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Published in:
04-01-2016 | Editorial
Business Process Management
Don’t Forget to Improve the Process!
Published in: Business & Information Systems Engineering | Issue 1/2016
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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.
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The systematic identification of typical process behaviors based on scientific insights provided by the Workflow Patterns initiative.1
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The automatic creation of configurable process models from a collection of process model variants, used to guiding analysts when selecting the right configuration.
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The automatic execution of business process models based on rigorously defined semantics, and through a variety of BPM systems.
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The adaptation of processes on-the-fly and the evaluation of the impact of their changes, in order to react to (unexpected) exceptions.
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The automatic discovery of process models from raw event data produced by common information systems found in organizations.