DOI: 10.17093/alphanumeric.1660978 ISSN: 2148-2225

Digital transformation in public universities: BPMN-based process automation and enterprise architecture redesign

Mustafa Kaya
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The primary objective of this study is to analyze the impact of digital transformation on process management in universities and to propose process improvement strategies. Within this scope, approximately 100 processes carried out in the Strategy Development, Student Affairs, and Information Technologies departments were examined, with specific processes analyzed in detail. The study identified key challenges such as inefficiencies, administrative delays, and lack of financial integration. In the student registration process, while academic and administrative procedures are well-defined, financial components (such as tuition fees, scholarships, and payments) are insufficiently integrated. In the server request process, the absence of procurement, budget planning, and supply chain management may contribute to resource shortages and delays. In the budget distribution process, lengthy approval stages and the absence of strategic performance indicators (KPIs) make it difficult to align budget allocations with institutional goals. As part of the study, process improvement recommendations were developed. Threshold-based approval mechanisms, automated budget tracking systems, and financial process integration are proposed. The use of e-signature systems, electronic document management, and Robotic Process Automation (RPA) can help reduce administrative delays and accelerate processes. Quantitative analyses reveal differences in processes based on processing time, error rate, and efficiency scores. The IT department has a low error rate but a limited efficiency score. The Strategy Development department has a long processing time but a high efficiency score, whereas approval steps in Student Affairs slow down the processes. In conclusion, this study demonstrates that BPMN-based modeling, automation systems, and process integration can enable faster, more transparent, and strategically aligned decision-making mechanisms in universities. Improved data sharing between departments, automation-driven process optimization, and financial management integration is expected to contribute to more effective management of institutional workflows.

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