04.01.2016 | Editorial
Business Process Management
Don’t Forget to Improve the Process!
Erschienen in: Business & Information Systems Engineering | Ausgabe 1/2016
EinloggenAktivieren Sie unsere intelligente Suche um passende Fachinhalte oder Patente zu finden.
Wählen Sie Textabschnitte aus um mit Künstlicher Intelligenz passenden Patente zu finden. powered by
Markieren Sie Textabschnitte, um KI-gestützt weitere passende Inhalte zu finden. powered by
Excerpt
Over the last decade business process management (BPM) has become a mature discipline, with a well-established set of principles, methods and tools that combine knowledge from information technology, management sciences and industrial engineering with the purpose of improving business processes (van der Aalst 2004, 2013; Weske 2007; Dumas et al. 2013). The successful international BPM conference series (http://bpm-conference.org) shows that there is a stable scientific core and substantial progress in specific BPM areas. Examples of BPM areas where remarkable progress has been made include:-
The syntactic verification of complex business process models before implementing them via IT, to avoid potentially costly mistakes at run time.
-
The systematic identification of typical process behaviors based on scientific insights provided by the Workflow Patterns initiative.1
-
The automatic creation of configurable process models from a collection of process model variants, used to guiding analysts when selecting the right configuration.
-
The automatic execution of business process models based on rigorously defined semantics, and through a variety of BPM systems.
-
The adaptation of processes on-the-fly and the evaluation of the impact of their changes, in order to react to (unexpected) exceptions.
-
The automatic discovery of process models from raw event data produced by common information systems found in organizations.