Abstract
Organizational dependency on Information and Communication Technology (ICT) drives the preparedness challenge to cope with business process disruptions. Business Continuity Management (BCM) encompasses effective planning to enable business functions to resume to an acceptable state of operation within a defined timeframe. This paper presents a systematic literature review that communicates the strategic guidelines to streamline the organizational processes in the BCM program, culminating in the Business Continuity Plan design, according to the organization's maturity. The systematic literature review methodology follows the Evidence-Based Software Engineering protocol assisted by the Parsifal tool, using the EbscoHost, ScienceDirect, and Scopus databases, ranging from 2000 to February 2021. International Standards and Frameworks guide the BCM program implementation, however, there is a gap in communicating metrics and what needs to be measured in the BCM program. The major paper result is the confirmation of the identified gap, through the analysis of the studies that, according to the BCM components, report strategic guidelines to streamline the BCM program. The analysis quantifies and discusses the contribution of the studies on each BCM component to design a framework supported by metrics, that allows assessing the organization's preparedness in each BCM component, focusing on Information Systems and ICT strategies.

Abstract
Business Process Automation has been gaining increasing importance in the management of companies and organizations since it reduces the time needed to carry out routine tasks, freeing employees for other more creative and exciting things. The use of process automation seems to be a growing trend in the business's operational restructuring, combined with digital transformation. It can be applied in the most varied business areas. Organizations from any sector of activity can also adopt it. Given these benefits, the granted success in transforming business processes would be expected. However, 30 to 50% of automation initiatives with Robotic Process Automation technology fail. In this work, a set of guidelines will be proposed that will constitute, after validation, a framework capable of guiding organizations, with a focus on SMEs, in the procedure of automating their processes, thus obtaining the maximum return of this transformation.

Abstract
Enterprise Architecture (EA) is a coherent set of principles, methods, and models that express the structure of an enterprise and its IT landscape. EA mining uses data mining techniques to automate EA modelling tasks. Ontologies help to define concepts and the relationships among these concepts to describe a domain of interest This work presents an extensible ontology for EA mining focused on extracting architectural models that use logs from an API gateway as the data source. The proposed ontology was developed using the OntoUML language to ensure its quality and avoid anti-patterns through ontology rule checks. Then, a hypothesized scenario using data structures close to the real is used to simulate the ontology application and validate its theoretical feasibility as well as its contribution to the Enterprise Architecture Management field. Copyright © 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

Abstract
An attempt has been made to address the difficulty of identifying and measuring the benefits derived from investment projects and capturing capital gains for an organization, focusing on developing and implementing a management model and realizing benefits for a leading company in its activity sector. Thus, the objective is to understand how it is possible to achieve the expected benefits of an investment project: A model characterized as generalist was developed (applied to all areas of the company), with the objective of optimizing the realization of benefits, measuring them and thus create value for the organization. Among the methods used, we highlight, in a first phase, the research of some existing Frameworks, which later enabled the development of a proposed framework, validated internally using the existing Business Intelligence platform. Subsequently, based on a satisfaction questionnaire about the framework proposed to users, data related to its development and implementation were collected, with the aim of understanding its acceptance among the users and employees of the company. With the data from this questionnaire, an artifact was developed: a PowerBI dashboard that reflects the benefits identified and captured. In summary, the artifact made it possible to identify, measure, and achieve the benefits generated by the project in question, but also to motivate its use in other existing investment projects, by adapting it to each of the other ones. © 2023, The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.

Abstract

Abstract
Automation is a concept that has been previously introduced in organizations as a means to improve their processes. However, Robotic Process Automation (RPA) is an emerging method to automate processes with software, which the industry calls robots. These robots perform repet-itive and low-complexity tasks previously performed by humans in front of a computer which as is known is the most commonly used feature in a company nowadays. Using the Design Science Research methodology to build up this article, it is argued that RPA is being used idly compared to its full potential which would entail using process improvement techniques before applying the automation itself. Thus, this article proposes a new approach to RPA through the use of Lean techniques. This article assesses two market leaders in RPA. It suggests a framework of activities for organizations that are investing in RPA and that want to take advantage of the capabilities currently offered by this technology. The majority of the demonstration proposal was carried out in a Portuguese private bank in three processes. Depending on the different cases, it had an overall positive evaluation in the field or simulations. Comparing RPA and Lean RPA projects in the number of resources (time, FTE) needed to carry out business processes, the latter approach presented values that were significantly lower and, consequently, satisfactory.