect to formula (3) and let us assign the linguistic sets with respect to formula (3), while formulas (5)

Costs ð Þ <sup>0</sup> , XTotmat

Assets ð Þ <sup>0</sup> *;* <sup>X</sup>Totfin

The {[Retx (i, j)]} linguistic set represents relations among the above-mentioned

Assets (0)]} linguistic sets represent subsequent outputs from BP quan-

inputs for core BP quantified via {[CBS (0, 1)]} linguistic set and the {[XTotmat

f g ½ � Pe ið Þ *;* j ¼ f g ½ � CBS 0ð Þ *;* 1 (6)

Assets ð Þ <sup>0</sup> (7)

Costs (0)]} linguistic sets represent initial

Assetst *;* YTotmat

Costs ð Þ <sup>0</sup> <sup>g</sup> (5)

Assets

j = 0,1,2,3 ….m1 is a serial number of business process function (BPF) within

**5. Consideration no.1 Determination of KPI initial indicators**

mance quantified via KPI indicator with respect to formula (4).

Costs ð Þ <sup>0</sup> *;* <sup>X</sup>Totmat

CB Process functionality entire input material quantity

CB Process functionality entire output financial assets

be done at tactic and operational management levels too.

f g ½ � Petx ið Þ *;* <sup>j</sup> ¼ f½ XTotfin

f g ½ � Tbex ið Þ *;* <sup>j</sup> <sup>¼</sup> XTotmat

Costs (0)] and [XTotmat

tified via {[CBS (0, 1)]} linguistic set.

linguistic sets with respect to formula (2d).

to CB Process functionality entire output material quantity

CB Process functionality input financial costs

company internal resources analysis as well.

up to (8) might be postulated.

deriving them.

*DOI: http://dx.doi.org/10.5772/intechopen.95096*

where.

selected BP.

Where [XTotfin

[XTotmat

[XTotmat

[XTotfin

where The [[XTotfin

(0)], [XTotfin

**169**

vertical structure set.

f g KPI 0ð Þ <sup>¼</sup> <sup>X</sup>Totfin
