upload_fa3p5sbes3taolwpe42af3dzpp.pdf

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151

Revista Ciencia UNEMI

Vol. 19, N° 52, Septiembre-Diciembre 2026, pp. 151 - 164

ISSN 1390-4272 Impreso

ISSN 2528-7737 Electrónico

https://doi.org/10.29076/issn.2528-7737vol19iss52.2026pp151-164p

Reingeniería de procesos: Herramienta para el

rediseño de congresos científicos y otros eventos

análogos

Process Reengineering: A Tool for Redesigning

Scientific Conferences and Similar Events

Resumen

La organización de congresos cientícos y otros eventos similares (agrupados bajo el concepto de “turismo de reuniones”) es una

actividad cuya función, entre otras igual de importantes, es el fomento de la divulgación del conocimiento derivado de investigaciones

y diversos estudios académicos. Dicha importancia resalta la necesidad de favorecer su mejora continua para que sus beneciados

puedan obtener una experiencia adecuada y, más relevante aún, esto impacte positivamente en la continuidad de estos eventos y,

por tanto, la correcta divulgación del quehacer cientíco y académico, particularmente en las instituciones de educación superior.

Una herramienta útil para promover esa mejora continua en los congresos y otros eventos análogos es la reingeniería de procesos,

recurso que consiste en el rediseño de las diversas actividades implicadas en una organización, de modo general, pero que puede

aplicarse también en situaciones como aquellas propias de los congresos y otras reuniones de esa clase, debido a su naturaleza

promotora de cambios radicales. El presente ensayo elabora un desarrollo que brinda una propuesta de reingeniería de procesos

para el turismo de reuniones, dilucidando un panorama general acerca de la reingeniería y, posteriormente, cómo puede aplicarse

en el rediseño de la organización de congresos y otros eventos similares.

Palabras clave:

Congresos cientícos, Reingeniería de procesos, Turismo de reuniones, Ensayo

Abstract

The organization of scientic conferences and similar events, collectively referred to as “meeting tourism,” serves several essential

purposes, one of which is the promotion of knowledge dissemination derived from research and academic studies. This highlights

the

need

for

continuous

improvement

to

ensure

that

participants

have

a

positive

experience,

which

ultimately

contributes

to the sustainability of these events and the eective dissemination of scientic and academic work, particularly within higher

education institutions. A valuable approach to achieving continuous improvement in conferences and similar gatherings is process

reengineering. This method involves redesigning various organizational activities. While it can be applied across dierent sectors,

it is especially eective for conferences and similar meetings due to its capacity for driving signicant change. This essay proposes

a process reengineering framework for meeting tourism. It begins with an overview of reengineering, followed by a discussion of

how it can be implemented to enhance the organization of congresses and related events.

Keywords:

Scientic conferences, Process reengineering, Meeting tourism, Essay

Recibido:

01 de abril de 2026

Aceptado:

04 de agosto de 2026

Antonio Rohman Montufar Melo

1

Investigador Independiente; armm_15@hotmail.com; https://orcid.org/0000-0002-7619-2147

152

│

Volumen 19, Número 52, Septiembre-Diciembre 2026, pp. 151 - 164

I. INTRODUCTION

One

of

the

general

objectives

of

educational

institutions

is

to

oer

high-quality

training

that

develops

professionals

and,

in

some

cases,

researchers,

through

the

active

participation

of

students

and

faculty

in

resolving

conceptual,

methodological,

and

professional

problems

(Suárez

et

al.,

2023).

Considering

this

general

purpose,

particularly

when

the

educational

institution

also

aims

to

train

researchers

(Rodríguez,

1998),

one

of

the

goals

that

often

follows

is

the

organization

of

congresses,

conferences,

symposia,

and

other

similar events, whose function is to disseminate the

knowledge generated by its faculty and professionals

in training (Correas, 2018). These events are directed

“at a specic sector to disseminate ideas and design

common objectives” (Chulim et al., 2022, p. 19).

Conferences and similar events serve as forums

where

research

papers

are

presented

periodically

(Ramírez,

2015),

the

product

of

the

work

of

those

involved

in

the

curriculum

(in

many

cases,

the

participation of external agents is accepted to enrich

knowledge

updates

and

obtain

other

perspectives

on the topics and studies presented at the event). In

this way, the participation of students, faculty, and

the academic community as a whole is encouraged,

thereby

fullling

the

objectives

of

educational

and

research dissemination (Ramírez, 2015). These types

of

events,

aligned

with

these

objectives,

have

been

fruitful

for

knowledge

exchange

and

for

training

participants

to

present

the

topics

and

studies

developed.

Soret

et

al.

(2018)

provide

a

classication

according

to

the

type

of

meeting

(grouped

within

a

knowledge

category

that

can

be

called

“meetings

tourism”,

according

to

Shaadi

et

al.,

2017).

In

this

essay, the term congress is predominantly used; the

term “this type of event” refers to the other names

given

to

this

kind

of

meeting:

a)

conferences,

b)

governmental or public conferences, c) conferences,

seminars,

and

symposiums,

d)

conventions,

and

e)

fairs, halls, and exhibitions.

The

organization

of

this

type

of

event

can

be

considered

dynamic

because

it

is

characterized

by

constant

change

in

its

planning

and

logistics,

aiming to oer an increasingly agile and up-to-date

experience for all participants. This involves always

considering

the

shortcomings

or

details

that

arose

in

past

editions

(or

learning

from

the

deciencies

encountered in other similar events) to continuously

improve

its

organization

and

execution

(Barbosa,

1993).

More

recently,

the

inclusion

of

information

and communication technologies in its management

has catalyzed certain aspects of its development.

Despite

these

intentions,

which

aim

to

ensure

continuous

improvement,

over

time

these

types

of

events

have

become

increasingly

frequent,

highlighting

the

need

to

optimize

their

processes

(Angulo, 2009), such as those related to registration,

submission

of

work,

issuance

of

certicates

to

participants, etc. Given that the original establishment

of these events is likely to present some diculties,

their redesign appears as a viable and, in some cases,

urgent option.

Since the mid-1990s, process reengineering has

been positioned as an optimal solution for improving

the productivity of certain processes in organizations

(Ortiz, 2022). It is usually considered a “fundamental

rethinking and radical redesign of business processes

to

achieve

dramatic

improvements

in

critical,

contemporary

measures

of

performance,

such

as

cost,

quality,

service,

and

speed”

(Hammer

&

Champy, 1993, p. 35).

González et al. (2007) summarized the stages of

reengineering as follows:

1.

Induction

to

reengineering,

a

preliminary

stage

in

which

employees

must

come

to

recognize the need to face a radical change.

2.

Identication and analysis of opportunities,

where

the

processes

to

be

redesigned

are

selected and examined through tools such as

activity analysis.

3.

Process

redesign,

which

involves

creating

new

processes

based

on

IT

[information

technologies].

4.

Implementation,

in

which

the

current

processes

are

replaced

by

the

redesigned

ones (p. 544).

In the nal stage, processes can be replaced either

with completely new ones (blank sheet approach) or

with

others

that

only

involve

improvements

to

the

previous ones (dirty sheet approach) (Davenport &

Stoddard, 1994).

In line with Davenport (1996), the implementation

of

redesigned

processes

implies

a

radical

change,

which can be analyzed in terms of its repercussions

on three major dimensions:



Technological,

since

it

involves

the

│

153

Montufar

.

Reingeniería de procesos: Herramienta para el rediseño

introduction of new IT and the restructuring

of information systems.



Organizational,

which

results

in

modications to the organization’s structure,

its

culture

geared

towards

innovation,

the

establishment

of

measures

and

incentives

dependent

on

goal

achievement,

process

management, and the delegation of tasks.



Human, because employees transform their

roles,

responsibilities,

decision-making,

norms, values, and ways of working.

Given

that

the

organization

and

management

of

scientic

conferences

and

similar

events

can

be

optimized

and

improved

through

redesign

and

restructuring, this essay aims to establish a theoretical

framework

for

implementing

reengineering

in

the

processes

underlying

the

logic

of

scientic

conferences

and

other

similar

events,

thereby

supporting improvements in their quality, eciency,

and

user

interactivity.

The

approach

developed

stems primarily from what Davenport and Stoddard

(1994) termed the “dirty sheet” and its repercussions

in

the

technological

dimension

(Davenport,

1996).

Furthermore, as part of the reforms that can impact

these types of events, the essay seeks to contribute

elements

that

promote

the

use

of

virtual

resources

(such as websites and social media), which are vital

tools for the overall process.

The essay’s structure consists of an introduction

that explains key principles of process reengineering

and

justies

its

use

as

an

organizational

tool

for

redesigning scientic conferences and similar events.

This is followed by a description of the most common

processes

in

the

operational

logic

(planning,

organization,

and

management)

of

such

events,

highlighting their strengths and weaknesses.

The essay concludes with a theoretical proposal

that distributes these processes according to a more

optimal redesign, integrating certain postulates and

elements

of

process

reengineering.

The

proposal

also

explains

why

process

reengineering

is

an

eective tool for this type of improvement. Following

this

introduction,

the

conclusion

rearms

the

importance of reviewing and improving these events

and

the

versatility

of

process

reengineering

across

diverse scenarios. Furthermore, it establishes some

avenues

for

future

research

and

application

of

the

information presented here.

Process reengineering

According

to

Hammer

and

Champy

(1993),

reengineering “involves going back to the beginning

and

inventing

a

better

way

of

doing

work”

(p.

34).

This invention of a better way of doing work entails

drastic changes and also presupposes a fundamental

review

of

how

the

actors

and

processes

involved

function and who they are, or, as Heizer (2001) points

out, a re-examination of the current process and its

objectives. Only after this detailed exploration does

the radical redesign of processes take place (Hammer

& Champy, 1993).

For Alfaro (2023), reengineering is synonymous

with

process

redesign

or

the

complete

overhaul

of

an

organization’s

processes;

it

therefore

implies,

in

a

certain

sense,

a

new

beginning,

often

a

risky

one,

since

it

means

abandoning

proven

methods

and

knowledge.

However,

other

conceptions

of

reengineering view it not as an entirely radical action

but

rather

as

a

gradual

one,

so

that

adaptation

to

change can be assimilated gradually by the members

of

the

organization

in

question.

Total

Quality

Management

(TQM),

for

example,

represents

a

gradual change for organizations (Rafoso & Artiles,

2011).

These more moderate positions are based on the

following premise: any starting from scratch implies

rejecting positive learning (Rafoso & Artiles, 2011).

Proponents

of

reengineering

as

an

exercise

that

results

in

substantial

structural

modication

argue

that,

despite

such

learning,

the

work

carried

out

has

not

produced

structures

useful

for

the

current

situation (Ponjuan & Villardefrancos, 2005).

Leaving

aside

the

debate

regarding

whether

reengineering

should

be

total

or

partial,

radical

or

balanced,

certain

aspects

should

be

highlighted

as

advantages

that

promote

it

as

advisable

for

the

organization or projects: 1. It optimizes organizational

processes,

2.

It

allows

access

to

reliable,

accurate,

and

timely

information

more

quickly,

3.

It

enables

the sharing of information among all components of

the

organization,

4.

It

eliminates

unnecessary

data

and operations, 5. It reduces process times and costs

(Ponjuan & Villardefrancos, 2005).

To the above, it is possible to add the advantage

referred

to

by

Ortiz

(2022),

which

alludes

to

the

quality

of

reengineering

to

favor

savings

of

a

very

important

resource,

time:

“It

helps

to

execute

the

steps

of

the

process

according

to

their

natural

154

│

Volumen 19, Número 52, Septiembre-Diciembre 2026, pp. 151 - 164

order to the detriment of the traditional rectilinear

sequences. This allows several tasks to be executed

simultaneously,

reducing

the

time

spent

on

their

execution” (p. 115).

Before

initiating

the

reengineering

process,

it

is

necessary

to

establish

certain

variables

that

will

be

crucial

for

achieving

a

successful

outcome.

In

particular,

it

is

essential

to

understand

the

nature

of

the

organization,

as

this

largely

determines

the

desired result or objective (Hammer, 1990). A private

organization pursues objectives dierent from those

of

a

public

one

(Amaru,

2009).

While

the

former

pursues commercial interests and prot-making, the

latter provides a benet or service to society through

state

resources,

without

being

as

concerned

with

economic protability.

In

the

specic

case

of

various

educational

institutions,

among

whose

outreach

events

are

scientic

conferences,

many

fall

into

the

category

of

public

organizations;

the

beneciaries

of

their

activities

can

be

students,

faculty,

researchers,

and

society

in

general.

Thus,

given

the

nature

of

each

organization

interested

in

holding

scientic

conferences

and

similar

events,

carrying

them

out

entails providing a science outreach service, with the

primary

beneciaries

being

the

event

participants.

For this reason, if the aim is to optimize the logistical

management

of

the

event,

process

reengineering

should focus its objectives and eorts on improving

the user experience in terms of organization.

This, in turn, translates into dedicating less time

and

eort

to

tasks

such

as

paper

registration

and

submission, attendance, certicate issuance, and all

other products related to the conference. To do this,

it is necessary to know the general guidelines of this

type of event, in order to have an understanding of

each

of

its

processes

and

thus

identify

those

that

are

susceptible

to

improvement

(“dirty

sheet”)

or,

denitively, to redesign (“blank sheet”).

Overview of the general processes involved

in scientic conferences and similar events

The

following

sections

list

and

describe,

in

general terms, the processes for the development and

implementation of scientic congresses and similar

events. This is done to adhere to one of the postulates

of reengineering, explained by Naranjo and Gutiérrez

(2024):

“Reengineering

consists

of

completely

examining a process and all its constituent parts, in

this case, subprocesses” (p. 70). These elements are

listed chronologically, based on elements referenced

by Bieber (1983), Buendía (2009), Cravioto (2007),

and Watt (1995):

1.

Denition of the venue, along with the days

and times of the event.

2.

Dene

the

registration

and

submission

period by establishing clear deadlines.

3.

Prepare

and

adapt

the

digital

platform

for

eective event management.

4.

Establish formal communication channels.

5.

Train the sta responsible for managing the

platform and communication channels.

6.

Design the event poster.

7.

Distribute publicity materials for the event.

8.

Manage

the

registration

process,

including

receiving and reviewing submitted papers.

9.

Dene the keynote lectures.

10.

Establish the overarching theme of the event.

11.

Review

the

layout

of

the

event

spaces

and

rooms.

12.

Organize

and

manage

the

conference

and

presentation schedules.

13.

Dene and disseminate the event program.

14.

Recruit the necessary sta.

15.

Provide training for the sta.

16.

Arrange lunch provisions for the sta.

17.

Oversee the development of the event.

18.

Prepare and issue certicates for participants.

19.

Dene

and

implement

an

event

evaluation

system.

Each element in the preceding sequence, which

can be described as a classic or traditional sequence,

has a designated person responsible for its execution.

These responsible individuals are listed hierarchically

in

Figure

1.

The

description

of

each

of

the

above

points is as follows:

Figure 1.

Hierarchy of responsible entities

Note.

Own work.

│

155

Montufar

.

Reingeniería de procesos: Herramienta para el rediseño



Denition of the venue, along with the days

and times of the event.

This

is

the

initial

process,

in

which

the

entity

responsible

for

organizing

the

event

(often

in

conjunction

with

an

academic

coordinator)

determines the venue, dates, and times. It is common

to have a tentative date. Ideally, this step should be

planned at least 9 months. It should also be considered

that if the event is to be held at a location other than

the

educational

institution,

“Not

all

cities

have

the

capacity to host a large-scale event. It is essential to

consider not only the capacity of the venue required,

but

also

the

availability

of

hotel

accommodations”

(De la Serna & Escudero, 2017, p. 33).



Dene

the

registration

and

submission

period by establishing clear deadlines.

For this process, the organizing entity appoints a

ScC, which is responsible for evaluating submissions

and developing the Scientic Program (the structure

of

the

activities

to

be

carried

out

throughout

the

event). This committee will dene the dates on which

it

will

receive

and

evaluate

the

submissions

from

participants,

with

a

deadline

generally

six

weeks

prior to the event date.



Prepare

and

adapt

the

digital

platform

for

eective event management.

In

this

process,

the

OE

manages

the

digital

platform

for

attendee

registration,

as

well

as

the

submission,

receipt,

and

registration

of

proposals

and

papers.

The

platform

commonly

used

for

this

purpose is the Open Conference System, which is also

widely

used

to

manage

indexed

scientic

journals.

Currently, with the suite of tools that Google provides,

the use of Forms (or its Microsoft equivalent) is also

common. Regardless of the platform used, it must be

congured to meet the event’s needs: dissemination,

announcements,

answering

questions,

participant

registration,

paper

submission,

uploading

and

downloading the program, and generating certicates

of attendance.



Establish formal communication channels.

The ScC, together with the AC team responsible

for

the

event,

will

determine

the

most

appropriate

means

of

communication

between

them

and

the

participants

to

address

any

questions

or

problems

that may arise.



Train the sta responsible for managing the

platform and communication channels.

This

process

consists

of

teaching

the

use

and

management

of

the

digital

platform

to

those

responsible

for

administering

it,

as

well

as

to

the

members of the ScC, who will receive and judge the

participants’ submissions.



Design the event poster.

With

information

from

the

OE

can

proceed

to

design

the

event

poster,

including

the

date,

time,

and

location,

as

well

as

the

registration

and

submission

deadlines.

The

poster

should

also

include

the

platform's

address

for registration and submissions, as well as contact

information for any related issues.



Distribute publicity materials for the event.

The

AC

is

responsible

for

approving

the

poster

design

and,

subsequently,

in

conjunction

with

the

organizing

entity,

disseminating

the

event

via

the

internet,

seeking

to

inform

mainly

the

students,

teachers, and, if any, researchers of the institution’s

academic program.



Manage

the

registration

process,

including

receiving and reviewing submitted papers.

During

this

period,

the

process

consists

of

members

of

the

ScC

maintaining

surveillance

and

monitoring

of

the

digital

platform

and

the

media

to

address

any

unusual

situations

regarding

the

registration of works and attendees.



Dene the keynote lectures.

Here, the ScC determines the keynote lectures to

be held at the event, issues invitations and conrms

the speakers, and informs the AC.



Establish the overarching theme of the event.

The

ScC,

if

relevant,

denes

the

Congress’s

theme,

primarily

in

relation

to

the

topics

of

the

keynote lectures. This is why this point is not listed

earlier in the event’s organizational timeline. Sigala

et al. (2015) recommend that this be the rst step,

which, depending on the organizers’ perspective, can

be followed. This essay adopts this approach because

it is based on established keynote lecture topics and

oers a dierent perspective on the matter.



Review

the

layout

of

the

event

spaces

and

rooms.

The

OE,

through

a

logistics

committee,

reviews

and conrms the spaces designated by the venue for

the event, and counts and identies each space.



Organize

and

manage

the

conference

and

presentation schedules.

156

│

Volumen 19, Número 52, Septiembre-Diciembre 2026, pp. 151 - 164

The

LC

of

the

organizing

entity

manages

and

organizes

the

spaces

identied

at

the

venue

to

distribute

the

registered

presentations

and

conferences, grouping them by common themes or

by other criteria.



Dene and disseminate the event program.

The OE designs the event program, specifying

the

spaces

and

times

for

each

conference

and

presentation.

Once

completed,

it

is

sent

to

the

AC

for

review

and

then

disseminated

through

the

appropriate

communication

channels

to

all

participants.

Ideally,

this

should

be

done

15

days

before the event date, though it is common to send

it several weeks in advance.



Recruit the necessary sta.

The

OE,

in

conjunction

with

the

academic

coordination

team,

undertakes

the

task

of

recruiting the necessary sta based on the number

of participants and spaces to be managed. This sta

is responsible for the logistical support of the event.



Provide training for the sta.

The LC of the organizing entity is responsible

for

instructing

the

support

sta

on

their

main

activities

and

roles,

including

generating

the

necessary materials for the day of the event.



Arrange lunch provisions for the sta.

The OE, in conjunction with the AC, determines

the price of lunch for sta members and selects the

best supplier.



Oversee the development of the event.

This

occurs

on

the

scheduled

event

date.

The

opening

ceremony

marks

the

formal

start

of

this

activity. The LC coordinates the sta for the various

scheduled activities and also resolves any problems

that may arise at the beginning, during, and end of

the event.



Prepare

and

issue

certicates

for

participants.

The OE, with the support of the AC, prepares

(using

the

most

appropriate

technological

tool)

the certicates of attendance and participation in

the dierent modalities of the event (for example:

participant, poster presentation, oral presentation)

and,

in

turn,

establishes

the

most

appropriate

distribution channel for sending them.



Dene and implement an event evaluation

system.

The

OE,

in

conjunction

with

the

AC

team,

determines

the

evaluation

mechanism

for

the

Congress,

with

a

questionnaire

being

the

most

commonly

used

technique.

This

tool

assesses

the

event’s

various

dimensions.

Through

available

communication

channels

(Open

Conference

System,

Forms, the event website, social media, etc.), users are

notied that they must log in to the relevant website

with their username and password to download their

certicate. The system must be congured so that the

evaluation questionnaire appears before the certicate

can

be

downloaded.

In

other

words,

completing

the

questionnaire

is

a

prerequisite

for

downloading

the

certicate (see Figure 1). Some examples of evaluation

questions are:



Was

the

registration

process

for

the

event

straightforward?



Was it clear how to upload the paper proposal

to the platform?



Were the conference spaces adequate?



Did

the

conferences

start

at

the

scheduled

times?



Were the poster exhibition spaces sucient?



Did

the

program

provide

all

the

necessary

information for the event?



Was

the

dissemination

of

information

about

the event adequate?



Were

the

deadlines

for

paper

registration

reasonable?



Did

the

poster

include

all

the

essential

information about the event?

It

is

common

to

use

a

5-level

Likert

scale

for

response

options

(Strongly

disagree,

Moderately

disagree,

Neither

agree

nor

disagree,

Moderately

agree, Strongly agree).

Figure 2.

Conditions for generating certificates

Note.

Own work.

│

157

Montufar

.

Reingeniería de procesos: Herramienta para el rediseño

Proposal

for

the

reengineering

of

processes

the

organization

and

management

of

scientic

conferences

and

similar events

The current proposal groups processes by function

type not only to establish a common semantic factor,

but

also

to

identify

and

highlight

areas for improvement. This grouping also provides

a

framework

for

task

delegation

for

the

personnel

involved:

given

the

characteristics

of

each

process,

which make them suitable for practical integration,

identifying

their

needs

and

implementing

them

appropriately

becomes

more

feasible,

allowing

the

formation of committees responsible for each area.

It should be noted that the following organization

is not merely an arrangement of the processes already

mentioned

and

described

above:

it

also

includes

others

whose

function

is

to

complement

and/or

optimize those already stipulated. This optimization,

by

dividing

the

processes

into

category

encompasses

the

processes

for

creating

and

eectively

promoting

the

event.

The

importance

of

design

lies

in

its

potential

to

attract

attendees;

therefore,

it

must

have

an

image

that

motivates interested parties to attend.

In

the

case

of

promotion,

its

relevance

lies

in

the

accumulation

of

tasks

that

will

determine

the

scope

of

its

dissemination,

ensuring

it

reaches

dierent sectors where interested parties are located

│

159

Montufar

.

Reingeniería de procesos: Herramienta para el rediseño

(both

physically

and

virtually).

It

can

even

directly

generate

leads

who

may

also

be

interested

in

the

event’s content.

The processes included are as follows, along with

a brief breakdown of the tasks that comprise them:

◊

Design of the event poster.

◊

Create

a

poster

template

with

three design proposals.

◊

Collect

the

information

to

be

included on the poster.

◊

Integrate

the

collected

information

into

the

three

design proposals.

◊

Review the proposals and have

the

event-related

audience

select the nal poster design.

◊

Banner

design

to

be

included

on

virtual sites, such as Open Conference

System,

Forms,

event

website,

social

media, etc.

◊

Dissemination of event publicity.

◊

Development

of

the

dissemination

plan:

This

plan

will

address

both

physical

and

virtual

dissemination

strategies.

◊

Reception of event information.

◊

Physical dissemination:

-

Identify

key

locations

for poster placement.

-

Provide

the

PDF/JPG

le for printing.

-

Receive

printed

materials.

-

Post

printed

posters

at

the

designated

key

locations.

◊

Virtual dissemination:

-

Create

or

enhance

the

event’s

social

media

channels.

-

Add the poster (JPG) to

the event website.

-

Share

the

poster

(JPG)

across

social

media

platforms.

-

Send

email

invitations

to the registrants of the

organizing institution.

◊

Creation of the invitation video.

◊

Prepare the technical script for

the video capsule.

◊

Schedule

an

appointment

with a representative from the

Academic

Coordination

Oce

or another authority related to

the

organizing

institution

that

is issuing the invitation.

◊

Capture video footage.

◊

Edit

and

stage

the

video

capsule.

◊

Upload

the

video

to

social

media.

◊

Denition

and

dissemination

of

the

event program.

◊

Gather

information

the event.

◊

Develop the program.

◊

Include it on the event website.

◊

Preparation of participant certicates.

◊

Design the certicate template.



Communication and human development:

The combination of these two processes is based

on the premise that both maintain a close relationship

with the human resources responsible for the event’s

operational development.

The

Communication

category

primarily

encompasses

the

process

of

establishing

formal

communication

channels.

For

the

Human

Development

category,

the

processes

considered

include

both

recruitment

methods

and

personnel

training

and

development

to

perform

specic

operational

functions.

In

the

rst

case,

important

phases

include

establishing

the

required

candidate

prole

to

generate

the

call

for

applications

and

to

address

the

subsequent

stages.

In

the

second,

a

well-dened training plan is essential to ensure that

selected

personnel

acquire

the

necessary

skills

to

perform their duties eectively.

Establishing

the

most

appropriate

means

of

communication between the various committees and

authorities, as well as the participants, involves a set

of channels for addressing concerns or issues related

to

the

event.

Currently,

the

most

common

channel

is

email,

though

other

channels

(such

as

the

event

platform

or

social

media

messaging

services)

also

provide ways to address questions that arise during

160

│

Volumen 19, Número 52, Septiembre-Diciembre 2026, pp. 151 - 164

event organization and management.

Therefore,

the

processes

and

activities

that

comprise these channels are as follows:

◊

Establishment

of

formal

communication channels.

◊

Create

formal

channels

for

communication

within

the

event’s organization.

◊

Training

of

sta

responsible

for

communication channels.

◊

Identify training needs.

◊

Develop

a

comprehensive

training plan.

◊

Prepare

necessary

materials,

such

as

presentations

and

documents.

◊

Specify the training location.

◊

Determine the dates and times

for training sessions.

◊

Conduct training sessions.

◊

Sta recruitment.

◊

Dene the required sta prole.

◊

Prepare the call for applications.

◊

Publish the call for applications.

◊

Identify the interview location.

◊

Schedule

interview

dates

and

times.

◊

Notify

candidates

with

interview invitations.

◊

Conduct interview sessions.

◊

Select candidates.

◊

Sta Training.

◊

Develop the sta training plan.

◊

Prepare

necessary

materials,

including

presentations

and

documents.

◊

Determine

the

training

location.

◊

Schedule

training

dates

and

times.

◊

Invite sta to training sessions.

◊

Conduct training sessions.



Evaluation:

This committee is responsible for designing and

implementing a comprehensive evaluation system for

the event’s development phases and for the various

stakeholders

involved.

The

proposed

evaluation

criteria include:

◊

Accessibility of the platform.

◊

Registration process.

◊

Submission of papers for review.

◊

Dissemination

of

event-related

information.

◊

Resolution of inquiries and issues.

◊

Downloading of certicates.

◊

Event

organization

(including

punctuality at the start of conferences,

spatial

layout,

and

overall

quality

of

the conferences)

Table

1

summarizes

a

comparison

between

the

components of the classic sequence of activities for

meetings tourism and the proposal resulting from this

essay, divided into the aforementioned categories. It

should be noted that, for the current proposal, only

the key activities are included; the subprocesses have

already been detailed in the preceding sections.

│

161

Montufar

.

Reingeniería de procesos: Herramienta para el rediseño

General processes

Proposal for the reengineering of processes

category

and,

therefore,

for

each

phase

integrated

within

those

categories.

It

also

provides

a concise, schematic overview of the activities to be

considered, since the vast majority of the literature

on

this

subject

consists

primarily

of

books

rather

than

articles

or

essays

summarizing

the

elements

required to carry out this type of event.

Potential

future

lines

of

application

or

research

stemming

from

this

essay

could

branch

into

areas

the

constant

use

of

information

and

communication

technologies.

The

fact

that

this

proposal

places

special

emphasis

on

certain

technological components stems from current needs,

as the conduct of events remotely is an increasingly

common practice.

Another

future

line

of

application

or

research

would

support

a

process

reengineering

model

for

events that are not only academic but also general.

Meeting

tourism

comprises

practices

that

remain

particularly

relevant

in

our

society

because

they

enable

the

continuous

updating

and

transfer

of

information

the

specic

topic

of

the

event

in

question,

regardless

of

its

type.

However,

as

described

in

the

introductory

section,

changes

in current requirements are forcing these events to

redesign

themselves

and

maintain

a

vision

focused

on continuous improvement and updating.

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